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69 Cards in this Set
- Front
- Back
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Selection Techniques using Applicant Ability |
1. Cognitive Ability 2.Cognitive Ability test 3. wonderlic personnel test 4. Perceptual Ability 5. Psychomotor Ability 6. 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 test |
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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 can be measured in one of two ways: Job stimulation and agility test |
Physical Ability test |
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Selection Techniques using Applicant Skill |
1. Work samples 2. 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 used in assessment center method |
1. Simulation 2. In-basket technique 3. Leaderless Group discussion 4. 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 in job-related behaviors and should be reasonably realistic. |
Simulation |
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An exercise designed to simulate the types of information that daily come across a manager 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 paperwork as if he 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 discussion |
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Exercise 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 |
1. Biodata |
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A method of selection involving application blanks or questionnaires containing questions that research has shown will predict job performance. Each question receives a weight that indicates how well it differentiates poor from good performers. |
Biodata |
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Advantages of Biodata |
1. Research has shown that they predict work behavior in many jobs, including sales, Management, clerical, mental health counseling, fast-food work and supervising 2. They have been able to predict criteria as varied as supervisor ratings, absenteeism, accidents, employee theft and tenure. 3. Bio-data instruments result in higher organizational profit and growth. 4. 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 |
1. Personality inventory 2. Interest inventory 3. Vocational counseling 4. Integrity test |
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Types of integrity test |
1. Polygraph 2. Voice stress analyzer 3. Overt integrity tests 4. Personality-based integrity test |
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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 Dimension |
1. Openness to Experience (bright, inquisitive) 2. Conscientiousness (reliable, dependable) 3. Extraversion (outgoing, friendly) 4. Agreeableness (works well with others, team player) 5. Neuroticism/ Emotional Stability (not anxious, tense) |
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Examples of Common measure of normal personality used in employee selection |
1. Hogan Personality Inventory 2. California Psychological Inventory 3. NEO-PI R 4. 16PF |
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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: |
1. Minnesota Vocational Interest Inventory 2. Kuder Occupational Preference Inventory 3. Kuder Occupational Interest Survey 4. Kuder Preference Record 5. 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 test |
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An electronic test intended to determine honesty by measuring an individual's psychological 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 measured personality traits thought to be related to antisocial behavior |
Personality-based integrity test |
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Advantages of internal recruitment (promoting from within) |
1. Easier assessment of applicants since more information is available 2. Less costly and quicker to do. 3. Less likely to make major changes and "upset the apple cart" 4. Improve employee morale and organization loyalty 5. Promoted employee is already familiar with organization policies and culture 6. Signal to employees that career opportunities exists in the organization. |
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Disadvantages of internal recruitment ( promoting from within) |
1. Narrowing of thinking and stale ideas (inbreeding) 2. Training will be needed and learning curve will occur for the job duties 3. Affirmative action goals may be more difficult to achieve 4. May not help turn company around 5. Internal Politics will occur 6. Smaller talent pool/fewer applicants |
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Advantages of External Recruitment (hiring externally) |
1. Hiring experienced employee can reduce training 2. Initiate a turn around 3. May bring new insights from other industries 4. Bigger talent pool, more applicants 5. Internal Politics can be avoided 6. Provides new ideas and fresh perspectives |
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Disadvantages of external recruitment (hiring externally) |
1. Members may fight new ideas 2. Can hurt employee morale and loyalty 3. Search takes longer and cost more 4. Outsider takes time to become familiar with current systems and organization culture 5. Less information available on applicants 6. Destroys incentive of present employees to strive for promotion |
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Common recruitment methods |
1. Media advertisement 2. Employee referral 3. Direct mail 4. Job fair 5. Realistic job preview |
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Running ads in periodicals such a local newspapers or professional journal is a common method of recruiting employees |
Media advertisement |
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Types of Media Advertisement |
1. Respond by calling ads 2. Apply in person ads 3. Send resume ads 4. 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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Method of recruitment in which an organization sends out mass mailing 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 a. Taking the same test twice b. Alternate form reliability c. Internal reliability d. Score reliability 2. Validity a. Content validity b. Criterion validity c. Construct Validity d. Face 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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Temporal stability Duration: 3 days to 3mons |
Taking the same test twice |
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Two forms of the same test are administered (counter-balancing, "form stability") |
Alternate form 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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Consistency with which an applicant responds to items measuring a similar dimension it construct |
Internal reliability |
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Internal reliability |
1. Item stability 2. Item homogeneity (do items measure the same things or different constructs) |
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Interrater reliability |
Score reliability |
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Degree to which interferences from scores on tests or assessments are justified by the evidence |
Validity |
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Extent to which a test items sample the content that they are supposed to measure |
Content validity |
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Extent to which a test score is related to some measure of job performance |
Criterion validity |
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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 its sample the content that they are supposed to measure |
Content validity |
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Extent to which a test score is related to some measure of job performance |
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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Extent to which a test actually measure the construct purports to measure |
Construct validity |
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Extent to which a test appears to be job related |
Face validity |
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Extent to which a test appears to be job related |
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 score |
Unadjusted top-down selection |
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Relationship between a low score on one test can be compensated for by a high score in another |
Compensatory approach |
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Names of the 3 scorer will be deliberated on based on the immediate needs of the employer |
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 |
Passing score |
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Hire top test scores while allowing flexibility for affirmative action- is the point difference highly significant? |
Banding |
