ch07 robbins 8e selection

8/10/2019 CH07 Robbins 8e Selection

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Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Chapter 7Foundations of Selection

By Javed Farooq

Fundamentals of Human

Resource ManagementEighth Edition

DeCenzo and Robbins


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The Selection Process

The selection processtypically consistsof eight steps:

1. initial screening interview

2. completion of the application form3. employment tests

4. comprehensive interview

5. background investigation

6. conditional job offer

7. medical/physical exam

8. permanent job offer


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Initial Screening

Involves screening of inquiries and

screening interviews.

Job description information is shared alongwith a salary range.


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Completing the Application Form: KeyIssues

Gives a job-performance-related synopsis

of what applicants have been doing, theirskills and accomplishments.


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Legal considerations Omit items which are not job-related; e.g.,

sex, religion, age, national origin, race, color,and disability.

Includes statement giving employer the rightto dismiss an employee for falsifying

information. Asks for permission to check workreferences.

Typically includes employment-at-willstatement.


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Weighted application forms

Individual items of information are

validated against performance and

turnover measures and givenappropriate weights.

Data must be collected for each job

to determine how well a particular

item (e.g., years of schooling,tenure on last job) predicts success

on target job.





Successful applications

Information collected on application formscan be highly predictive of successful jobperformance.

Forms must be validated and continuously

reviewed and updated. Data should be verified through

background investigations.


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Employment Tests

Assessment centers: A series of tests and

exercises, including individual and group

simulation tests, is used to assessmanagerial potential or other complex sets

of skills.

Testing in a global arena: Selection

practices must be adapted to cultures andregulations of host country.




ComprehensiveInterviews:

Interviews involve a

face-to-face meetingwith the candidate toprobe areas notaddressed by the

application form or tests. They are a universal

selection tool.




Comprehensive Interviews:

Interview Effectiveness

Interviews are the most widely used

selection tool.

Often are expensive, inefficient, and not

job-related.

Possible biases with decisions based oninterviews include prior knowledge about

the applicant, stereotypes, interviewee

order.





Interview Effectiveness

Impression management, or the applicants

desire to project the right image, mayskew the interview results.

Interviewers have short and inaccurate

memories: note-taking and videotapingmay help.




Comprehensive Interviews: Interview Effectiveness

Structured interviews use fixed questions

designed to assess specific job-relatedattributes

More reliable and valid than unstructuredones.

Best for determining organizational fit,motivation and interpersonal skills.

Especially useful for high-turnover jobs andless routine ones.


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Realistic Job Preview

RJPs present unfavorable as well as

favorable information about the job toapplicants.

May include brochures, films, tours, work

sampling, or verbal statements thatrealistically portray the job.

RJPs reduce turnover without lowering

acceptance rates.


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Background Investigation Qualified privilege

employers may discuss employees with

prospective employers without fear ofreprisal as long as the discussion is aboutjob-related documented facts.

One-third of all applicants exaggerate

their backgrounds or experiences. A good predictor of future behavior is an

individuals past behavior.


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Background Investigation Methods:

Internal investigation: checks former

employers, personal references and

possibly credit sources.

External investigation: Uses a

reference-checking firm which may

obtain more information, whilecomplying with privacy rights.


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Background Investigation

Documentation, including whom called,

questions asked, information

obtained/not obtained, is important incase an employers hiring decision is

later challenged.


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Conditional Job Offers:

Offers of employment made

contingent upon successful

completion of background check,physical/medical exam, drug test,

etc.

May only use job-relatedinformation to make a hiring

decision.


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Medical/Physical Examination

Should be used only to determine if the

individual can comply with the essential

functions of the job.

Americans with Disabilities Actrequires

that exams be given only after

conditional job offer is made.


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Job Offers

Actual hiring decision generally made

by the department manager.

Candidates not hired deserve the

courtesy of prompt notification.


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The Comprehensive Approach

Comprehensive select ionapproach

puts applicants through all the steps in

the selection process before making adecision.

Assesses both strengths and

weaknesses and is considered morerealistic.


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Now Its Up to the Candidate

The candidate now has to decide

whether this is the job for him or her.

Applicants who are not hired this time

will still form an impression about the

company.

Management should assure theselection process leaves them with a

favorable impression of the company.


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Selection for Self-Managed

Teams

If teams are given managementresponsibilities, it makes sensefor them to select their ownmembers.

Team members bring to theselection process variedexperiences and backgrounds.

Team members need training inselection and interviewingtechniques.


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Key Elements for Successful

Predictors

Reliability, validity, and cut scores canall help predict which applicants will be

successful on the job.

Reliabi l i ty: The ability of the selectiontool to measure an attribute

consistently.


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Predictors

Validity: The relationship betweenscores on a selection tool and a

relevant criterion, such as job

performance. Indicates how well a selection tool

predicts job performance.

Content Construct

Criterion-related


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Predictors

Con tent val id i ty: The degree to whichthe content of the test, as a sample,

represents situations on the job.

Cons truct val id i ty : The degree towhich a particular trait is related to

successful performance on the job.


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Predictors

Criterion-related valid ity : The degreeto which a particular selection device

accurately predicts the important

elements of work behavior. Predictive validityuses selection test

scores of applicants to compare with their

future job performance.

Concurrent validity correlates the test

scores of current employees with

measures of their job performance.

K El f S f l


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Predictors

K El t f S f l


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Predictors

Val id i ty Analysis: Correlationcoefficients (validity coefficients)

ranging from +1 to1 summarize the

statistical relationship between anindividuals test score and his/her job

performance.

K El t f S f l


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Predictors

Cut Scores and Their Impact on Hir ing:

Cut scores on a selection device can be

determined by validity studies.

Applicants scoring below the cut scoreare predicted to be unsuccessful on the

job and are rejected.

K El t f S f l


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Predictors

Valid ity General izat ion: This is asituation where a test may be valid for

screening applicants for a variety of jobs

and performance factors across manyoccupations.

S l ti F Gl b l


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Selection From a Global

Perspective

Selection criteria for internationalassignments includes

interest in working overseas

ability to relate to different cultures andenvironments

supportiveness of the candidates family

Women executives have done well

abroad in Asia and Latin America,despite past reluctance to assign themto these countries.

Fi l Th ht E lli t


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Final Thoughts: Excelling at

the Interview

Suggestions for making your interviews as anapplicant successful are:

Do some homework on the company.

Get a good nights rest the night before.

Dress appropriately.

Arrive for the interview a few minutes early.

Use a firm handshake.

Maintain good eye contact.

Take the opportunity to have practice interviews.

Thank the interviewer at the end of the interview

and follow up with a thank you note.

ch07 robbins 8e selection

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