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CHAPTER 6
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Personnel Selection
Personnel Selection: the process through which organizations make decisions about who will or will not be allowed to join the organization. Selection begins with the candidates identified through recruitment. It attempts to reduce their number to the individuals best qualified to perform available jobs. It ends with the selected individuals placed in jobs with the organization.
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Your Experience
A = Yes B = No 1.Have you ever had to take a computerized or paper-and-pencil test in order to get a job? 2.Have you ever had to interview in order to get a job?
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Reliability
Reliability: the extent to which a measurement is free from random error. A reliable measurement generates consistent results. Organizations use statistical tests to compare results over time.
Correlation coefficients A higher correlation coefficient signifies a greater degree of reliability.
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Validity
Validity: the extent to which the performance on a measure (such as a test score) is related to what the measure is designed to assess (such as job performance). The federal governments Uniform Guidelines on Employee Selection Procedures accept three ways of measuring validity:
1. Criterion-related 2. Content 3. Construct
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Criterion-Related Validity
Criterion-related validity: a measure of validity based on showing a substantial correlation between test scores and job performance scores. Two kinds of research are possible for arriving at criterion-related validity:
1. Predictive Validation 2. Concurrent Validation
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Ability to Generalize
A generalizable selection method applies not only to the conditions in which the method was originally developed job, organization, people, time period, etc. It also applies to other organizations, jobs, applicants, etc. Thus, is a selection method that was valid in one context also valid in other contexts?
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NFL teams have been using cognitive tests to select players assuming that intelligence can be generalized to the job requirements of football teams, especially on teams that compete using complex offensive and defensive schemes.
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Table 6.1: Permissible and Impermissible Questions for Applications and Interviews
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The Fair Credit Reporting Act requires employers to obtain a candidates consent before using a third party to check the candidates credit history or references. If the employer decides not to hire based on the report, the employer must give the applicant a copy of the report and summary of the applicants rights before taking the action.
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Application Forms
Reference Checks
Application Forms
A low-cost way to gather basic data from many applicants. It ensures that the organization has certain standard categories of information:
Contact information Work experience Educational background Technical experience Memberships in professional or trade groups
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Background Checks
8 out of 10 large companies and 2/3rds of smaller orgs report conducting background checks Internet allows for faster and easier searching for convictions (60% of males have been arrested at some point) Requests for expunging police records has been on the rise so background checks may not be as complete as employers would prefer
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Employment Tests
Aptitude tests: assess how well a person can learn or acquire skills and abilities. Achievement tests: measure a persons existing knowledge and skills.
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Drug Tests
Work Samples
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Interviews
Nondirective Interview
Interviewing Techniques
Structured Interview
Situational Interview
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When interviewing candidates, its valid to ask about willingness to travel if that is part of the job. Interviewers might ask questions about previous business travel experiences and/or how interviewees handled situations requiring flexibility and selfmotivation.
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Interviewing Effectively
1. 2. 3. 4. Be prepared Put the applicant at ease Ask about past behaviors Listen let the candidate do most of the talking 5. Take notes write down notes during and immediately after the interview 6. At the end of the interview, make sure the candidate knows what to expect next
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Summary
Selection typically begins with a review of candidates applications and rsums. The organization administers tests to candidates who meet basic requirements, and qualified candidates undergo one or more interviews. Organizations check references and conduct background checks. A candidate is selected to fill each vacant position. Candidates who accept offers are placed in the positions for which they were selected.
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Summary (continued)
Organizations need to measure the success of selection methods. Criteria used include:
Validity Reliability Utility Legality Generalizable
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Summary (continued)
An important principle of selection is to combine several sources of information about candidates, rather than relying solely on interviews or a single type of testing. The sources should be chosen carefully to relate to the characteristics identified in the job description. This increases the validity of the decision criteria. Organizations are likely to make decisions that are fair and unbiased. They are more likely to choose the best candidate.
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Summary (continued)
The selection process must be conducted in a way that avoids discrimination and provides access to persons with disabilities. This means selection methods must be valid for job performance, and scores may not be adjusted to discriminate against or give preference to any group. The organization should focus on the objective of finding the person who will be the best fit with the job and the organization. This includes an assessment of ability and motivation.
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