Human Resource Project

Wonderwoman4

Presentation6Selection1.pptx

Home >Human Resource Management homework help >Human Resource Project

Presentation 5

Testing and Selection

Learning Outcomes

1. Define selection and why it is important.

2. Explain two results of selection decisions.

3. Introduce two basic selection tools.

4. List selection types of tests and how it is used.

5. Explain Basic testing concepts.

6. Discuss the contemporary issues related to selection.

HRM Process: Three Phases/Eight Steps

1. The first three activities, address Employment Planning: adding staff through recruitment, reducing staff through downsizing, and interview/selection process.

Once we determined the required numbers and types of people needed, the applicants pass the interview, and their CV’s are reviewed, the best candidate for the job is selected using the qualitative model of staffing.

Two Approaches:

Person-job fit approach (match person with job).

Person-organization fit approach (match person with culture).

Phase 1, Step 3: What is Selection? Why it is Important?

Selection is predicting the applicant/s who will be successful if hired.

Three reasons for selecting the right employee:

Organizational performance– right employees contribute more to performance.

Costs of recruiting and hiring– right selection reduces costs.

Legal obligations and liability– avoid hiring employees with criminal records or other problems in which the employer can be held liable.

Selecting Job Applicants

Any selection decision can result in the four possible outcomes shown below where two outcomes would indicate correct decisions and two would indicate errors.

A decision is correct:

When the applicant who was predicted to be successful and was hired proved to be successful on the job, OR

When the applicant who was predicted to be unsuccessful and was not hired and would not have been able to do the job.

In the first case, we have successfully accepted; in the second case, we have successfully rejected.

Continue

A decision is NOT correct:

When we don’t hire an applicant whom, if hired, would have performed successfully on the job (reject errors) OR,

When we hire an applicant whom subsequently performed poorly

(accept error).

In the two cases we failed to take the right selection decision.

Selecting Job Applicants Any selection decision can result in the four possible outcomes shown below where two outcomes would indicate correct decisions and two would indicate errors.

7-7

Once the recruiting effort has developed a pool of applicants, the next step in the HRM process is to determine who is best qualified for the job. In essence, this selection process seeks to predict which applicants will be successful if hired.

Consider, for example, that any selection decision can result in the four possible outcomes shown in Exhibit 7-5, where two outcomes would indicate correct decisions and two would indicate errors.

A decision is correct when:

The applicant who was predicted to be successful and was hired or accepted proved to be successful on the job, or

When the applicant who was predicted to be unsuccessful and was therefore not hired or rejected would not have been able to do the job. In the former case, we have successfully accepted; in the latter case, we have successfully rejected.

Problems occur, however, when we reject applicants who, if hired, would have performed successfully on the job (called reject errors) or if we accepted applicants who subsequently performed poorly (called accept errors).

These problems are significant because reject errors not only mean increased selection costs because more applicants have to be screened but also can open the organization to charges of employment discrimination, especially if applicants from protected groups are disproportionately rejected.

Accept errors, on the other hand, cost the organization in terms of wasted training of the employee, the costs generated or profits forgone because of the employee’s incompetence, the cost of severance, and the subsequent costs of additional recruiting and selection screening.

The major intent of any selection activity is therefore to reduce the probability of making reject errors and accept errors while increasing the probability of making correct decisions. We do this by using reliable and valid selection procedures.

Selection Tools Interviews and Tests

Interviews are the most universal selection device, along with the application form.

They are reliable and valid when structured, well organized, and limited to relevant questioning.

Behavioral or Situational interviews are more effective for predicting successful job performance than traditional interviews are.

The applicants are observed for what they say and how they behave.

Selection Tools: Tests

A test is basically a sample of a person’s cognition and behavior.

Different types of tests are used such as: intellectual, mechanical abilities, as well as behavioral tests.

A problem with the written intelligence tests is that they may not indicate the applicant’s job performance.

Therefore, Performance-Simulation Tests which are made up of actual job behavior are used as they are valid predictors of successful job performance.

Types of Tests

Cognitive abilities

Motor and physical abilities

Personality and Behavior

What Different Tests Measure?

Current achievement

Human Resources Management 12e Gary Dessler

6–10

Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific mental abilities like memory and inductive reasoning.

Tests of motor and physical abilities measure motor abilities, such as finger dexterity, manual dexterity, and reaction time.

Personality tests measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation.

Achievement tests measure what someone has learned. Most of the tests you take in school are achievement tests. They measure your “job knowledge” in areas like economics, marketing, or human resources.

Basic Testing Concepts: Validity

Validity indicates whether a test is measuring what it is suppose to be measured.

The selection tool must be shown to be directly related to successful job performance.

It is the HR responsibility to verify the selection tool used.

Basic Testing Concepts: Reliability

Reliability addresses the consistency of scores obtained by the same person when retested with the same test.

