Chapter 7 Flashcards
Describe the strategic importance of selecting employees to fit the job and the organization
Effective selection practices result in a capable workforce of people assigned to jobs (and even career paths) that match their competencies, personalities, and preferences.
selection
the process of obtaining and using information about job applicants to determine who should be hired for long- or short-term positions
economic utility
refers to the net monetary value associated with a selection procedure
Explain how selection practices fit within an integrated HRM system
Other HR activities that should be aligned with selection practices include legal compliance, job analysis, recruitment, and training. Labor market conditions and changes in the legal environment are two external forces that influence selection practices. Company cultures influence selection practices as well.
What is the role of the HR Triad in selecting employees
Applicants appreciate a process that is fast, fair and seems to be appropriate for the job. Line managers, HR Professionals, and other employees typically participate in making selection decisions
What are the choices to be made when designing the selection process?
- What are the criteria of interest? - What predictors and assessment techniques will be used? - What sequence will be used to measure the predictors? - How will the information that is collected be combined to make the selection decision?
criteria
the outcomes that selection decisions are intended to predict
predictors
various pieces of information used to make selection decisions
validity
the usefulness of the information for predicting job applicants’ job-related and organizational outcomes
content validation
using job analysis and/or competency modeling to build a rational argument for why a predictor should be useful
criterion-related validation
uses statistical data to establish a relationship between predictor scores and outcome criteria
Validity generalization
assumes that the results of criterion-related validity studies conducted in other companies can be generalized to the situation in your company
reliability of a predictor
the degree in which the predictor yields dependable, consistent results
multiple-hurdles approach
an applicant must exceed fixed levels of proficiency on all of the predictors to be accepted
compensatory approach
a high score on one predictor can compensate for a low score on another
combined approach
the employer first screens out everyone who does not meet one or more hurdles and then uses a compensatory approach to comparing those applicants who have passed the required hurdles
Explain the techniques used for assessing job applicants
Building on the results of job analysis and competency modeling, employers can develop valid selection practices that enable them to make job offers to this applicants who are most likely to perform well in the jobs, be good corporate citizens, and not leave the organization prematurely. Application forms, written and physical tests, work simulations, assessment centers, interviews and medical tests are among the selection techniques that organizations use.
application blank
usually a short form that asks applicants to provide basic information about educational achievements and work experience
biodata test
asks autobiographical questions related to subjects such as extracurricular activities, family experiences as a child, and both recent and current work activities
ability test
measures the potential of an individual to perform, given the opportunity
knowledge test
assesses what a person knows at the time when the test is taken
personality test
assesses the unique blend of characteristics that define an individual and determine his or her pattern of interactions with the environment
work simulation (work samples)
have applicants perform activities similar to those required on the job under structured “testing” conditions
assessment centers
evaluate how well applicants or current employees might perform in a managerial or higher-level position
