MGMT-410:HUMAN RESOURCES MANAGEMENT (CH 6)

Chapter 6 SELECTING EMPLOYEES AND PLACING THEM IN JOBS

Personnel selection

 Process of deciding who will join the organization.
- Begins with identifying candidates through recruitment
- Number of applicants reduced to best-qualified individuals
- Ends with selected individuals placed in jobs

Applicant-tracking system

automates selection process of online applications

Effective systems

must be: Reliable, Valid, Generalizable, Useful (Utility), Legal.

• Support job description
• Provide ability to run background checks and store important documents and applicant information
• Set up to help identify applicants with necessary skills, abilities, and other characteristics (KASOs)

Successful Selection Method

• Provides reliable information
• Provides valid information
• Information can be generalized to apply to candidates
• Offers high utility (practical value)
• Includes criteria that are legal

Reliability

• Extent to which measurement is free from random error
• Reliable measurement generates consistent results
• Organizations use statistical tests, like correlation coefficients, tocompare results and determine reliability
• Determines whether measurements are accurate
• Ignores whether what is being measured matters

Validity

• Test scores actually predicts job performance.

Three Ways to Measure (Selection Process)

1. Criterion-related

2. Content

3. Construct

Criterion-Related

Correlation between test & job performance.

Predictive

Applicants tested → hired → compared later with performance. (new hire)

Concurrent

Current employees tested → scores compared with performance.

Content Validity

• Test items represent real job situations.

• Consistency between test items and kinds of situations or problems that occur on job

• Experts can evaluate and write valid test items

Construct Validity

• Test measures abstract traits (e.g., leadership, intelligence).

• Used for tests that measure abstract qualities or constructs

• Establishes that test accurately measures the construct

• Shows association between construct and job success

Generalizable

Method is valid in different jobs/organizations.  A generalizable method maintains its validity and reliability outside the initial development context, making it a versatile tool for diverse hiring situations.

Practical Value (Utility)

• A selection method refers to its economic benefit to the organization. 

• Value of method > Cost of method.

Civil Rights Act (1964 & 1991)

No discrimination (race, sex, religion, etc.).

Age Discrimination in Employment Act (1967)

Protects 40+.

Americans with Disabilities Act - ADA (1991)

Protects the disabled; medical exams only after a conditional offer.

Fair Credit Reporting Act

Governs use of credit checks.

Equal employment opportunity laws

• affect the kinds of info organizations can gather on forms and in interviews

Candidate’s Privacy Rights

• Information gathered during selection may include information that candidates consider confidential

• Employers should only collect data using secure platforms

Immigration Reform and Control Act

• Must verify legal right to work.

• Requires employers to verify and maintain records on applicant’s legal rights to work in U.S

Application Forms

Low-cost, gather basic info.

Résumés

Biased (self-reported), still useful

Submitted by applicant to introduce self
• Applicants control content and presentation of info
-Drawback: information is biased and sometimes inaccurate
• Inexpensive way to gather information and used as basis to determine which candidates to investigate further
• Evaluated in terms of elements of job description

References

Biased (positive only).

• Applicants provide names and contact info of people who can vouch for abilities and past job performance
• Biased: applicants choose people who will say nice things
• Usually checked when candidate is finalist for job

Background Checks

• Criminal/credit; must follow EEOC guidance.

• Verify that applicants are who they say they are

• False information increasingly being found on résumés

• Criminal background checks a sensitive issue; EEOC has guidelines for checking criminal histories

• Use of credit checks scrutinized; banned in some state

Aptitude Tests

Ability how well a person can learn new skills and abilities.

Achievement Tests

Measure existing knowledge and skills.

Physical Ability

Strength, endurance, coordination.

Cognitive Ability

 are designed to measure verbal skills, quantitative skills, and reasoning ability. Verbal, math, reasoning (valid, but legal risks).

Job Performance Tests and Work Samples

Specialized skills needed for job may be tested

assessment center

Tests for selecting managers may take form

Personality Inventories – Big Five Traits

Extroversion

Adjustment

Agreeableness

Conscientiousness

Inquisitiveness

Medical Exams

Only after job offer; must relate to job requirements

Nondirective

open-ended, unstructured

Structured

same set of questions for all

Situational

hypothetical “What would you do if…?”

Behavioral

past experiences: “Tell me about a time…”

Panel

multiple interviewers

Multiple-Hurdle

Must pass each stage, elimination style.

Compensatory

High score in one area can offset low score in another