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Profession and Selection: Choosing for the Job or the
Organization?
Module 13
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Module Overview Related people & organizations The employment & choice process Organization vs. job analysis Person-job fit vs. person-organization fit The lawful environment Strategic problems in employment &
selection
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Relation To The Frame ORGANIZATIONAL CONTEXT
HR Choices
HR Roles Unilateral
(managerialdiscretion)
Joint (negotiated)
Imposed (no choice)
Transactional
Managerial
Transformational
STRATEGIC OBJECTIVES
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A Mutual Matching Process
Organization Individual
Job Requirements
Rewards
Qualifications
Motivation
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Stages of the Recruitment & Selection Process
Stages of The Recruitment and Selection Process
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
Organiz-ation
Identify andattractapplicants
Narrow poolto minimallyqualifiedapplicants
Furthernarrow poolto those whobest fit thejob
Furthernarrow poolto those whobest fit jobandorganization
Decidewhom tohire
Individual Identify andattractorganiz-ations
Narrow poolto minimallyacceptableorganiz-ations
Furthernarrow poolto those whobest fit withneeds/careergoals
Furthernarrow poolto those whohavedesirablejobs anddesirablecultures
Decidewhich joboffer toaccept
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Organization & Job Analysis Process
Organization Analysis
Job Analysis
Recruitment Selection
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Organization Analysis Long- & short-term goals Staffing needs Nature of environment Climate/culture
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Job Analysis Task Job context Knowledge Skill Ability Other
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Job Rewards Extrinsic Intrinsic
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Person-Job Fit
MatchMatch
Overqualified
Underqualified
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Person-Organization Fit Personality Goals Values Interpersonal skills
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Recruiting Issues Inner vs. external choosing sources Recruiting chance & intensity Recruitment message Recruitment media
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Applicant Pool Quality
Best
Worst
ApplicantPool
“Best of the Best”
“Best of the Worst”
ApplicantPool
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Selection Steps Get candidate KSAO & inspiration data Assess person-job fit Assess person-organization fit Decide whom to hire Make job offer(s)
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Selection Methods
Initial AssessmentMethods
SubstantiveAssessment Methods
ContingentAssessment Methods
Resumes & coverletters
Application blanks Biographical
information Reference reports Screening interviews
Ability tests Personality tests Job knowledge tests Performance tests &
work samples Integrity tests Interviews
Drug tests Medical exams
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Selection Rules-Of-Thumb Use several techniques
to get KSAOs. Identify styles of
previous actions. Simulate job
circumstances when possible.
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Evaluating Selection Methods Reliability Validity Utility Applicant reactions Adverse impact
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Features of a Useful Choice Method
It is efficient. It is legitimate. Its advantages over-shadow its expenses. Applicants react positively to it. It does not display out a extraordinary
number of lawfully secured team members
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Selection: Decision Making Mixing information compensatory noncompensatory Decision rules top-down ranking grouping Job offers
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Why Validate? Lawful protection Sound company choice making
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The Half-Million Dollar Investment
Cumulative Investment in One Employee’s Base Salary
Tenure (Years)
StartingSalary 5 10 15 20 25 30
$15,000 77,284 160,541 250,232 346,855 450,945 563,080
$20,000 103,045 214,054 333,643 462,473 601,260
$25,000 128,807 267,568 417,053 578,092
$30,000 154,568 321,082 500,464
Note: a 1.5% annual cost-of-living increase is included in these figures
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The Legal Environment Government laws State laws Local laws Executive orders Agency guidelines
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Prohibited Criteria Race Color Religion Sex
Nationwide origin Age Disability Handicap Ancestry
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Two Types of Illegal Discrimination
Different treatment Disparate impact
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Characteristics of Legal Selection Practices
Job-related essential job functions business necessity Standardized content administration scoring
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Two Major Strategic Issues How can HR choice impact an
organization’s capability to come up with & apply a effective company strategy?
Should an company “make” or “buy” its required individual resources?
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Three Approaches Traditional Staffing as technique implementation Staffing as technique formation
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Traditional Approach Method a contextual feature Hire for person-job fit Select best individual for a particular job
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Staffing as Strategy Implementation
Recruiting assistance strategy Hire for person-strategy fit Select best individual with required abilities
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Staffing as Strategy Formation Recruiting is going to influence strategy
formation Hire for person-organization fit Hire people with unique or supporting
KSAOs
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Make or Buy Human Resources? Make Hire trainable workers. Buy Hire properly qualified workers. Make & buy Buy properly qualified workers for critical tasks. Hire trainable workers for all other tasks.
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Human Resource Flows
UpwardLateral
DownwardInflows Outflows
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The Forest and the Trees