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Human Resource Management > Chapter 7 > Flashcards

Chapter 7 Flashcards

1
Q

selection

A

Systematic process of deciding which applicants to

  • Hire as new employees
  • Consider for promotion (vertical moves)
  • Move to other jobs (lateral moves)
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2
Q

What is the aim of the selection process?

A

The aim of the selection process is to obtain the most accurate PREDICTION of the performance of candidates.

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3
Q

Prediction

A

Making a determination about how likely it is that candidates selected will be successful in the job based on their current ability to do the job or the potential they have to be able to learn to do the job and do it well.

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4
Q

What are the selection outcomes to avoid?

A

False Positive

False Negative

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5
Q

Person-Job Fit

A

the extent to which the candidate’s characteristics match the requirements of a job. The extent to which the candidate will be motivated by the job rewards.

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6
Q

Person-Group Fit

A

the match between a candidate and their work group and supervisors.

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7
Q

Person-Vocation Fit

A

the fit between a candidate’s interests, abilities, values and personality and the occupation and its career projection.

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8
Q

Person-Organization Fit

A

the fit between a candidate’s values, beliefs and personality and the values norms and culture of the organization.

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9
Q

The fit between a person’s abilities and the job’s demands and the fit between a person’s desires and motivations and the job’s attributes and rewards is called __________ fit.

A

Person-Job

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10
Q

Reliability

A

Extent to which selection measure yields consistent results over time or across raters; i.e. free from random error.

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11
Q

Test-retest reliability

A

reflects the repeatability of scores over time and the stability of the underlying construct being measured.

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12
Q

Inter-rater reliability

A

indicates how consistent scores are likely to be if the responses are scored by two or more raters using the same item, scale, or instrument.

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13
Q

Validity

A

Extent to which selection measure measures what it is supposed to measure and how well it does so

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14
Q

Content validity: Criterion-related validity

A
  • the extent to which the selection test focuses on job relevant information that mirrors aspects of the job.
  • Usually this is attained through Subject Matter Experts
    as empirical validity
  • establishing a statistical relationship between the selection test and some measure of job performance.
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15
Q

Construct Validity

A

how well a selection tool, such as a test, measures the job-related characteristic that it claims to measure.

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16
Q

Validity Coefficients

A

Above .35 - Very beneficial
.21 -.35 - Likely to be used
.11 - .20 - Depends on circumstances
Below .11 - unlikely to be useful

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17
Q

A high correlation between the scores on two test administrations of the same test suggests that the test is

A

reliable

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18
Q

Personal characteristics

A

Interviewer preferences, stereotypes and poorly designed selection methods might discriminate (directly or indirectly) based on the candidates’ personal characteristics.

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19
Q

Contrast effect

A

An evaluation of one or more job applicants is artificially inflated or deflated compared to another job applicant.

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20
Q

Halo/Horns effect

A

A positive or negative characteristic of a job candidates affects the evaluation of the candidate’s other attributes.
Halo effect - positive trait
Horns effect - negative trait

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21
Q

Impression management

A

occurs when job applicants engage in actions to present themselves in a positive light to the interviewer with the idea of biasing the outcome of the interview in their favor.

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22
Q

Generalizability

A

The degree to which the validity of a selection method established in one context extends to another contexts.
The more generalizable the predictor, the higher utility it has.

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23
Q

Utility

A

The degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in real organizations.

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24
Q

Civil Rights Act of 1964 & 1991

A
  • Protects individuals from discrimination based on race, color, religion and national origin with respect to hiring, compensation and working conditions.
  • Always establish the business necessity of a predictor, if it results in indirect discrimination.
  • Do not treat minority groups preferentially throughout assessments.
  • If there is no business necessity and the process is causing Desperate Impact, then change the predictor
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25
Q

Age Discrimination in Employment Act of 1967

A
  • Prohibits discrimination against individuals age 40 or older- including recruitment, promotions, layoffs and pay raises.
  • The importance of this act escalated due to the aging population trend and older workers have high skill levels, strong work ethics, commitment and loyalty, and motivation for challenging work.
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26
Q

American with Disabilities Act of 1991

A
  • protects individuals with physical and mental disabilities.
  • Provide reasonable accommodation throughout the selection process.
  • Consider providing reasonable accommodation to enable people with disabilities to perform the essential job tasks, as long as it doesn’t cause undue hardship.
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27
Q

Initial Screening

A
  • Preliminary review of information provided by job applicants and collection of additional information to decide which applicants to give more serious consideration
  • Aim is to reduce the pool to a manageable number of qualified candidates.
28
Q

Behavioral assessments

A

Utilizing information from current employees to create personality profile for evaluating which applicants are likely to be a good fit with the organizational culture.

29
Q

Screening interviews / Telephone screens

A
  • A short phone interview conducted by the HR specialist or hiring manager to weigh an applicant’ fit and actual interest in the position.
  • Is the applicant still interested in the position?
  • Verify the information provided
  • Provide a clue about the person communication skills and interest
30
Q

BioData

A

Standardized questionnaire that asks applicants to provide personal and biographical information to be compared with the same information for successful employees.

