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Human Resource Management Mid-Term & Final > Chapter 6: Selection > Flashcards

Chapter 6: Selection Flashcards

1
Q

What is Selection?

A

The process of choosing individuals with relevant qualifications to fill existing or projected job openings. —> To maximize “hits” and avoid “misses.”

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2
Q

Hits

A

Accurate predictions

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3
Q

Misses

A

Inaccurate predictions

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4
Q

2 types of misses

A
  • False positives
  • False negative
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5
Q

Who typically make the final decisions about hiring people in their unit?

A

Line managers

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6
Q

Steps in the selection process

A
  • Completion of application
  • Initial interview
  • Employment testing
  • Preliminary selection in HR department
  • Supervisor/team interview
  • Background investigation
  • Hiring decision
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7
Q

Quality of selection tests

A
  1. Relaibility
  2. Validity
  3. Interrater Reliability
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8
Q

Reliability

A

The degree to which interviews, tests, and other selection procedures yield comparable data over time

  • Scale of 0.0 - 1.0
  • CONSISTENCY of measure
  • Considered bad when < 0.7
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9
Q

Validity

A

The degree to which a test or selection procedure measures a person’s attributes and predicts future behavior and how well it measures it. The selection process should be able to predict how well a person performs on the job.

  • Accuracy of measure
  • Considered bad if < 0.3, good if 0.3 - 0.5, excellent if > 0.5
  • Criterion-related, content, construct
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10
Q

Testing RELIABILITY of the test

A

3 tests of reliability
1. Test-retest
- Stability over time
2. Internal-consistency
- Degree test measures single construct
- Split half
- Cronbach’s alpha
3. Inter-Rater
- Correspondence between multiple raters

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11
Q

Testing VALIDITY of the test

A
  1. Rational Approaches
    - Content
    - Face
    - Construct
    Convergent
    Divergent
  2. Empirical Approach
    Criterion-related validity
    - Predictive
    - Concurrent
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12
Q

Content validity

A
  • Evaluated by SMEs
  • Extent predictor assesses job-relevant behavior
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13
Q

Face Validity

A
  • Do applicants see link between test and job requirements?
  • Assessed buy job applicants
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14
Q

Construct Validity

A
  • Convergent and divergent validity is collected
  • Evaluated by experts
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15
Q

Empirical Approach: Criterion-Related Validity

A

Determines a relationship between selection test scores and job performance

  • Predictive
  • Concurrent
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16
Q

Predictive

A

Predictive
- Test job applicants before they are hired.
- Later on the job, measure the performance of those hired and compare it to their initial test score.

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17
Q

Concurrent

A
  • Test existing employees while simultaneously measuring their job performance
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18
Q

Validity Coefficients

A

The correlation (r) between a predictor and a criterion.

  • r > 0.5, great prediction
  • r between 0.3 and 0.5, good prediction
  • r < 0.3, not great prediction
  • r2 indicates variance accounted for by test.
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19
Q

Incremental Validity

A

Degree to which validity of total selection method increases with each new test

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20
Q

Ways of using multiple predictors

A
  • Independent predictors of performance (criterion)
  • Correlated predictors of criterion (performance)
21
Q

Value of the test

A

Utility
- Degree to which information from selection method enchances bottom line effectiveness
- Does the test increase the accuracy of the selection process

22
Q

Interviews

A

Structured:
- Standardized questions, probes, conditions, & response codes
Unstructured:
- Unstandardized open-ended questions, no planned response codes

23
Q

Situational Interviews

A
  • Hypothetical problems posed during the interview
  • Key assumption:
    Intentions predict actual behavior
  • Key to successful interview:
    questions should be in the form of dilemmas
24
Q

Behavioural Inteviews

A
  • Question ask about applicant’s experience
  • Key assumption:
    best predictor of future behaviour is past behaviour
  • Key to successful interview:
    Do not accept general answers that describe typical behaviour
25
Q

Legality of the selection method

A
  • Hiring based on up-to-date job analysis
  • Use valid predictors for performance
  • Recruit for qualified and diverse candidates
  • Apply human rights equity and legislation
26
Q

Making hiring decision

A
  • Clinical strategy
  • Statistical strategy
  • Multiple hurdle approach
  • Banding
27
Q

Clinical strategy

A

Subjective evaluation of all information and making an overall judgment

28
Q

Statistical strategy

A

Use a formula which includes all valid predictors and hiring candidates with the highest score

29
Q

Multiple hurdle approach

A

Multiple predictors are used, and candidates only move on to the next phase if they pass the previous one. Hire those candidates with the highest score on the last hurdle.

