Human resrouce management 12th mathis jacson chapter 008

CHAPTER 8

Selecting Human Resources
Section 2 Staffing the Organization

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PowerPoint Presentation by Charlie Cook
The University of West Alabama


Chapter
Chapter Objectives
Objectives
After you have read this chapter, you should be able to:
■ Discuss how validity and reliability are related to
selection.
■ Diagram the sequence of a typical selection process.
■ Explain the importance of realistic job previews and
application screening efforts to the selection process.
■ Identify three types of selection tests and legal
concerns about their uses.
■ Discuss several types of selection interviews and some
key considerations in conducting these interviews.
© 2008 Thomson/SouthWestern. All rights reserved.

8–2


Chapter
Chapter Objectives

Objectives (cont’d)
(cont’d)
After you have read this chapter, you should be able to:
■ Explain how legal concerns affect background
investigations of applicants and use of medical
examinations in the selection process.
■ Describe the major issues to be considered when
selecting candidates for global assignments.

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8–3


Selection and Placement
• Selection
 The process of choosing individuals with

qualifications needed to fill jobs in an organization.
 Organizations need qualified employees to succeed.
 “Hire

hard, manage easy.”

 “Good

training will not make up for bad selection.”

• Placement
 Fitting a person to the right job.

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8–4


Applicant Knowledge, Skills, and Abilities
• Person-Job Fit
 Matching the knowledge, skills and abilities (KSAs) of

people to the characteristics of jobs (tasks, duties and
responsibilities–TDRs).
 Benefits of person-job fit:
 Higher employee performance
 Lower turnover and absenteeism

• Person-Organization Fit
 The congruence between individuals and

organizational factors.

KSAs
=
TDRs
=
Job
Success?
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8–5

Criteria, Predictors, and Job Performance
• Selection Criterion
 A characteristic that a person must have to do a job

successfully

• Predictors
 The measurable or visible indicators of a selection criterion

• Validity
 The correlation between a predictor and job performance

• Reliability
 The extent to which a predictor repeatedly produces the same

results, over time

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8–6


FIGURE 8-1

Job Performance, Selection Criteria, and Predictions

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8–7


FIGURE 8-2
Concurrent
and
Predictive
Validity

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8–8


Combining Predictors
• Multiple Hurdles
 Establishing a minimum cutoff (level of performance)

for each predictor, and requiring that each applicant
must score at least the minimum on each predictor to
be considered for hiring.

• Compensatory Approach
 Scores on all predictors are added together, allowing

a higher score on one predictor to offset a lower score
on another predictor.

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8–9


FIGURE 8-3

Typical Division of HR Responsibilities: Selection

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8–10


HR Employment Functions
1. Receiving applications
2. Interviewing applicants
3. Administering tests to applicants
4. Conducting background investigations
5. Arranging physical examinations
6. Placing and assigning new employees
7. Coordinating follow-up of new employees
8. Exit interviewing departing employees
9. Maintaining employee records and reports

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8–11


FIGURE 8-4
Selection

Process
Flowchart

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8–12


Applicant Job Interest
• Realistic Job Preview
The process through which a job applicant receives

an accurate picture of the organizational realities of
the job.
Prevents the development of unrealistic job
expectations that cause disenchantment,
dissatisfaction, and turnover in new employees.

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8–13


Pre-Employment Screening
• Pre-Screening Interview
 Purpose: verify minimum qualifications

• Electronic Screening
There is a large volume
of applicants

Quality of hires needs
to be increased

When To Use
Electronic
Screening

Hiring cycles need
to be shortened
The cost of hiring needs
to be reduced

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There is a need to reach
unvisited geographic areas

8–14


Applications
• Purposes of Applications
 Record of applicant’s interest in the job
 Provides a profile of the applicant
 Basic record for applicants hired
 Research effectiveness of the selection process

• Resumes as Applications
 Resumes are applications for EEO purposes.

 Resumes should be retained for at least three years.

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8–15


Application Disclaimers and Notices
Employment-At-Will

References Contacts

Employment Testing

Application
Form

Application Time Limit

Information Falsification

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8–16


FIGURE 8-5
Acceptable
Documents
for Verifying

Eligibility to
Work in the
United States

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8–17


EEO Considerations and Application Forms
• Applications should not contain illegal (nonjobrelated) questions concerning:
 Marital status
 Height/weight
 Number and ages of dependents
 Information on spouse
 Date of high school graduation
 Contact in case of emergency

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8–18


FIGURE 8-6
Sample
Application
Form

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8–19


Selection Testing: Ability Tests
Cognitive Ability
Tests

Physical Ability
Tests

Psychomotor
Tests

Ability Tests
Work Sample
Tests

Aptitude and
Achievement

Situational
Judgment Tests

Assessment
Centers

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8–20

Other Tests
• Personality Tests
 Minnesota Multiphasic Personality Inventory (MMPI)
 Myers-Briggs
 “Fakability” and personality tests

• Honest and Integrity Tests
 Socially desirable responses
 False positives
 Polygraph tests (“lie detector”)
 Pre-employment

testing is prohibited (in most
instances) by the Employee Polygraph Protection
© 2008 Act.
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8–21


FIGURE 8-7
Big Five
Personality
Characteristics

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8–22

Selection
Interviewing
Issues

Face
Validity

Interview
Reliability and
Validity

Intra-rater
Reliability

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Inter-rater
Reliability

8–23


Structured Interviews
Structured
Interviews

Biographical
Interview

Behavioral
Interview

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Competency
Interview

Situational
Interview

8–24


Structured Interviews (cont’d)

Benefits of Structured Interviews

Obtain consistent
information needed
for selection
decision

Are more reliable and
valid than other
interview formats

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Meet federal EEO

guidelines for the
selection process

8–25