Week 3: Recruitment & Selection Flashcards
What is the difference between the predictive approach in comparison to the constructivist approach when it come to personnel selecton?
Predictive approach (person–job fit):
–organisation-driven process of choosing the right applicant for a job
–candidate accommodates to the job and the organisation
Constructivist approach (person–organisation fit):
–considers talent attraction and attrition candidate actively seeks information concerning the organisation’s values, goals, and norms
Competencies needed for a job
- KSAO’s
•Knowledge: information or technical facts needed to do the job. Can generally be taught.
•Skills: proficiencies needed to perform a task (usually demonstrated by doing rather than saying something) using tools, equipment or machinery
•Abilities: enduring and innate (e.g. cognitive ability, spatial ability) not necessarily using tools or equipment
•Other Characteristics (Attributes): personal or dispositional qualities (e.g. conscientiousness, keeping calm under pressure)
Effective job selection includes two main factors
job analysis (identification of KSAOs)
AND
knowledge of the organisational culture
Frequency of use of selection methods
why use structured interviews?
3 to 4 independent unstructured interviews is equal to one structured interview
In the structured interview:
- How are the questions defined?
- how are the questions rated?
•questions are defined by job analysis
–based on job-relevant KSAOs
•questions are asked in the same order to all candidates
•responses rated using a behaviourally anchored rating scale (BARS)
–overall score computed based on how the interviewer rates the candidates’ responses using the BARS
What is the validity of reference checks?
r = .26
can be structured or unstructured
−structured reference reports: referees answer specific questions relating to the actual position and/or the candidate’s previous job performance
Two types of Cognitive ability tests
–speed tests: to be completed as quickly as possible
–power tests: the intellectual ‘power’ of the candidate, rather than time, is assessed
Personality Test
assumes that personality characteristics are associated with future behaviour, including job performance
- grown in popularity since the 1990s
- often measure the ‘Big Five personality traits (extroversion, neuroticism, openness, conscientiousness, agreeableness)
- conscientiousness is most closely linked with high job performance
What is the predictive vadility of personality tests?
Moderate predictive validity of .31
Work sample tests
- designed to replicate core job tasks and extract elements of performance required to perform the job
- highest level of validity compared to other selection tests
- high face validity = greater fairness perceptions
Assessment Centers
- administers multiple selection methods
- involves multiple raters
- may involve cognitive ability tests, in-basket exercises and leaderless group meetings
- expensive and time-consuming
very low level of validity with .3!!
- criterion-related vadility
- predictive validity
- concurrent validity
- construct validity
- content validity
- face validity
- Internal reliability
- test-retest reliablity
- parallel reliability
- inter-rater reliability
1. criterion-related vadility: ability of a test to predict future criterion (outcome)
2. predictive validity: selection test scores achieved by successful candidates are compared with their subsequent job performance. high validity = selection scores and job performance are significantly associated.
3. concurrent validity: test scores and job performance data aree collected from current job incumbendts to provide info on how well a test predicts current job performance.
4. construct validity:to measure what i pertains to measure.
5. content validity: ability of a method to accurately represent the actual job domain.
6. face validity:candidate’s perception
- Internal reliability
- test-retest reliablity
- parallel reliability
- inter-rater reliability
Vadility in methods to predict job performance
In ratings, what are common threats to the vadility
- Halo effects/Horns effects
- Similar to me
- Leniency effects (give everybody good marks)
- Central tendency errors
What are the four possible outcomes of personnel selection?
–true positives: selected candidates are successful at the job
–false positives: selected candidates fail to perform
–true negatives: candidates not selected would not perform (correct decision to reject)
–false negatives: candidates not selected would have been successful at the job
