Recruitment and Selection- Final Flashcards
Job Analysis
Systematic study of a job, ensures accurate representation of skills, effort, responsibility, and working conditions
Job evaluation
Using job analysis data to establish the worth/value of a job. Used to establish compensation rates.
Job
A collection of positions that are similar in their significant duties
Position
A collection of duties assigned to individuals in an organization at a given time
Job family
A set of different but related jobs that rely on the same set of KSAOs
Subject matter experts (SME)
People who are most knowledgeable about a job and how its currently performed; generally job incumbents and their supervisors
Work oriented job analysis
Job analysis focused on work results and a listing of the various tasks performed to achieve these results
Worker oriented job analysis
Job analysis focused on the overall elements of the job and listing visual, interpersonal, sensory, intellectual, and physical requirements
Job analysis techniques
Interviews
direct observation
Structured job analysis questionnaires and inventories
position analysis question
task inventories
functional job analysis
Interviews
Most common technique. Time consuming and expensive
Direct Observations
Job shadowing. Incumbent may alter behaviour
Structured Job analysis questionnaires
Incumbent or supervisor responds to pre-set questions. Has to be easy to read and understand
Position analysis question
Focuses on overall job behaviours. Worker oriented, too difficult to read and understand
Task inventories
Work-oriented surveys that break down jobs into their component task
Functional job analysis
Difference between what is done and what is accomplished. Clearly details what an employee does and the outcome their actions
Job analysis techniques
Worker traits inventories, threshold traits analysis system, fleishman job analysis survey (F-JAS), job element method
Competencies
Groups of related behaviours that are needed for successful job performance in an organization. Used to identify the KSAOs that distinguish superior performers
Core competencies
Characteristics that every member of an organization regardless of position, function, level of responsibility or job is expected to possess
Functional competencies
Shared characteristics by different positions within an organization
Competency dictionary
Lists all the competencies that are required by an organization to achieve its mandate
Competency profile
A set of proficiency ratings related to a function, job, or employee
Job performance
Actions or behaviours related to the job that can be observed
Job performance domains
job tasks behaviours (direct contributions)
contextual behaviours (contribute to the organizational culture)
counterproductive behaviours (work against the organization’s expectations)
Performance dimensions
Sets of related behaviours that are derived from an organization’s goals and linked to successful job performance
A multidimensional model of job performance
John Campbell attempted to specify a theory of work performance. Job behaviours fall into 8 performance dimensions
8 Performance dimensions
-job specific task proficiency
-non-job specific task theory
-written and oral communication task proficiency
-demonstrating effort
-maintaining personal discipline
-facilitating peer and team performance
-supervision/leadership
-management/administration
Job Task behaviours
-job-specific behaviours
-non-job specific behaviours
-leadership/supervision
-management/admin
Contextual behaviours
-communication proficiency
-demonstrating effort
-facilitating peer and team performance
Counterproductive behaviours
maintaining personal discipline
Contextual performance
The activities or behaviours that are not part of a worker’s formal job description but remain important for organizational effectiveness
Categories of contextual performance
-persisting with enthusiasm and extra effort
-volunteering to carry out activities not part of the job
-helping + cooperating
-following rules and procedures
-endorsing, supporting, and defending organizational objectives
Individual factors that can influence job performance
Declarative knowledge (understanding facts and rules), procedural knowledge and skills (cognitive, physical, interpersonal, and self-discipline), motivation
effective performance measures
relevant, reliable, practical
Criterion relevance
Does it capture behaviours that constitute job performance?
Criterion deficiency
Are job performance behaviours not being measured by the criterion?
Criterion contamination
Is the criterion measuring behaviours that are not part of the job performance?
Ultimate measures
one single measure of job performance
Global vs. multiple measures
Global: good for overall assessment
Multiple: more accurately reflects complexity of work
Composite vs. multiple measures
importance of one criteria heavily outweighs others
consistency job performance
Training vs job proficiency criteria
typical vs max job performance
dynamic vs stable criteria
Types of performance measures
Objective and subjective
Types of rating errors
-leniency
-severity
-central tendency
-halo
Reducing rating errors
-relative rating systems
-rank order
-paired comparisons
-forced distribution
-relative percentile method
-absolute rating systems
Improving ratings through:
rater training, rater accountability
Who does the rating
supervisors, peers, subordinate, self, clients, 360 or multi-source feedback
Nontraditional methods for measuring performance
Job knowledge/skill testing & hands-on testing and simulation
People apply for jobs based on:
Their interest in the job, their beliefs in the KSAOs
Recruitment
an outcome of HR planning which takes into consideration internal + external factors and job + organizational analysis
The formation of job expectations
organizational context
an individual’s interests and values
individual’s job search
corporate image
Recruitment strategy
seen as a part of a staffing system where internal decisions influence how staffing occurs
External recruitment factors
The labour market, the legal environment
Internal recruitment factors
business plan
job level and type
recruiting strategy and organizational goals
describing the job
Internal recruitment sources
internal postings
replacement charts
HR resource information systems
nominations
External recruitment sources
Job advertisements (AIDA formula)
walk-ins
employment agencies
educational institutions
internet
Job description
A written description of what job occupants are required to do, how do to it, and rationale for required procedures
Job specification
The knowledge, skills, abilities and other attributes or competencies needed by a job incumbent to perform well
National Occupational Classification systems (NOC)
Systematically describes occupations in the Canadian labour market based on extensive occupational research and is available at the employment and social development Canada website
Practicality
The degree to which a criterion measure is available, plausible, and acceptable to organizational decision making
Effective recruitment and selection practices are:
minimum KSAOs established by job analysis
valid measures
reliable measures
complying with legislation
Reliability
The degree to which observed scores are free from random measurement errors.
