Chapter 5 selection

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Chapter 5 selection

  1. 1. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 6, slide Chapter 5 Selection Md. Zahid Hossain Bhuiyan Lecturer in Management, IIUC-DC Published by Lecturesheet.iiuc28a9.com
  2. 2. Introduction <ul><ul><li>All selection activities, from the initial screening interview to the physical examination if required, exist for the purpose of making effective selection decisions. </li></ul></ul><ul><ul><li>Each activity is a step in the process that forms a predictive exercise – managerial decision makers seeking to predict which job applicants will be successful if hired. </li></ul></ul>Chapter 5, slide Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  3. 3. Introduction <ul><ul><li>For a sales position, for example, the criteria should be able to predict which applicants will generate a high volume of sales; for a teaching position as a university professor, they should predict which applicants will get high student evaluations or generate many high-quality publications or both. </li></ul></ul>Chapter 5, slide Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  4. 4. Definition of Selection <ul><ul><li>Selection is a process of measurement, decision making, and evaluation. </li></ul></ul><ul><ul><li>It is the process by which right persons at the right place at the right time can be recruited. </li></ul></ul><ul><ul><li>The goal of a personnel selection system is to bring into an organization the individuals who will perform well on the job. </li></ul></ul><ul><ul><li>A good selection system must also be fair to minorities and other protected classes. </li></ul></ul>Chapter 5, slide Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  5. 5. Criteria of a good Selection <ul><ul><li>To have an accurate and fair selection system- </li></ul></ul><ul><ul><li>-An organization must use reliable and valid measures of job applicant characteristics. </li></ul></ul><ul><ul><li>-A good selection system must include a means of combining information about applicant characteristics in a rational way and producing correct hire and no-hire decisions. </li></ul></ul><ul><ul><li>-A good personnel selection system should add to the overall effectiveness of the organization. </li></ul></ul>Chapter 5, slide Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  6. 6. Why Careful Selection is Important <ul><li>The importance of selecting the right employees- </li></ul><ul><ul><li>Organizational performance always depends in part on subordinates having the right skills and attributes. </li></ul></ul><ul><ul><li>Recruiting and hiring employees is costly. </li></ul></ul><ul><ul><li>The legal implications of incompetent hiring </li></ul></ul><ul><ul><ul><li>EEO (Equal Employment Opportunity) laws and court decisions related to nondiscriminatory selection procedures </li></ul></ul></ul><ul><ul><ul><li>The liability of negligent hiring of workers with questionable backgrounds </li></ul></ul></ul>Chapter 5, slide Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  7. 7. Basic Testing Concepts <ul><li>Reliability </li></ul><ul><ul><li>The consistency of scores obtained by the same person when retested with the identical or equivalent tests. </li></ul></ul><ul><ul><li>Are the test results stable over time? </li></ul></ul><ul><li>Test validity </li></ul><ul><ul><li>The accuracy with which a test, interview, and so on measures what it purports to measure or fulfills the function it was designed to fill. </li></ul></ul><ul><ul><li>Does the test actually measure what we need for it to measure? </li></ul></ul>Chapter 5, slide Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  8. 8. Sample Picture Card from Thematic Apperception Test Chapter 5, slide How do you interpret this picture? Source: Harvard University Press. Used with permission. Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  9. 9. Types of Validity Chapter 5, slide <ul><li>Criterion validity </li></ul><ul><ul><li>A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion). </li></ul></ul><ul><ul><ul><li>-Are test scores in this class related to students’ knowledge of human resource management? </li></ul></ul></ul><ul><li>Content validity </li></ul><ul><ul><li>A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question. </li></ul></ul><ul><ul><ul><li>- Do the test questions in this course relate to human resource management topics? </li></ul></ul></ul><ul><ul><ul><li>-Is taking an HR course the same as doing HR? </li></ul></ul></ul>Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  10. 