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Noe11e_ch_06_FINAL.pptxChapter 6
Selection and Placement
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Learning Objectives
LO 6-1 Establish the basic scientific properties of personnel selection methods, including reliability, validity and generalizability.
LO 6-2 Discuss how the particular characteristics of a job, organization, or applicant affect the utility of any test.
LO 6-3 Describe the government’s role in personnel selection decisions, particularly in areas of constitutional law, federal laws, executive orders, and judicial precedent.
LO 6-4 List common methods used in selecting human resources.
LO 6-5 Describe the degree to which each of the common methods used in selecting human resources meets the demands of reliability, validity, generalizability, utility and legality.
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Introduction
Organizations must take the utmost care with how it chooses employees.
These decisions impact the organization’s competiveness, and every aspect of the job applicant’s life.
Organizations make sure the decisions they make with respect to who gets accepted or rejected for jobs promote the best interests of the company and are fair to all parties involved.
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Selection Method Standards 1 of 11
Reliability
Validity
Generalizability
Utility
Legality
LO 6-1
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Selection Method Standards 2 of 11
Reliability
Estimating the reliability of measurement
Reliability refers to the measuring instrument rather than to the characteristic itself
Correlation coefficient is a measure of the degree to which two sets of numbers are related.
A perfect positive relationship equals +1.0
A perfect negative relationship equals - 1.0
Test-retest reliability
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reliability the consistency of a performance measurement; the degree to which a performance measure is free from random error.
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Selection Method Standards 3 of 11
Reliability continued
Standards for Reliability
The required reliability depends in part on the nature of the decision being made about the people being measured.
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Selection Method Standards 4 of 11
Validity
Criterion-Related Validation
Method of establishing validity of a personnel selection method by showing a substantial correlation between test scores and job-performance scores
Validity coefficient
Predictive validation
Concurrent validation
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criterion-related validity a method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job-performance scores
predictive validation a criterion-related validity study that seeks to establish an empirical relationship between applicants’ test scores and their eventual performance on the job
concurrent validation a criterion-related validity study in which a test is administered to all the people currently in a job and then incumbents’ scores are correlated with existing measures of their performance on the job.
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Figure 6.3 Graphic Depiction of Concurrent and Predictive Validation Designs 1 of 2
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Figure 6.3 Graphic Depiction of Concurrent and Predictive Validation Designs 2 of 2
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Table 6.1 Required Level of Correlation to Reach Statistical Significance as a Function of Sample Size
| Sample Size | Required Correlation |
| 5 | .75 |
| 10 | .58 |
| 20 | .42 |
| 40 | .30 |
| 80 | .21 |
| 100 | .19 |
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Selection Method Standards 5 of 11
Content Validation
A test-validation strategy performed by demonstrating that the items, questions, or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job
Best for small-sample settings
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Selection Method Standards 6 of 11
Generalizability
The degree to which the validity of a selection method established in one context extends to other contexts.
Different situations
Different samples of people
Validity generalization
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Selection Method Standards 7 of 11
Utility
The degree to which information provided by selection methods enhances the effectiveness of selecting personnel
Utility is impacted by
Reliability
Validity
Generalizability
LO 6-2
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Selection Method Standards 8 of 11
Legality
All selection methods should adhere to existing laws and legal precedents.
Federal legislation
Civil Rights Act of 1964 and 1991
Age Discrimination in Employment Act of 1967
Americans with Disabilities Act of 1991
LO 6-3
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Selection Method Standards 9 of 11
Legality continued
Civil Rights Act of 1991
Protects individuals from discrimination based on race, color, sex, religion and national origin.
Differs from the 1964 act in three areas
Establishes employers' explicit obligation to establish neutral-appearing selection method.
Allows a jury to decide punitive damages.
Explicitly prohibits granting preferential treatment to minority groups
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Selection Method Standards 10 of 11
Legality continued
Age Discrimination in Employment Act of 1967
Outlaws “mandatory retirement programs”
Covers over age 40 individuals
No protection for younger workers
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Age Discrimination in Employment Act of 1967 covers over age 40 individuals.
No protection for younger workers.
Outlaws almost all “mandatory retirement” programs.(company policies that dictate that everyone who reaches a set age must retire).
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Selection Method Standards 11 of 11
Legality continued
Americans with Disabilities Act
Protects individuals with physical or mental disabilities (or with a history of the same).
Reasonable accommodations are required by the organization to allow the disabled to perform essential functions of the job.
An employer need not make accommodations that cause undue hardship.
Restrictions on pre-employment inquiries
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Types of Selection Methods 1 of 12
Interviews
References, Application Blanks, Background Checks
Physical Ability Tests
Cognitive Ability Tests
Personality Inventories
Work Samples
Honest Tests and Drug Tests
LO 6-4
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Types of Selection Methods 2 of 12
Interviews
Selection Interviews
Should be structured, standardized, and focused on goals oriented to skills and observable behaviors.
Interviewers should be able to quantitatively rate each interview.
Interviewers should have a structured note-taking system that will aid recall to satisfying ratings.
LO 6-5
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Selection interviews are a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment.
