Lecture 8 - Staffing Decisions Flashcards
Staffing decisions
Associated with recruiting, selecting, promoting, & separating employees
High performance work practices
Include use of formal job analyses, selection from within for key positions, & use of formal assessment devices for selection
Staffing practices have positive associations with firm performance
Staffing from International Perspective
Job descriptions used universally
Educational qualifications & application forms widely used for initial screening
Interviews & references are common post-screening techniques
Cognitive ability tests used less frequently; personality tests used more frequently
Extra slide : selection yield pyramyd
1) Hard criteria
2) Selection
3) Job offer
Note: select the best who fit JD, not per-se the number of positions !!
Selection Decisions
- False positive
Applicant accepted but performed poorly - False negative
Applicant rejected but would have performed well - True positive
Applicant accepted & performed well - True negative
Applicant rejected & would have performed poorly
Incremental validity
Value in terms of increased validity of adding a particular predictor to an existing selection system
Evaluation of Staffing Outcomes
Validity:
Validity: Accurateness of inferences made based on test or performance data
Validity designs
- Criterion-related
- Content-related
- Construct-related
Selection Ratio (SR)
Index ranging from 0 to 1 that reflects the ratio of available jobs to applicants
low is better!
SR =
SR = n/N
n = number of available jobs
N = number of applicants assessed
Cut score or cutoff score
Specified point in distribution of scores below which candidates are rejected
Raising cut score will result in fewer false positives but more false negatives
Strategy for determining cut score depends on situation
Establishing Cut Scores
Criterion-referenced cut score
Criterion-referenced cut score
Consider desired level of performance & find test score corresponding to that level
Norm-referenced cut score
Based on some index of test-takers’ scores rather than any notion of job performance
Utility Analysis
Assesses economic return on investment of HR interventions like staffing or training
Utility analysis can address the cost/benefit ratio of one staffing strategy versus another
Utility Analysis and Base Rate
Includes consideration of the Base Rate, which is the percentage of the current workforce performing successfully
If performance is already high, then new staffing system will likely add little to productivity
Utility analysis calculations can be very complex
Feelings of unfairness regarding Staffing Strategies can lead to:
Initiation of lawsuits
Filing of formal grievances with company representatives
Counterproductive behavior
Clinical decision making
Uses judgment to combine information & make decision about relative value of different candidates
Statistical decision making
Combines information according to a mathematical formula
Hurdle system of combining scores
Non-compensatory strategy: individual has no opportunity to compensate at later stage for low score in earlier stage
Establishes series of cut scores
Hurdle System of Combining Scores
Constructed from multiple hurdles so candidates who don’t exceed each of the minimum dimension scores are excluded from further consideration
Often set up sequentially
More expensive hurdles placed later
Used to narrow a large applicant pool
Compensatory approach
Multiple regression analysis
Results in equation for combining test scores into a composite based on correlations of each test score with performance score
Cross-validation
Regression equation developed on first sample is tested on second sample to determine if it still fits well
Deselection
2 typical situations
Termination for cause
Individual is fired for a particular reason
Generally not unexpected
Layoff
Job loss due to employer downsizing or reductions in force
Often occurs with little or no warning
