chapter 4 recruitment and selection

7/28/2019 Chapter 4 Recruitment and Selection

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CHAPTER 4

Employee Selection


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A Model for Employee Selection

Criteria are measures of job success typically related toperformance; for example, a criteria for successfulbasketball performance would be the number of basketsmade.

Predictors are variables about applicants that are relatedto the criteria; predictors for successful basketballperformance could be experience and physical height.


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Employee Recruitment

Employee recruitmentis the process of attracting

potential workers to apply for jobs.

There are a variety of employee recruitment methods,

such as advertisements, college recruitment programs,employment agencies, and employee referrals.


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Employee Recruitment

An important element of the recruitment process isto present applicants with an accurate picture of

the job through the use ofrealistic job previews

(RJPs). These are accurate descriptions of a jobs

daily tasks, duties, and responsibilities.

RJPs help increase satisfaction and decrease

turnover of new employees.


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Employee Screening

Employee screening is the process of reviewinginformation about job applicants to select individuals

for jobs.

Data sources such as resumes, job applications, letters

of recommendation, employment tests, and hiring

interviews can be used in screening and selecting

candidates.


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Employee Screening

Basic background information can be translated intonumerical values to compare the qualifications of

applicants through the use ofweighted application

forms or biographical information blanks (BIBs).


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Employee Screening Employee screening also involves references and

letters of recommendation.

Such sources can provide information about:

Employment and educational history.

Evaluations of the applicants character.

Evaluations of the applicants job performance. The recommenders willingness to rehire the

applicant.

The use of these methods is on the decline becausethey tend to be overly positive and are often

uninformative.


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Employee Screening

The second step in screening is employee testing,

which typically uses standardized instruments tomeasure characteristics that are predictive of job

performance.

Any screening test or method must demonstrate

that it is a reliable and valid predictor of jobperformance.

A measurement instrument is reliable if it

repeatedly gives the same or similar results

when applied repeatedly to the same quantity. A measurement instrument that is valid is

accurately measuring what it purports to

measure.


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Employee Screening

Three methods for establishing reliability aretest-retest reliability, parallel forms, and internal

consistency.

Two forms of validity that are most important fordevelopment and use of screening tests are:

Content validity, or whether the test contentadequately measures the knowledge, skills andabilities required by the job.

Criterion-related validity, or the relationshipbetween screening test scores and somecriterion of job success.


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Employee Screening

Employee screening tests vary greatly in format and in

characteristics they measure.

Categories of such tests include:

Cognitive ability tests.

Mechanical ability tests.

Motor and sensory ability tests.

Job skills and knowledge tests.

Personality tests.

Miscellaneous instruments such aspolygraphs.

Standardized tests are often used in combinationin test

batteriesto help select the best qualified candidates.


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Cognitive ability tests

Cognitive ability tests measure verbal, numerical

and abstract reasoning and the resulting score

reflects the person's ability to acquire, retain,

organise and apply information.


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Mechanical ability tests.

The Mechanical Ability Test provides an objective

measure of an individual's knowledge of general

mechanical concepts such as:

Use of tools

Reading rulers and gauges

Proper lifting techniques

Mechanical movementsAssembly

Electrical concepts


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Physical and motor abilitytests

Employee recruitment tests that measure finger

dexterity, manual dexterity, speed of arm movement,

reaction time, etc.

These tests include Crawford Small

Parts Dexterity Test, Minnesota Rate OfManipulation

Test, Purdue Peg Board, and Stromberg Dexterity Test.


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Purdue Peg Board


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Personality test

The Sixteen Personality Factor (16PF) Questionnaire

Dominance, Influence, Steadiness,

Conscientiousness (DISC)

Caliper Profile

California Psychological Inventory

Big Five


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Employee Screening

An important issue regarding the effectiveness ofemployee screening tests is validity generalization,or a test's ability to predict job performance insettings different from the one in which it wasvalidated.

Another concern is test utility, an estimate of thedollars gained in increased productivity andefficiency because of the use of screening tests.


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Employee Screening

Faking is trying to beat an employment test by

distorting responses.

Assessment centers use the test battery approach to

offer a detailed, structured assessment ofapplicants' employment potentialmost often for

high-level managerial positions.


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Pre-employment examinations for preventing occupationalinjury and disease in workers

Mahmud N, Schonstein E, Schaafsma F, LehtolaMM, Fassier JB, RenemanMF,

Verbeek JH. Pre-employment examinations for preventing occupational injuryand disease in workers. Cochrane Database of Systematic Reviews 2010, Issue 12

Effectiveness of pre-employment examination


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Employee Screening

Employment screening for most jobs includes at

least one hiring interview, which is a measurementtool just like any other screening device.

Unfortunately, research indicates that hiring

interviews (as they are typically used) generally

have low levels of reliability and validity.

One of the greatest sources of problems with hiringinterviews stems from interviewer biases.


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Employee Selection and

Placement

Statistical models of decision-making include:

The multiple regression model, an approach thatallows predictors to be combined statistically.

The multiple cutoffstrategy, a method of setting

minimum cutoff scores for each predictor.

The multiple hurdle approach, a stringent

method that uses an ordered sequence ofscreening devices.


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Employee Selection and

Placement

Regardless of the screening and selection procedures

used, an overriding concern in all personnel decisions isto protect against discrimination in employment.

The federal Equal Employment Opportunity Commission

(EEOC) has established guidelines to ensure againstdiscrimination against ethnic minorities and other

protected groups.

To take preventive steps to avoid employment

discrimination, many organizations have adopted

affirmative action plans to ensure jobs are made

available to members of protected groups.


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chapter 4 recruitment and selection

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