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47 Cards in this Set
- Front
- Back
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selection
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The process of collecting and evaluating information about an individual in order to extend an offer of employment
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KSA's
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The factual information about how to do the job and the necessary skills and abilities an individual must possess in order to perform the job
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knowledge
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information
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skills
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proficiency
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abilities
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capability
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hiring
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When offers of employment are given with no evaluation of the applicant’s job-related qualifications.
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Number of applicants seeking jobs
Information gathered from applicants Decision rules used to evaluate information |
Selection issues:
selection aims to control: |
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Economic conditions
Federal (EEO) and state laws (FEPs) Decision Rules! |
selection issues:
constraints and future interests |
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job analysis
ID of relevant job performance dimensions ID of KSA's necessary for job dev. of assessment devices to measure KSA's validation of assessment devices: content/criterion use of assessment devices in processing applicants |
steps in development of a selection program
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KSAs and other characteristics that a worker should possess in order to perform the job successfully are potential selection evaluation measures:
Work (Job) requirements Worker attributes Worker characteristics |
developing a selection program:
identify worker characteristics |
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What determines how job performance is measured and what level of performance is regarded as successful?
Physical outputs Interactions with customers Contributions to team efforts |
developing a selection program:
identify relevant job performance measures |
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Device must measure the KSAs identified as needed for the job.
Device must able to differentiate among applicants |
developing a selection program:
development of selection devices |
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validation procedures
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empirical validation & content validation
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empirical validation
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A representative sample of individuals and correlation measures of how well the individuals are performing the job
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content validation
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Systematically taking data (the judgments of workers and managers), and using them to determine the relationship between the selection test and job performance
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constraints in developing a selection program
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limited info on applicants
measurement of jobs/indv/and work performance other factors affectng work performance |
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current issues in selection:
broadly defined team-based jobs |
Emphasize KSAs necessary for teamwork
Emphasize interpersonal skills and use of incumbent team members in the selection of new members Describe jobs in terms of processes rather than specific job activities Work analysis methods should allow for considerable flexibility as job incumbents and organization change |
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Large organizations have been reducing the number of employees, while small businesses have been increasing their numbers
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current issues in selection:
the growth of small business |
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Americans with Disabilities Act of 1990
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has a physical or mental impairment that substantially limits one or more major life activities
has a record of such an impairment is regarded as having such an impairment |
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reasonable accommodation
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An organization is required to make changes in the work process for an otherwise qualified individual with a disability unless it would pose “undue hardship
Undue Hardship” Exception Nature and cost of the accommodation Ability of parent employer to bear costs |
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essential job functions (activities)
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considered essential if:
The position exists to perform the activity. Only a limited number of other employees are available to perform the activity or among whom the activity can be distributed. The activity is highly specialized, and the person in the position is hired for the special expertise or ability to perform it. |
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disparate treatment
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Situations in which different standards are applied to various groups of individuals even though there may not be an explicit statement of intentional prejudice.
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disparate impact
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Organizational selection standards are applied uniformly to all groups of applicants, but the net result of these standards is to produce differences in the selection of various groups.
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McDonnell Douglas Rule (disparate treatment)
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A guideline for establishing a prima facie case
The plaintiff must show that the following conditions exist: He or she belongs to a protected class. He or she applied and was qualified for a job for which the company was seeking applicants. Despite these qualifications, he or she was rejected. After this rejection, the position remained open and the employer continued to seek applicants from persons with the complainant’s qualifications |
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burden of proof defense for employees (disparate impact)
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Business necessity
Application is limited to safety of workers and customers Bona fide occupational qualification (BFOQ) Disqualification of a demographic group from employment because no one person from that group could adequately or appropriately perform the job Validity A plausible business reason Demonstrated job-relatedness of selection procedure |
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stock statistics
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Compare the percentages of specific internal and external demographic groups of workers at one point in time.
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flow statistics
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Compare proportions taken from numbers gathered at two different points in time—before and after selection has taken place—to determine how minority members fared in the selection process in comparison to nonminority members.
Are used to determine if differences between the proportions is of sufficient significance to constitute evidence of discrimination. |
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four-fifths rule
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The ratio of any group must be at least 80 percent of the ratio of the most favorably treated group
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the uniform guidelines on employee selection
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represent the combined viewpoints of several federal agencies:
Equal Employment Opportunity Commission (EEOC) Civil Service Commission Department of Labor Department of Justice Are not laws and are not legally binding Are used as references for court decisions |
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affirmation action
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Specific actions taken by an organization to actively seek out and remove unintended barriers to fair treatment in order to achieve equal opportunity
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affirmative action plan
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A written document that explicitly states steps to be taken, information to be gathered, and the general baseline for decision making for each area of HRM
A guideline for actions to ensure that EEO principles are implemented within the organization. |
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reasons for adopting an AAP
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-the organization is a govt contractor
-court order or signing a consent decree -voluntarily attempting to implement EEO principles |
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affirmative action programs
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opportunity enhancement AAP
equal opportunity tiebreak strong prefernetial |
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criterion variables
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A definition of what is meant by employee success on the job.
Organizational issues: absenteeism, turnover, citizenship behaviors Work-related outcomes: error rates, goods produced, total sales, scrap rates, speed of performance |
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criteria
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Must be recognizable (definition)
Must be important to the job (relevance) Must be appropriately assessed (measurement |
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predictor variables
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A measure of an employee attribute identified through a job analysis as being important for job success
Tests, interviews, biographical data questionnaires, application blanks, and assessment centers |
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requirements for predictors
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They must be relevant to the job
They must be appropriate ways to measure the employee attributes identified as critical to job success |
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scales of measurement
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nominal, ordinal, interval, ratio
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presision of measurement
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Determines the number of distinct scores permitted by the predictor and criterion used
Determines the meaningfulness of the numbers or scores derived from our predictors and criteria |
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scale of measurement
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A means by which individuals can be distinguished from one another on a variable of interest, whether that variable is a predictor or a criterion
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nominal scale of measurement
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Is composed of two or more mutually exclusive categories.
All individuals having a common characteristic are assigned to the same category or class. Members in the same category or class are regarded as being equivalent. Individuals can belong to only one category or class. Numbers can be given to individuals assigned to scale categories; however, the numbers serve as labels and carry no numerical meaning. |
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ordinal scale of measurement
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Ranks objects, such as individuals, from “high” to “low” on some variable of interest.
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interval scale of measurment
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Uses constant (equal interval) units of measurement that represent meaningful rank-order differences with respect to a normally-distributed characteristic
Has an arbitrary (but not absolute) zero point that is set by convention Is frequently used as either a predictor or a criterion measure (rating scale) in selection studies Allows data to be analyzed by many of the statistical procedures important in personnel research |
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ratio scale of measurement
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Has an absolute zero point
Has numerical values that can be added, subtracted, multiplied, and divided to form comparison statements for differences in individual values associated with the measured characteristic Is not often encountered in human resource selection because selection measures are more often psychological rather than physical in nature |
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Standardization of Selection Measurement
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Content
All persons assessed are measured by the same information or content. This includes the same format. Administration Information is collected the same way in all locations and across all administrators, each time the selection measure is applied. Scoring Rules for scoring are specified before administering the measure and are applied the same way with each application. |
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predictors
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Measures used to decide whether to accept or reject applicants for a specific job.
Background information Application forms Reference checks Biographical data questionnaires Interviews Tests Aptitude Achievement Ability |
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criteria
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Measures of behavior or performance on the job that are used to evaluate the predictors used to forecast performance.
Objective production data Personnel data Judgmental data Job or work sample data Training proficiency data |
