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75 Cards in this Set
- Front
- Back
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SELECTION TECHNIQUES USING APPLICANT ABILITY |
Cognitive Ability Perceptual Ability Psychomotor Ability Physical Ability tests |
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– abilities involving such dimensions as oral and written comprehension, oral and written expression, numerical facility, originality, memorization, reasoning and general learning. |
Cognitive Ability |
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– tests designed to measure the level of intelligence or the amount of knowledge possessed by an applicant |
Cognitive Ability Tests |
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– cognitive ability test that is most commonly used in industry. Takes only 12 minutes to administer and can be given in a group. |
Wonderlic Personnel Test |
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– measure of facility with such processes as spatial relations and form perceptions |
Perceptual Ability |
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–measure of facility with such processes as finger dexterity and motor coordination |
Psychomotor Ability |
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– measure an applicant’s level of physical ability required for a job. |
Physical Ability tests |
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Physical ability can be measured in one of two ways: |
Job simulations and Agility test |
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SELECTION TECHNIQUES USING APPLICANT SKILL |
Work Samples Assessment Centers |
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the applicant performs actual job-related tasks. These are excellent selection tools as they directly relate to job tasks and have content validity. |
Work Samples |
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– a method of selecting employees in which applicants participate in several job related activities, at least one of which must be a simulation and are rated by several trained evaluators. |
Assessment Centers |
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Techniques and exercises that is used in assessment center method: |
Simulations In-basket Technique Leaderless Group Discussions Business Games |
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– the real backbone of the assessment center as they enable assessors to see an applicant “in action”. It should be based on job-related behaviors and should be reasonably realistic. |
Simulations |
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– an exercise designed to simulate the types of information that daily come across a managers or employee’s desk in order to observe the applicant’s responses to such information. During the assessment center, examples of job-related paperwork are placed in a basket, and the job applicant is asked to go through the basket and respond to the paperwork as if he were actually on the job |
In-basket Technique |
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– applicants meet in small group with no leader appointed, and are given a job-related problem to solve or a job-related issue to discuss. |
Leaderless Group Discussions |
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- exercises that allow the applicant to demonstrate such attributes as creativity, decision making and ability to work with others. It is designed to simulate business and marketing activities that takes place in the organization. |
Business Games |
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SELECTION TECHNIQUES USING PRIOR EXPERIENCE |
Biodata |
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a method of selectioninvolving application blanks or questionnaires containing questions that research has shown will predict job performance. Each questions receives a weight that indicates how well it differentiates poor from good performers. |
Biodata |
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Advantages of Biodata: |
-Research has shown that they predict work behavior in many jobs, including sales, management, clerical, mental health counseling, fast-food work and supervising. -They have been able to predict criteria as varied as supervisor ratings, absenteeism, accidents, employee theft and tenure. -Biodata instruments result in higher organizational profit and growth -They are easy to use, quickly administered, inexpensive and not as subject to individual bias as interviews, references and resume evaluation. |
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SELECTION TECHNIQUES USING PERSONALITY, INTEREST AND CHARACTER |
Personality Inventory Interest Inventory Integrity Tests |
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– a psychological assessment designed to measure various aspects of an applicant personality Although there are hundreds of personality inventories that measure hundreds of traits, there is a general agreement that most personality traits can be placed into one of the five main personality dimensions |
Personality Inventory |
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five main personality dimensions |
Openness to Experience (bright, inquisitive) Conscientiousness (reliable, dependable) Extraversion (outgoing, friendly) Agreeableness (works well with others, team player) Neuroticism/ Emotional Stability (not anxious, tense) |
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Examples of common measures of normal personality used in employee selection include the: |
Hogan Personality Inventory the California Psychological Inventory the NEO-PI R and the 16PF. |
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– a psychological test designed to identify vocational areas in which an individual might be interested. |
Interest Inventory |
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the process of helping an individual choose and prepare for the most suitable career. |
Vocational Counseling |
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Popular interest inventories include the: |
Minnesota Vocational Interest Inventory the Occupational Preference Inventory the Kuder Occupational Interest Survey the Kuder Preference Record and the California Occupational Preference System |
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– also called an “honesty test”; a psychological test designed to predict an applicant’s tendency to steal. |
Integrity Tests |
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– an electronic test intended to determine honesty by measuring an individual’s physiological changes after being asked questions |
Polygraph |
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– An electronic test to determine honesty by measuring an individual‘s voice changes after being asked questions |
Voice stress analyzer |
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– a type of honesty test that asks questions about applicant’s attitude toward theft and their previous theft history. |
Overt integrity tests |
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– a type of honesty test that measures personality traits thought to be related to antisocial behavior. |
Personality-based integrity test |
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INTERNAL VS. EXTERNAL RECRUITMENT Advantages: Promoting from Within |
-Easier assessment of applicants since more information is available -Less costly and quicker to do -Promoted employee is already familiar with organization policies and culture -Signals to employees that career opportunities exists in the organization -Improve employee morale and organization loyalty -Less likely to make major changes and “upset the apple cart” |
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INTERNAL VS. EXTERNAL RECRUITMENT Advantages: Hiring Externally |