31
Q

Cognitive Ability tests (Aptitude tests)

A
  • tests that measure general intelligence of level of specific aptitudes, such as numeric fluency, general reasoning, verbal comprehension, mechanical reasoning, logical evaluation, and memory span.
  • Relatively low in cost
  • Best predictor across all types of jobs, especially when the job is complex
  • Educational level could substitute this test
  • Potential Desperate impact due to terminologies and concepts
32
Q

Physical Ability (Psychomotor)

A

Tests that focus on physical attributes of job candidates such as candidate’s endurance, strengths, general fitness and coordination.

33
Q

Sensory tests

A
  • tests assessing visual, auditory and speech perception.

- Speaking clearly, discriminating sounds, and seeing in low light are examples of sensory abilities.

34
Q

Achievement/Competency tests

A
  • measures of an applicant’s knowledge or skill in relation to the job requirements.
35
Q

Work Sample

A

a test in which the person actually performs some or all aspects of the job.

36
Q

Work Simulations

A
  • is an assessment that presents applicants with realistic, job-related situations and documents their behaviors or responses to help determine their qualifications for the job.
37
Q

Knowledge tests

A

Measure the extent to which an applicant has mastered the subject matter required to do the job

38
Q

Personality Inventories

A

personality tests that weigh candidates on various personality dimensions.

39
Q

The Big Five

A
  • Extroversion - person’s outgoing, sociable behavior
  • Emotional stability - ability to be calm, serene, relaxed and secure
  • Agreeableness - Tendency to be courteous, forgiving, tolerant, trusting and softhearted
  • Conscientiousness - tendency to be depenable, organized, throuough and responsible
  • Openness to experience - extend to which an individual is broadminded, creative, curious and intelligent
40
Q

Integrity (Honesty) tests

A

assess candidates’ attitudes and experiences related to their reliability, trustworthiness, honesty, and moral character

41
Q

Overt honesty test

A

a test that is designed specifically to predict honesty and integrity.

42
Q

Assessment centers

A
  • put candidates through a variety of evaluation techniques to evaluate their potential fit with and ability to do the job
  • In-basket exercises
  • Group discussions
  • Simulations/ Role-plays
  • Decision-making problems
  • Oral presentation
  • Written communication
43
Q

Unstructured interviews

A
  • questions are asked without a defined format and the same type of information is not collected from all interviewees.
  • Lack standards for evaluating candidates’ answers
  • Difficulty in comparing candidates
44
Q

Structured interviews

A
  • use a set of predetermined questions related to the job and usually includes a scoring system to track and compare applicant responses
45
Q

Situational interviews

A
  • asking about how a candidate will behave in a hypothetical situation and gauges the candidate’s responses to how the individual would be expected to respond in a similar situation on the job.
  • “How would you…..”
46
Q

Behavioral interviews:

A
  • based on the premise that past behaviors are good predictors of future behaviors and involves asking the candidates to respond to questions about how they have handled specific job-related types of situations in the past.
  • “Tell me about a time….”
47
Q

Case Interviews

A
  • candidate is presented with a business situation, challenge or problem and asked to a well thought out solution
48
Q

Combining Scores

A
  • multiple predictors improves the prediction of job success. A candidate’s scores on the different assessments must be meaningfully combined to derive an overall score that can be compared across candidates or to a minimum hiring standard.
49
Q

Compensatory Approach

A
  • A process for deriving a final score for each candidate in the selection process by weighting outcomes of multiple selection measure differentially so that some items are weighted more heavily than others and a high score on one part can offset a low score on another.
50
Q

Multiple-Hurdle Approach

A

-An approach in which applicants have to successfully pass each step (hurdle) to continue in the selection process.

51
Q

Cut Score

A
  • a minimum assessment score that must be met or exceeded to advance to the next assessment phase or to be eligible to receive a job offer
  • Rank order candidate from highest to lowest scores.
52
Q

What to Offer

A
  • Job type: full or part time, exempt or non-exempt, position level…etc.
  • Organizational factors: policies, internal equity, urgency to fill the position, union contracts, business strategy.
  • Finalist factors: compensation requirements, qualifications and experience, needs, other job offers
  • External factors: labor market, cost of living, risk of being recruited by others, rewards market benchmarking
  • Legal Factors: EEO and AA
53
Q

Negligent hiring

A
  • An employer does not conduct a background check on an employee and that person commits a crime at work similar to the crime committed in the past.
54
Q

Selection in Practice - Strategy

A

Core competencies

  • Core competencies are broadly defined to apply for all jobs within a firm.
  • Based on the organizational strategy of each firm the core competencies might differ.
  • Low-cost strategies might focus on efficiency, dependability and cooperation.
  • Innovation strategies might focus on flexibility and creativity.

