Week 2 Exam 2 Flashcards
Personnel Selection System
tools and procedures used to choose a person who is qualified for a certain role, and who can bring valuable contributions to an organization
Personnel Selection Process:
- HR professional reviews applicants for basic requirements
- Those who meet basic requirements are administered tests to rate their abilities
- Those with the best abilities are invited for interviews
- Top candidates are given background checks
- Future employees selected!
What makes a selection system effective?
High reliability
High validity
Generalizable in the context
High utility
Follows legal standards
Reliability
the degree to which a selection measure gives consistent scores across time
Validity
the degree to which a measure (test) is related to what the measure is designed to assess (job performance)
Types of Validity
Criterion-Related validity
Content validity
Construct validity
Criterion-Related Validity (and types)
a measurement that predicts actual performance
Predictive Validation (applicants are tested)
Concurrent Validation (current jobholders are tested)
Content Validity
consistency between the test items and the kinds of situations that occur on the job
Construct Validity
a method for evaluating how well a test or other measure accurately represents a theoretical concept that can’t be directly observed or measured
Generalizability
the measure is general in the context in which the organization wants to use it
Utility
whether the selection method provides economic value greater than the cost of using it
Interview Contents
Application forms
Resumes
Reference checks
Background checks
Pros/Cons of Interview Paperwork
Application forms: low-cost way to gather basic data from applicants
Able to screen people out if they don’t possess certain KSAO’s
Resumes: applicants control the information (could be biased)
Nondirective Interview
the interviewer has discretion in choosing questions to ask each candidate
Pros: open-ended (strengths, weaknesses, career goals, experience, etc.)
Cons: reliability, validity, and legal issues
Panel Interview
several members meet to interview each candidate
Pros: multiple perspectives on each candidate
Cons: intimidating, difficult to organize, and costly
Structured Interview
a predetermined set of questions to be asked
Pros: Higher reliability and validity in predicting job performance
Types: Situational Interview, Behavior Description Interview
How can you improve the reliability and validity of interviews?
Standardized process
Multiple interviewers
Interviewing Pros/Cons
Pros: recruiters get to see a candidate’s interpersonal skills first-hand; provide a means to check the accuracy of information on a candidate’s application
Cons: can be unreliable, biased, low on validity, costly, time-consuming, and can put a company in legal trouble
Multiple-Hurdle Model
gradually narrowing the pool of candidates for a job , each stage is a hurdle and you must overcome one stage to move onto the next
Compensatory Model
a very high score on one form of measurement can make up for a low score on another form of measurement
Training
organizations planned efforts to help employees acquire skills, knowledge, behaviors, and abilities with the purpose of applying these on the job
Orientation & its purpose
Training designed to prepare new employees
Purpose: help familiarize new employees with company values, policies, and procedures
Onboarding
an ongoing process that prepares new employees for full participation
Development
the combination of formal education, job experience, and assessment of individuals to help employees prepare for the future
FUTURE ORIENTED
Instructional Design
the process of developing training to meet specific needs
- Assess Needs
- Ensure Readiness
- Plan the Program
- Implement
- Evaluate Training
Assess Needs
-Process of evaluation of the organization/individual employees, and employees’ tasks to determine what kinds of training are needed
-Conduct an organization analysis, person analysis, and task analysis
Organization Analysis
process for determining appropriateness of training by evaluating characteristics of the organization
Person Analysis (and what it asks)
process for determining individuals’ needs and readiness for training
Asks: Who needs training? Do performance deficiencies result from a lack of knowledge, skill, or ability? Are these employees ready for training?
Task Analysis
the process of identifying the tasks, knowledge, skills, and behaviors that training should emphasize
Ensure Readiness
Whether individuals have the ability to learn the subject matter, favorable attitudes toward training, and motivation to learn
Plan the Program (and what it asks)
Begins with establishing objectives for the program and selecting a training method
Asks who will provide the training? What topics will the training cover? What training methods should be used? How should the training be evaluated?
Training Methods
Classroom instruction, computer-based, on-the-job, and simulations
Business games, case studies, behavior modeling, and experimental programs
Team training and action learning
Evaluating Training
Reaction Outcomes: evaluate trainee and supervisor satisfaction
Learning Outcomes: evaluate whether the trainees remember what is taught
Behavior Outcomes: was there a transfer of training?
Performance Outcomes: did individual, group, or company performance improve after training?
