Human Resource Management Signature Assignment Part 3 ONLY

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Staffing Organizations

Chapter 9:

External Selection II

Because learning changes everything.®

Applicant Methods By Applicant Flow Stage

Initial assessment methods

Minimize the costs associated with substantive assessment methods by reducing the number of people assessed.

Substantive assessment methods

Used to make more precise decisions about candidates.

More involved than initial assessment methods.

Access the text alternative for slide images

External Selection II 1

Substantive Assessment Methods

Performance Tests, Work Samples, and Simulations

Definition – Assess actual performance (e.g., fix a car, teach a class, type a document)

Types of tests (should focus on relevant KSAOs)

Performance test vs. work sample (all or some).

Motor vs verbal work samples (action or thought).

High- vs. low-fidelity tests (level of realism).

All the above can have good validity and acceptance

Limitations include costs of realism, lack of generalizability for future roles, and assumption that candidates have KSAOs prior to hiring

Situational Judgment Tests

Place applicants in hypothetical, job-related situations.

Applicants are then asked to choose a course of action from several alternatives

Capture the validity of work samples and cognitive ability tests in a way that is cheaper than work samples and that has less adverse impact than cognitive ability tests

Example Situational Judgment Test Items 1

Retail Industry Manager

You are the assistant manager of a large department store. One weekend day while you are in charge of the store, a customer seeks to return a pair of tennis shoes. The employee in charge of the customer service department has refused to accept the return. The customer has asked to speak to the manager, and so the employee has paged you. Upon meeting the customer—who is clearly agitated—you learn that the customer does not have a receipt, and, moreover, you see that the shoes are clearly well worn. When you ask the customer why she is returning the shoes, she tells you that she has bought many pairs of shoes from your store, and in the past they have “held up much better over time then these.” You recognize the shoes as a brand that your store has stocked, so you have no reason to believe the customer is lying when she says that she bought them from your store. Still, the shoes have clearly been worn for a long time. Should you:

a. Issue a refund to the customer

b. Check with your boss—the store manager—when he is at the store on Monday

c. Deny a refund to the customer, explaining that the shoes are simply too worn to be returned

d. Inform the customer of the current sale prices on comparable tennis shoes

Example Situational Judgment Test Items 2

Park Ranger

You are a park ranger with the National Park Service, stationed in Yellowstone National Park. One of your current duties is to scout some of the park’s more obscure trails to look for signs of lost hikers, to detect any malfeasance, and to inspect the conditions of the trails. It is mid-September, and you’re inspecting one of the more remote trails in the Mount Washburn area to determine whether it should be closed for the season. When you first set out on your hike, the forecast called for only a slight chance of snow, but midway through your hike, an early fall blizzard struck. For a time you persisted on, but later you took refuge under a large lodgepole pine tree. Although the storm is now abating, it is near dark. Which of the following would be your best course of action?

a. Stay put until help comes

b. Reverse course and hike back to the ranger station

c. Once the louds clear, locate the North Star, and hike north to the nearest ranger station

d. Us your matches to build a fire, and hike back in the morning

Typical Unstructured Interviews

Relatively unplanned and “quick and dirty”

Questions based on interviewer “hunches” or “pet questions” to assess applicants

Casual, open-ended, or subjective questions

Often contains obtuse questions

Often contains highly speculative questions

Interviewer often unprepared

More potential for discrimination and bias

Validity is generally quite low

Conducting Structured Interviews

Consult job requirements matrix

Develop the selection plan

Develop structured interview plan

Select and train interviewers

Evaluate effectiveness

Table divided into three columns summarizes conducting structured interviews. The column headers are marked from left to right as: KSAO, necessary for selection, and method of assessment.

KSAO	Necessary for Selection	Method of Assessment
Ability to make customer feel welcome	Yes	Interview
Knowledge of merchandise to be sold	Yes	Written test
Knowledge of location of merchandise in store	No	None
Skill in being cordial with customers	Yes	Interview
Ability to create and convey ideas to customers	Yes	Interview

Structured Interviews

Questions based on job analysis

Same questions asked of each candidate

Response to each question numerically evaluated

Detailed anchored rating scales used to score each response

Detailed notes taken, focusing on interviewees’ behaviors

Validity is significantly better that unstructured

Training interviews improves validity

Types of Structured Interviews

Situational

Assess applicant’s ability to project his / her behaviors to future situations.

Assumes the person’s goals/intentions will predict future behavior.

Experience-Based

Assess past behaviors that are linked to prospective job.

Assumes past performance will predict future performance.

Overview of Ability Tests

Measures that assess an individual’s capacity to function in a certain way

Examine whether individuals have the necessary aptitude to learn and perform well on the job

Classes of ability tests

Cognitive

Psychomotor

Physical

Sensory/perceptual

What Are Cognitive Ability Tests?