30
Q

Banding

A

Multiple predictors are used, but applicants who fall within a range of scores are considered equal.

31
Q

Why do interviews stay here to be implemented?

A
  1. It is practical
  2. Serves other purposes
  3. Greath faith and judgment
32
Q

Types of structured interviews

A
  • Situational interviews
  • Behavioural description interviews
33
Q

Methods for administering interviews

A
  • Panel and sequential interviews
  • Video interviews
  • Computer-Administered interviews
34
Q

Panel interview

A

An interview in which a board of interviewers questions an observes a single candidate. Interviewers pool their observations and rating scores after the interview → reach a consensus about the suitability of the candidate. The advantages of this method are:
- Reduction in bias (there are multiple inputs)
- Discrimination is minimized
- Applications are more likely to accept decisions made by panels

35
Q

Sequential Interview

A

A format in which a candidate is interviewed by multiple people, one right after another. Different interviewers who have a vested interest in the candidate’s success.

36
Q

Video Interviews

A

Interviews conducted via videoconferencing or over the web

37
Q

Computer-Administered (Automated) Interviews

A

Interviews in which the questions are administered to applicants via computers; the interview can be conducted at a firm’s facilities using kiosks, online, or via phone.
Can’t ask candidates follow-up probing questions
Perceived less favorable by applicants
Used mainly as a complement rather than a substitute for live interviews.

38
Q

Interviewer best practices

A
  1. Understand the job
  2. Establish an interview plan
  3. Establish and maintain rapport and listen actively
  4. Provide information as freely and honestly as possible
  5. Use questions effectively
  6. Separate facts from inferences
  7. Recognize biases and stereotypes
  8. Avoid the “halo error”
  9. Control the course of the interview
  10. Standardize the questions asked
39
Q

Model’s of statistical approach

A
  • Compensatory
  • Multiple cutoff
  • Multiple hurdle
  • Selection ratio
40
Q

Compensatory Model

A

A selection decision model in which a high score in one area can compensate for a low score in another.

41
Q

Multiple Cutoff Model

A

A selection decision model that requires an applicant to achieve a minimum level of proficiency on all selection dimensions.

42
Q

Multiple Hurdle Model

A

A sequential strategy in which only the applicants passing the cutoff score at an initial evaluation stage go on to the next stage. The process continues through several stages (hurdles). Useful when testing procedures are expensive and when there is more time to make the hiring decision.

43
Q

Selection Ratio

A

The number of applicants to be selected compared with the total number. If the selection ratio is low, only the most promising applicants will be hired. When the ratio is high, very little selectivity will be possible because even applicants with mediocre abilities must be hired if the firm’s vacancies must be filled.

44
Q

Cross-Validation

A

Verifying the results obtained from a validation study by administering a test or test battery to a specific sample. Administering a test or battery of tests to a specific sample of people to verify the results obtained from a more extensive validation study.
- Organizations can assume that cognitive ability tests will predict performance in their workplace, but they must collect their own data to confirm that this relationship does in fact exist in their specific work environment

45
Q

Criterion-Related Validity

A

The extent to which a selection tool predicts, or significantly correlates with, important elements of work behaviour.

46
Q

Concurrent Validity

A

The extent to which test scores (or other predictor information) correlate with criterion data obtained at about the same time from current employees.

47
Q

Types of Tests

A
  • Job knowledge tests
  • Work Sample Tests
  • Cognitive ability tests
  • Polygraph tests
  • Personality and interest inventories
  • Honesty and Integrity Tests
  • Physical ability tests
  • Medical Examinations
  • Drug testing
  • Assessment centres
48
Q
A

Human Resource Management Mid-Term & Final (11 decks)

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