- Provides new ideas and fresh perspectives - May bring new insights from other industries - Initiate a turnaround - Hiring experienced employee can reduce training needed - Internal politics can be avoided - Bigger talent pool, more applicants |
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INTERNAL VS. EXTERNAL RECRUITMENT Disadvantages: Promoting from Within |
-Narrowing of thinking and stale ideas (inbreeding) -May not help turn company around -Training will be needed and learning curve will occur for the job duties -Internal Politics will occur -Affirmative action goals may be more difficult to achieve -Smaller talent pool/ fewer applicants |
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INTERNAL VS. EXTERNAL RECRUITMENT Disadvantages: Hiring Externally |
-Less information available on applicants -Search takes longer and costs more -Outsider takes time to become familiar with current systems and organization culture -Destroys incentive of present employees to strive for promotion -Can hurt employee morale and loyalty -Members may fight new ideas |
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Common Recruitment Methods |
Media Advertisement Employee Referral Direct Mail Job Fair Realistic Job Preview |
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– running ads in periodicals such as local newspapers or professional journals is a common method of recruiting employees |
Media Advertisement |
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Types of Media Advertisement: |
-Respond by calling ads -Apply in person ads -Send resume ads -Blind box ads |
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– a method of recruitment in which a current employee refers a friend or a family member for a job |
Employee Referral |
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– a method of recruitment in which an organization sends out mass mailings of information about job openings to potential applicants. |
Direct Mail |
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– a recruitment method in which several employers are available at one location so that many applicants can obtain information at one time. |
Job Fair |
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– A method of recruitment in which job applicants are told both the positive and negative aspects of a job. |
Realistic Job Preview |
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Evaluating Selection Techniques and Decisions Characteristics of Effective Selection Techniques |
1. Reliability 2. Validity 3. Cost efficiency |
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– extent to which a score from a selection measure is stable and free from error. |
Reliability |
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– designed to eliminate any effect that taking one form of the test first may have on scores on the second form |
Counter-balancing |
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– same or similar score - Should be given in short interval to avoid memorization of the test |
form stability |
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Reliability: |
A. taking the same test twice B. Alternate form reliability c. Internal reliability d. Score reliability |
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“temporal stability” duration: 3 days to 3 mos. |
A. taking the same test twice |
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– two forms of the same tests are administered. |
B. Alternate form reliability |
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– consistency with which an applicant responds to items measuring a similar dimension or construct “item stability” “item homogeneity” – do items measure the same things or different constructs |
c. Internal reliability |
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“interrater reliability” |
d. Score reliability |
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– degree to which inferences from scores on`tests or assessments are justified by the evidence |
Validity |
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– extent to which test items sample the content that they are supposed to measure |
a. Content validity |
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– extent to which a test score is related to some measure of job performance |
b. Criterion validity |
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– test given to employees who are on the job and correlated with current performance |
Concurrent validity design |
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- administered to job applicants then compared to future measure of job performance |
Predictive validity design |
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– extent to which a test found valid in one location is valid for the same job in a different location |
“validity generalization” |
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validity: |
A. Content Validity B. Criterion Validity C. Construct Validity D. Face Validity |
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MAKING THE HIRING DECISION |
1. Unadjusted Top-down selection 2. Rule of 3 (or 5) 3. Passing score 4. Banding |
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– applicants are rank ordered on the basis of their test scores |
1. Unadjusted Top-down selection |
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– relationship between a low score on one test can be compensated for by a high score on another |
Compensatory approach |
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– names of the top 3 scorers will be deliberated on based on the immediate needs of the employer |
2. Rule of 3 (or 5) |
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– organization determines the lowest score on a test that is associated with acceptable performance on the job |
3. Passing score |
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– hire top test scorers while allowing flexibility for affirmative action - is the point difference highly significant? |
4. Banding |
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Summary of applicant's professional and educational background. |
Resume |
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2 views of resume |
- history of your life - an advertisement of your skills |
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Characteristics of Resume (Rules) |
1. The resume must be attractive and easy to read 2. The resume cannot contain typing, spelling, grammatical, or factual mistakes 3. The resume should make the applicant look as qualified as possible |
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Types of Resume |
1. Chronological Resume 2. Functional Resume 3. Psychological Resume |
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- list previous jobs in order from the most to the least recent |
Chronological Resume |
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Organizes jobs based on the skills required to perform them rather than the order in which they were worked. |
Functional Resume |
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It contains the strength of both chronological and functional styles and is based on sound psychological theory and research. |
Psychological Resume |
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Preparing the reader for what is to come |
Priming |
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Early impressions are most important |
Primacy |
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The list should not be longer than 7 items |
Short term memory limits |
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Should be included as possible, as people pay attention to it than typical information |
Unussual information |