If a test is reliable, any individual’s score should remain fairly stable over time, assuming that the characteristic being measured is also stable.

Sample Test on Cognition

Human Resources Management 12e Gary Dessler

6–13

The short test in Figure 6-4 is intended to find out how prone you might be to on-the-job accidents.

Test of Mechanical Comprehension

Human Resources Management 12e Gary Dessler

6–14

The Test of Mechanical Comprehension in Figure 6-5 tests applicants’ understanding of basic mechanical principles.

Self- Report Inventory Personality Test: The “Big Five”

Extraversion

Emotional stability

Agreeableness

Openness to experience

Conscientiousness

Human Resources Management 12e Gary Dessler

6–15

Industrial psychologists often focus on the “big five” personality dimensions: extraversion, emotional stability/neuroticism, agreeableness, conscientiousness, and openness to experience.

Projective Tests

Projective Tests– Applicants offer responses to ambiguous scenes, words, or images that they project onto the test. The goal is to uncover the hidden attitudes, desires, emotions, and conflicts that are hidden from conscious awareness and can cause problems to an employee’s life.

Strengths include: used for screening job candidate and help predicting how people may behave in different situations, or with different people.

Weaknesses include: lack validity and reliability, highly subjective, and responses can be influenced by the examiner’s attitudes or the test settings.

(The Rorschach Inkblot Test, The Thematic Apperception Test (TAT), The Draw-A-Person Test, and The House-Tree-Person Test). All used to collect qualitative information about the applicant.

Projective Test “Rorschach Test”

Human Resources Management 12e Gary Dessler

6–17

In the Rorschach Test sample in Figure 6-1, the psychologist asks the person to explain how he or she interprets an ambiguous picture. In such projective tests, it is more difficult to prove that the tests are measuring what they are said to measure, in this case, some trait of the person’s personality—that they’re valid.

Other Selection Methods

Investigations and Checks:

Reference and Background Employment Checks.

Criminal and Driving Records.

Why?

To verify actual information provided by applicants.

To uncover damaging information.

Note: giving someone a bad reference can drag employers into legal mess.

Defamation tends to harm the employee’s reputation.

Human Resources Management 12e Gary Dessler

6–18

To avoid negligent hiring mistakes, employers must check the candidate’s background thoroughly.

Continue

Achievement Tests (job knowledge).

Honesty Tests.

Physical Examinations.

Drug Tests.

Contemporary Issues in Selection 1. Workplace Diversity

Similarities and Differences among employees in terms of:

Age, race, cultural background, physical abilities and disabilities, religion, gender, and nationality.

Managers must learn how to manage diversity by maximizing the advantages and minimizing the disadvantages.

Another HRM issue facing managers is workforce diversity, which affects such basic HRM activities as recruitment, selection, and orientation. Improving workforce diversity requires managers to widen their recruiting net and turn to nontraditional recruitment sources such as women’s job networks, over-50 clubs, urban job banks, and disabled people’s training centers.

After a diverse set of applicants exists, selection must be non-discriminatory, applicants should be made comfortable with the organization’s culture, and management should express its desire to accommodate their needs.

Many organizations provide special workshops to raise diversity consciousness among current employees, as well as programs for new employees that focus on diversity issues. Some companies also have special mentoring programs to deal with the reality that lower-level female and minority managers have few role models with whom to identify.

5–21

Recruiting A More Diverse Workforce

Single parents

Older workers

Welfare-to-work

Minorities and women

The disabled

Human Resources Management 12e Gary Dessler

5–21

Recruiting a diverse workforce isn’t just socially responsible. Given globalization and the rapid increase in minority, older worker, and women candidates, it is a necessity.

2. Sexual Harassment

Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual’s employment, performance, or work environment.

Any form of unwelcome sexual behavior or say that is offensive, humiliating or intimidating.

It is against the law. Settlements are the largest financial risk facing companies today.

Sexual harassment is a serious issue in both public and private sector organizations. More than 12,000 complaints are filed with the EEOC each year, with more than 15 percent of the complaints filed by males. Settlements in some of these cases incurred a substantial

cost to the companies in terms of litigation. It’s estimated that sexual harassment is the single largest financial risk facing companies today

Harassment in Workplace

Results in:

Money lost in high rate of absenteeism and turnover,

Low productivity.

Low morality.

Occurs: from any powerful being upon the weaken one.

From men to women and vise versa.

From up to bottom and vise versa.

Among all co-workers.

Responsibility of HR Department

HR professionals must learn how to develop behavioral tests that can uncover an applicant’s readiness to act harassment in the workplace.

Policies and Procedures for preventing and handling sexual harassment must be developed and written in the employee handbook.

KSA's Anti-Harassment Law came into effect on June, 8th, 2018 and considered a criminal offence (punishable act) for anyone to harass another by any statement, act or signal of a sexual nature by any mean, including the use of modern technology.

Assignment 2

A case study is given on BB