Lecture Human resource management: Gaining a competitive advantage (9/e) – Chapter 6: Selection and placement

Chapter 6 - Selection and placement. After reading this chapter, you should be able to: Establish the basic scientific properties of personnel selection methods, including reliability, validity, and generalizability; discuss how the particular characteristics of a job, organization, or applicant affect the utility of any test; describe the government''s role in personnel selection decisions, particularly in the areas of constitutional law, federal laws, executive orders, and judicial precedent.

Chapter 6

Selection and Placement

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5 Evaluation Selection Method Standards

1 Reliability

2 Validity

3 Generalizability

4 Utility

5 Legality

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 All selection methods must conform to existing laws and legal precedents.

 Three acts form the basis for a majority of suits filed by job applicants:

 Civil Rights Act of 1991 and 1964

 Age Discrimination in Employment Act of 1967

 Americans with Disabilities Act of 1991

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Types of Selection Methods

JOBS

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Selection interviews-a dialogue initiated by one

or more persons to gather information and

evaluate the applicant’s qualifications for

employment.

To increase an interview’s utility:

 Interviews should be structured, standardized, and

focused on goals oriented to skills and observable

behaviors.

 Interviewers should be able to quantitatively rate each

interview.

 Interviewers should have a structured note-taking

system that will aid recall to satisfying ratings 6­5

Experience-Based Situational Interview Items

Table 6.2

Experience Based

Motivating employees: “Think about an instance when you had

to motivate an employee to perform a task that he or she disliked but that you needed to have done How did you

handle that situation?”

Resolving conflict: “What was the biggest difference of

opinion you ever had with a co-worker? How did you resolve that situation?”

Overcoming resistance

to change: “What was the hardest change you ever had to bring about in a past job, and

what did you do to get the people around you to change their thoughts or behaviors?”

Future Oriented Situational Interview Items

Table 6.2

Future Oriented

Motivating employees: Suppose you were working with an

employee who you knew greatly disliked performing a particular task You needed

to get this task completed, however, and this person was the only one available to

do it What would you do to motivate that person?”

Resolving conflict: ““Imagine that you and a co-worker

disagree about the best way to handle an absenteeism problem with another

member of your team How would you resolve that situation?”

Overcoming resistance

to change: “Suppose you had an idea for change in work procedures that would enhance

quality, but some members of your work group were hesitant to make the change What would you do in that situation?”

Big 5 Dimensions

of Personality Inventories

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Emotional Intelligence

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Summary of Selection Methods

JOBS

 Job applicants and an organization’s viability are affected

by decisions regarding who is accepted and rejected for positions.

 Five standards should conform: reliability, validity,

generalizability, utility and legality.

 Managerial assessment centers use many different forms

of tests over a two or three day period to learn as much as possible about candidates for important executive

positions

 Validity associated with judicious use of multiple tests is

higher than for tests used in isolation.

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