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Types of Selection Methods 3 of 12
Interviews continued
Situational Interviews
Confronts applicants on specific issues, questions, or problems likely to arise on the job
Experience-based questions
Future-oriented questions
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Table 6.2 Examples of Experienced-Based and Future-Oriented Situational Interview Items 1 of 2
| Experience-based | |
| Motivating employees | “Think about an instance when you had to motivate an employee to perform a task that he or she disliked but that you needed to have done. How did you handle that situation?” |
| Resolving conflict | “What was the biggest difference of opinion you ever had with a co-worker? How did you resolve that situation?” |
| Overcoming resistance to change | “What was the hardest change you ever had to bring about in a past job, and what did you do to get the people around you to change their thoughts or behaviors?” |
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Table 6.2 Examples of Experienced-Based and Future-Oriented Situational Interview Items 2 of 2
| Future-Oriented | |
| Motivating employees | “Suppose you were working with an employee who you knew greatly disliked performing a particular task. You needed to get this task completed, however, and this person was the only one available to do it. What would you do to motivate that person?” |
| Resolving conflict | “Imagine that you and a co-worker disagree about the best way to handle an absenteeism problem with another member of your team. How would you resolve that situation?” |
| Overcoming resistance to change | “Suppose you had an idea for a change in work procedures that would enhance quality, but some members of your work group were hesitant to make the change. What would you do in that situation?” |
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Types of Selection Methods 4 of 12
References, Application Blanks, and Background Checks
Reference checks are weak predictors of future job success
Background information from applicants is low-cost and useful
Educational information not always valid
Resume fraud
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Types of Selection Methods 5 of 12
Physical Ability Tests
muscular tension
muscular power
muscular endurance
cardiovascular endurance
flexibility
balance
coordination
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Physical ability tests- tests of physical abilities may be relevant not only to predicting performance but to predicting occupational injuries and disabilities as well for many jobs that require physical or psychomotor abilities.
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Types of Selection Methods 6 of 12
Cognitive Ability Tests
Verbal comprehension
Quantitative ability
Reasoning ability
Have adverse impact on some minority groups
Race norming
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Cognitive ability has many different facets, although we will focus only on three dominant ones:
Verbal comprehension refers to a person’s capacity to understand and use written and spoken language.
Quantitative ability concerns the speed and accuracy at which one can solve arithmetic problems.
Reasoning ability refers to a person’s capacity to invent solutions to many diverse problems.
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Types of Selection Methods 7 of 12
Personality Inventories
Five major dimensions of personality, known as the “Big Five”
extroversion
adjustment
agreeableness
conscientiousness
openness to experience
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Table 6.3 The Five Major Dimensions of Personality Inventories
| Extroversion | Sociable, gregarious, assertive, talkative, expressive |
| 2. Adjustment | Emotionally stable, nondepressed, secure, content |
| 3. Agreeableness | Courteous, trusting, good-natured, tolerant, cooperative, forgiving |
| 4. Conscientiousness | Dependable, organized, persevering, thorough, achievement-oriented |
| 5. Openness to Experience | Curious, imaginative, artistically sensitive, broad-minded, playful |
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Types of Selection Methods 8 of 12
Personality Inventories continued
Emotional Intelligence
Self-awareness (knowledge of one’s strengths and weaknesses)
Self-regulation (the ability to keep disruptive emotions in check),
Self-motivation (the ability to motivate oneself and persevere in the face of obstacles)
Empathy (the ability to sense and read emotions in others)
Social skills (the ability to manage the emotions of other people)
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“Emotional intelligence” is also important in team contexts and has been used to describe people who are especially effective in fluid and socially intensive contexts. Emotional intelligence is traditionally conceived of as having five aspects:
self-awareness (knowledge of one’s strengths and weaknesses),
self-regulation (the ability to keep disruptive emotions in check),
self-motivation (how to motivate oneself and persevere in the face of obstacles),
empathy (the ability to sense and read emotions in others), and
social skills (the ability to manage the emotions of other people).
Daniel Goleman noted that “in the new workplace, with its emphasis on flexibility, teams and a strong customer orientation, this crucial set of emotional competencies is becoming increasingly essential for excellence in every job in every part of the world.”
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Types of Selection Methods 9 of 12
Personality Inventories continued
Validity in terms of predicting job performance is higher when scores are taken from other people
People tend to lack insight into their own personalities
Personalities vary across contexts
It is easy to fake traits on tests
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Types of Selection Methods 10 of 12
Work Samples
Can vary greatly
May include role-play, interactive videos, simulations, or competitions
Since tests are job-specific, generalizability is low
Tests are expensive to develop
Used in assessment centers
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Work-sample tests attempt to simulate the job in a pre-hiring context to observe how the applicant performs in the simulated job. The degree of fidelity in work samples can vary greatly.
Assessment center is a process in which multiple raters evaluate employees’ performance on a number of exercises.
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Types of Selection Methods 11 of 12
Honesty Tests and Drug Tests
Polygraph Act of 1988 banned the use of polygraph tests for most private companies
Paper-and-pencil honesty testing attempts to assess the likelihood that employees will steal.
Also test social conformity, conscientiousness, and emotional stability
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Types of Selection Methods 12 of 12
Honesty Tests and Drug Tests continued
Drug-use tests tend to be reliable and valid
May represent an invasion of privacy, an unreasonable search and seizure, or a violation of due process
Tests should be administered systematically to all applicants applying for the same job
Testing is likely to be more defensible with safety hazards associated with failure to perform
Test results should be reported to applicants, who should have an avenue to appeal
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Appendix of Image Long Descriptions
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Appendix 1 Figure 6.3 Graphic Depiction of Concurrent and Predictive Validation Designs 1 of 2
Concurrent validation involves measuring all current job incumbents on an attribute, then measuring all current job incumbents' performance, and obtaining a correlation between these two numbers.
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Appendix 2 Figure 6.3 Graphic Depiction of Concurrent and Predictive Validation Designs 2 of 2
Predictive validation involves measuring all job applicants on an attribute, hiring some applicants and rejecting others, waiting for some period of time, measuring all newly hired job incumbents' performance, and finally obtaining a correlation between these two sets of numbers.
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