Person-job fit
- Strategy affects the job designs and accordingly within the same occupation different KSAOs might be required at various organizations.

Selection methods used

  • Low-cost strategies focus on efficient and standardized selection methods, such as simple job applications and short interviews
  • Differentiation strategies might use more effective methods that assess in-depth candidates such as behavioral and situational interviews, personality tests…etc.
55
Q

Selection in Practice - Company Characteristics

A

Degree of structure

  • Larger organizations tend to have more resources which enable them to utilize extensive selection methods and complex, structured and validated selection process.
  • Large organizations might even construct their own selection tools.

Substance and form of selection process

  • The industry might have a direct influence on the selection methods utilized.
  • For example, a defense contractor must conduct extensive background check.
  • Another example, regardless of the size, consulting firms tend to utilize case interviews.
  • Also, some professions requires licenses and/or certifications such as accountants, law and medicine.
56
Q

Selection in Practice - Culture

A

Person-organization fit

  • As a reminder, person-organization fit looks at how well the candidate fits with the broader organizational culture.
  • Organizations try to match their new recruits with their values. This match has a direct correlation with the success and productivity of the new recruit.
  • Also, candidates will self-select themselves based on their fit with the organizational culture.

Promotion-from-within policy

  • Current employees are familiar with the culture and structure of the firm.
  • Remember that new blood is sometimes needed to keep the culture flexible.

Who is involved in selection process

  • If the culture is team-oriented, then it is best to include the team-members in the selection process.
  • If the culture is bureaucratic, then usually hiring managers are the sole decision maker.
57
Q

Selection in Practice - Employee Concerns

A

Fair and equal treatment

  • Remember that the psychological contract starts to form throughout the recruitment and selection process as the candidate grasp the signals.
  • Always ensure that your recruiters are bias-free and that they abide by the process and well trained to ensure procedural fairness.

Impact of the job on work/life balance

  • Remember to provide a realistic job preview, emphasizing the real expectations, working conditions, stressors of the job and time required.
  • Failing to do so might result in dissatisfaction, imbalance between work and life commitments, and higher turnover.
58
Q

Selection in Practice - Labor Market

A

Who is available to hire and how selective a company can be

  • Age should not be an implicit or explicit factor in selection.
  • Immigrants might be needed to fill up gaps in some occupations.
  • Accordingly, the selection process and selection criteria might need to be adjusted.
  • For example, you might need to translate the selection methods, be more willing to train new recruits than selecting them based on some skills…etc.

How willing employees are to accept jobs

  • If the labor market is loose, then more qualified candidates might apply and the recruiter has the luxury of being very selective.
  • More so, candidates are more willing to accept job offers.
  • If the labor market is tight, then you have less flexibility to be selective.
  • The organization might decrease the selection criteria standards, eliminate selection steps, be more willing to train, and follow a marketing approach when selecting candidates.
59
Q

Selection in Practice - Globalization

A

Breadth of labor market

  • Organizations might consider hiring international employees to staff their domestic operations.
  • A major requirement will be the ability of the organization to issue a working visa for the new recruit.
  • Selecting internal candidates to sent to other counties to work
  • Hiringhost-country nationals to work in their companies’ operations in host countries
  • Hiring international employees to work for the company abroad.
60
Q

Parent-Country National

A
  • An employee who is a citizen of the country in which the company is headquartered but working for the company in another country.
61
Q

Host-Country National

A
  • An employee who is a citizen in which the international company’s branch or plant is located (other than the headquarter).
62
Q

Third-Country National

A
  • Foreign national who work in countries other than their home country or their company home country.
63
Q

Selection in Practice - Ethics

A

Concerns about privacy

  • EEO data, Disability conditions, honesty tests, background checks, credit reports, drug tests and medical exams are highly invasive.
  • Information taken from social networking sites also provide highly invasive information.
  • Only collect such data when it is valid to the job and limit its usability and access.

Amount and type of information to provide

  • What information should or shouldn’t a recruiter provide to the candidate?
  • As part of providing a RJP, avoid omitting information (especially when it comes to safety and health issues and working conditions), that might make the job more attractive.
  • The selection process should provide a guideline on what should be shared and what shouldn’t.
64
Q

Selection in Process - Technology

A

Process of selection

  • Computerization allows organization to limit human involvement and maximize automation throughout the selection process.
  • This is highly useful when filtering a large applicant pool and/or when conducting massive recruitments.
  • The software might miss qualified candidates, and electronic tests should be validated.
  • Use social media with caution.

Verification of credentials

  • References, education and previous experience could be verified electronically.
  • This limits the time, effort and cost needed to confirm applicant’s information and limit their ability to falsify credentials.
  • You need to ensure that the electronic information is submitted by reliable sources.
65
Q

What are the procedures for using selection measures?

A

Uniform Guidelines on Employee Selection Procedures (EEOC)

Principles for the Validation and Use of Personnel Selection Measures (SIOP)

Human Resource Management (7 decks)

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