Measure multiple domains

Thinking

Memory

Reasoning

Verbal ability

Mathematical ability

Expression of ideas

Combination of general construct and specific aspects

Evaluation of Cognitive Ability Tests 1

Among the most valid methods of selection

Often generalizes across organizations, job types, and types of applicants

Can produce large economic gains for organizations and provide major competitive advantage

Validity is particularly high for jobs of medium and high complexity but also exists for simple jobs

A simple explanation for validity: those with higher cognitive ability acquire and use greater knowledge

Evaluation of Cognitive Ability Tests 2

Concern over adverse impact and fairness of tests

Using other predictors alongside cognitive ability tests can reduce (but not eliminate) disparate impact

Applicants’ perceptions

Reactions to concrete vs. abstract test items.

Other Types of Ability Test

Psychomotor ability tests

Reaction time, arm-hand steadiness, control precision, and manual and digit dexterity.

Physical abilities tests

Muscular strength, cardiovascular endurance, and movement quality.

Sensory/perceptual abilities tests

Ability to detect and recognize environmental stimuli.

Emotional Intelligence 1

The ability to monitor one’s own and others’ feelings, to discriminate among them, and to use this information to guide one’s thinking and action

Self-awareness: Good at recognizing and understanding one’s own emotions.

Other awareness: Good at recognizing and understanding others’ emotions.

Emotion regulation: Good at making use of or managing this awareness.

Emotional Intelligence 2

A review of many studies indicated that, overall, EI correlated poorly with job performance after personality traits were considered

Some critics argue that because EI is so closely related to intelligence and personality, once you control for these factors, EI has nothing unique to offer.

Overview of Personality Tests 1

Current role of personality tests e.g., role of Big Five

Describe behavioral, not emotional or cognitive traits.

Big Five factors (Personality Characteristics Inventory etc.).

Extraversion-sociable, assertive, active, upbeat, and talkative.

Agreeableness-altruistic, trusting, sympathetic, and cooperative.

Conscientiousness-purposeful, determined, dependable, and attentive to detail.

Emotional stability-calm, optimistic, and well adjusted.

Openness to experience-imaginative, attentive to inner feelings, have intellectual curiosity and independence of judgment.

Stable over time and across situations

Sample Personality Items from the International Personality Item Pool

Conscientiousness

I am always prepared.

I pay attention to details.

I am exacting in my work.

Extraversion

I am quiet around strangers. (reverse-scored)

I take charge.

I am skilled in handling social situations.

Sample Items from the Personal Characteristics Inventory

Agreeableness

I have a soft heart.

I insult people. (reverse-scored)

I have a good word for everyone.

Emotional Stability

I am relaxed most of the time.

I seldom feel blue.

I have frequent mood swings. (reverse scored)

Openness to Experience

I have a vivid imagination.

I love to think up new ways of doing things.

I try to avoid complex people. (reverse scored)

Overview of Personality Tests 2

Table divided into three columns summarizes overview of personality tests. The column headers are marked from left to right as: Big five trait, advantages, and disadvantages.

Big Five Trait	Advantages	Disadvantages
Conscientiousness	Better overall job performers Better career decisions More engaged More likely to emerge as leaders Fewer deviant work behaviors Higher retention	Lower adaptability Can be “too much of a good thing”
Emotional stability	Better overall job performers Better career decisions More effective leaders More motivated Less prone to burnout	Less able to identify threats More likely to engage in high risk behaviors
Extraversion	Perform better in sales More likely to emerge as leaders More engaged Higher levels of commitment and satisfaction	Less task oriented behavior Dominating
Agreeableness	More valued as team members More helping behaviors Fewer deviant work behaviors	Lower career success Less able to cope with conflict Give more lenient ratings
Openness	Higher creativity More effective leaders More adaptable	Less committed to employer More deviant work behaviors

The Core Self-Evaluations Scale

Items indicating high levels of core self-evaluation

I am confident I get the success I deserve in life.

When I try, I generally succeed.

I complete tasks successfully.

Overall, I am satisfied with myself.

I determine what will happen in my life.

I am capable of coping with most of my problems.

Items indicating low levels of core self-evaluation

Sometimes I feel depressed.

Sometimes when I fail, I feel worthless.

Sometimes, I do not feel in control of my work.

I am filled with doubts about my competence.

I do not feel in control of my success in my career.

There are times when things look pretty bleak and hopeless to me.

Criticisms of Personality Tests

Trivial validities

Correlations for any individual trait with job performance are typically low (around r = .23).

However, when all traits are used simultaneously, correlations are higher.

Faking

Individuals answer in a dishonest way.

However, tests still have some validity, and it may be that being able to “act” conscientiously may be related to real job performance.

Negative applicant reactions

Applicants, in general, believe personality tests are less valid predictors of job performance.

Integrity Tests 1

Clear purpose / overt items

Do you think most people would cheat if they thought they could get away with it?

Do you believe a person has a right to steal from an employer if he or she is unfairly treated?

Personality-based/veiled purpose items

Would you rather go to a party than read a newspaper?