Factors that introduce error into any set of measurements
temporary individual characteristics
lack of standardization
chance
Measures for estimating reliability
Test and retest
alternate forms
internal consistency
inter-rater reliability
Validity
The degree to which accumulated evidence and theory support specific interpretations of test scores in the context of the test’s proposed use.
Validation Strategies
Construct and content validity provide evidence based on test content
Criterion validity provides evidence based on relationships to other variables
Factors affecting validity coefficients
Range restriction (homogeneity of group)
measurement error
sampling error (smaller samples)
Bias
systematic errors in measurement or inferences made from measurements. Related to identifiable group membership characteristics (age, race, sex)
Four legal sources that affect Canadian R&S
Constitutional law
human rights law
employment equity legislation
labour law
4 designated employment equity groups
women
visible minorities
aboriginal people
people with disabilities
Adverse effect discrimination
employer unintentionally has a process or policy that negatively impacts members of a protected group
Adverse impact
occurs when the selection rate for a protected group is lower than that for the relevant comparison group
Bonafide Occupational requirement (BFOR)
discriminatory employment practice that is defendable based upon reasonable requirements. Must demonstrate that is it is impossible to accommodate the individual.
Reasonable accommodation
employer must change discriminatory practices to meet needs of protected groups
Undue hardship
When discrimination has occurred, the employer is under a duty to accommodate the individual. Consideration is given to:
financial cost
collective agreement
impact on other employees
flexibility of work force
risk
Screening
First stage of the selection pool used to narrow down the selection pool. Identifies candidates with minimum qualifications.
Selection ratio
proportion of applicants for one or more positions who are hired
False positives
Strong pre-selection scores but poor performers
False negatives
Weak pre-selection scores but strong performers
Weighted application blanks
method for quantitatively combining information from application blank items by assigning weights reflecting each item’s value in job success
Biographical information blank
pre-selection questionnaire that asks applicants to provide job-related information on their personal background and life experiences
Interviews
Most popular selection device in North America. Criticism of poor validity and reliability. Can be improved by developing questions based on job analysis
Psychological testing
a standardized procedure used to obtain an assessment of a person’s psychological construct and to describe that construct with the aid of some measurement scale
Abilities
The enduring, general traits or characteristics on which people differ
Skill
an individual’s degree of proficiency or competency on a given task
Aptitude
A specific, narrow ability or skill that may be used to predict job performance
Cognitive abilities
related to intelligence or intellectual abilities, strong predictor of job performance and training success
Physical fitness & medical examination
Should be administered only after the applicant has been given an offer of employment conditional on the applicant passing the test
Big Five personality test
tests on openness to experience, conscientiousness, extraversion, agreeableness, and emotional stability.
Assessment centres
ability and aptitudes test, personality test, situational exercises and interviews
Structured interviews
used to increase predictive validity and reliability
Situational interviews
highly structured interviews in which hypothetical situations are described and applicants are asked what they would do. Use of a scoring guide to evaluate each answer
Comprehensive structured interviews
Highly structured interview consisting of a combination of situational interview, job knowledge, job simulation and worker characteristic questions
Behavioural description interview
A structured interview in which the applicant is asked to describe what he or she did in given situations in the past
Implicit errors
Personal beliefs that are held about how people or things function without objective evidence and often without conscious awareness
Techniques for collecting information
statistical & judgemental
Techniques for combining information
Statistical combination & judgemental combination
Pure judgement approach
judgemental data are combined in a judgement manner
Trait rating approach
judgemental data are combined statistically
Profile interpretation
Statistical data is combined in a judgemental manner
Judgemental composite
judgemental data and statistical data are combined in a judgemental manner
Pure statistical approach
statistical data are combined statistically
Statistical composite
Judgemental data and statistical data are combined statistically
Incremental validity
The value in terms of increased validity of adding a particular predictor to an existing selection system
Cut-off score
A threshold; those scoring at or above the cut-off score pass, those scoring below fail
Utility analysis
A decision-making procedure used to evaluate selection systems