How often do you blush?

Scores appear to reflect conscientiousness, agreeableness, and emotional stability

Integrity Tests 2

Validity can be useful

Especially good at predicting counterproductive performance, like negative work behaviors.

Generally good at predicting job performance, although there is some controversy regarding this issue.

Why would these tests predict general performance?

Interest, Values, and Preference Inventories

Assess activities individuals prefer to do on & off the job; do not attempt to assess ability to do these

Not often used in selection

Can be useful for self-selection into job types

Types of tests

Strong Vocational Interest Blank (SVIB).

Myers-Briggs Type Inventory (MBTI).

Evaluation

Unlikely to predict job performance directly.

May help assess person-organization fit & subsequent job satisfaction, commitment & turnover.

Selection for Team Environments 1

Types of teams

Problem-solving teams.

Self-managed work teams.

Cross-functional teams.

Virtual teams.

Establish steps for selection in team-based environments

Who should make the hiring decision?

Critical to ensure proper context is in place

Selection for Team Environments 2

Interpersonal KSAs

Conflict-Resolution KSAs.

Collaborative Problem-Solving KSAs.

Communication KSAs.

Self-management KSAs

Goal-Setting and Performance Management KSAs.

Planning and Task-Coordination KSAs.

Evaluation of Substantive Assessment Methods

Table divided into eight columns summarizes evaluation of substantive assessment methods. The column headers are marked from left to right as: Predictors, use, cost, reliability, validity, utility, applicant reactions, and adverse impact.

Predictors	Use	Cost	Reliability	Validity	Utility	Applicant Reactions	Adverse Impact
Personality tests	Low	Low	High	Moderate	?	Negative	Low
Ability tests	Low	Low	High	High	High	Negative	High
Emotional intelligence tests	Moderate	Low	High	Low	?	?	Low
Performance tests and work samples	Moderate	High	High	High	High	Positive	Low
Situational judgment tests	Low	High	Moderate	Moderate	?	Positive	Moderate
Integrity tests	Low	Low	High	High	High	Negative	Low
Interest, values, and preference inventories	Low	Low	High	Low	?	?	Low
Structured interviews	Moderate	High	Moderate	High	?	Positive	Mixed
Team assessments	Low	Moderate	?	?	?	Positive	?

External Selection II 2

Discretionary and Contingent Assessment Methods

Discretionary Assessment Methods

Used to separate people who receive job offers from list of finalists (assumes each finalist is considered fully qualified for position)

Often very subjective, relying heavily on intuition of decision maker

Factors other than KSAOs are evaluated

Assess person/organization match.

Assess motivation level.

Assess people on relevant organizational citizenship behaviors.

Should involve organization’s staffing philosophy regarding EEO/AA commitments

Contingent Assessment Methods

“We offer you this job contingent upon ….”

Contingent methods not always used

Depends on nature of job and legal mandates.

Might involve confirmation of

Drug test results.

Medical exam results.

Drug Testing

The average drug user

was 3.6 times more likely to be involved in an accident

received 3 times the average level of sick benefits

was 5 times more likely to file a workers’ compensation claim

missed 10 times as many work days as nonusers.

Drug testing has decreased in recent years because so few people test positive

Example of an Organizational Drug Testing Program

Access the text alternative for slide images.

Features of an Effective Drug Testing Program

Emphasize drug testing in safety-sensitive jobs

Use only reputable testing laboratories, and ensure that strict chain of custody is maintained.

Ask applicants for their consent, and inform them of test results

Use retesting to validate positive samples from the initial screening test

Ensure that proper procedures are followed to maintain the applicant’s right to privacy

Review the program and validate the results against relevant criteria (accidents, absenteeism, turnover, job performance); conduct a cost-benefit analysis

Medical Exams 1

Identify potential health risks in job candidates

Must ensure medical exams are required only when a compelling reason exists

Ensures people with disabilities unrelated to job performance are not screened out.

Use is strictly regulated by ADA to ensure disabilities not job related are not screened out

Usually lack validity as procedures vary by doctor

Not always job related

Often emphasize short- rather than long-term health

New job-related medical standards are specific, job related, and valid

External Selection II 3

Legal Issues

Uniform Guidelines on Employee Selection Procedures

General principles

Technical standards

Documentation of impact and validity evidence

Definitions

Makes substantial demands of a staffing system

Ensures awareness of possibility of adverse impact in employment decisions.

If adverse impact is found, mechanisms provided to cope with it.

Ethical Issues in Staffing

Issue 1

Do you think it’s ethical for employers to select applicants on the basis of questions such as, “Dislike loud music” and “Enjoy wild flights of fantasy,” even if the scales that such items measure have been shown to predict job performance? Explain.

Issue 2

Cognitive ability tests are one of the best predictors of job performance, yet they have substantial adverse impact against minorities. Do you think it’s fair to use such tests? Why or why not?

Human Resource Management Signature Assignment Part 3 ONLY

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