10. Equal Employment Opportunity (EEO) Aspects of Testing Chapter 5, slide <ul><li>A organization must be able to prove: </li></ul><ul><ul><li>-That its tests are related to success or failure on the job (validity) </li></ul></ul><ul><ul><li>-That its tests don’t unfairly discriminate against minority or nonminority subgroups (disparate impact). </li></ul></ul><ul><li>EEO guidelines and laws apply to all selection devices, including interviews, applications, and references. </li></ul>Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  11. 11. Equal Employment Opportunity (EEO) Aspects of Testing ( Cont.) Chapter 5, slide <ul><li>Testing alternatives if a selection device has disparate impact: </li></ul><ul><ul><li>- Institute a different, valid selection procedure that does not have an adverse impact. </li></ul></ul><ul><ul><li>-Show that the test is valid—in other words, that it is a valid predictor of performance on the job. </li></ul></ul><ul><ul><li>-Monitor the selection test to see if it has disparate impact. </li></ul></ul>Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  12. 12. Process of selection Chapter 5, slide <ul><li>Selection activities typically follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. </li></ul><ul><li>The selection process typically consists of eight steps: </li></ul><ul><li>-Initial screening interview </li></ul><ul><li>-Completing the application form </li></ul><ul><li>-Employment tests </li></ul><ul><li>-Comprehensive interview </li></ul><ul><li>-Background investigation </li></ul><ul><li>-A conditional job offer </li></ul><ul><li>-Medical or physical examination, and </li></ul><ul><li>-The permanent job offer </li></ul>Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  13. 13. The Selection Process Chapter 5, slide initial screening completed application employment test comprehensive interview conditional job offer medical/physical examination (conditional job offer made) permanent job offer reject applicant background examination if required Passed Passed Able to perform essential elements of the job Passed Passed Passed Problems encountered Failed to impress interviewer and/or meet job expectations Failed test Failed to complete application or failed job specifications Failed to meet minimum qualifications Unfit to do essential elements of job The selection process typically consists of eight steps. Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  14. 14. The Selection Process <ul><ul><li>weeding out of applicants who don’t meet general job requirements </li></ul></ul><ul><ul><li>screening interviews help candidates decide if position is suitable </li></ul></ul>Chapter 5, slide Initial screening interview <ul><ul><li>Job description information is shared </li></ul></ul><ul><ul><li>along with a salary range. </li></ul></ul>Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  15. 15. The Selection Process <ul><ul><li>Based on the job description and job specification, some of these respondents can be eliminated. </li></ul></ul><ul><ul><li>screening interviews help candidates decide if position is suitable </li></ul></ul>Chapter 5, slide Initial screening interview <ul><ul><li>Preliminary review of potentially acceptable candidates, there are two-step procedure: </li></ul></ul><ul><ul><li>the screening of inquiries and </li></ul></ul><ul><ul><li>(2) the provision of screening interviews. </li></ul></ul>Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  16. 16. The Selection Process Chapter 5, slide completing the application <ul><ul><li>Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments. </li></ul></ul><ul><ul><ul><li>Legal considerations </li></ul></ul></ul><ul><ul><ul><ul><li>1. omit items that are not job-related; e.g., sex, religion </li></ul></ul></ul></ul><ul><ul><ul><ul><li>2. includes statement giving employer the right to </li></ul></ul></ul></ul><ul><ul><ul><ul><li>dismiss an employee for falsifying information </li></ul></ul></ul></ul><ul><ul><ul><ul><li>3. asks for permission to check work references </li></ul></ul></ul></ul><ul><ul><ul><ul><li>4. typically includes “employment-at-will” statement </li></ul></ul></ul></ul>Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  17. 17. The Selection Process <ul><li>Weighted application forms </li></ul><ul><ul><li>individual pieces of information are validated against performance and turnover measures and given appropriate weights </li></ul></ul><ul><ul><li>data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job </li></ul></ul>Chapter 5, slide completing the application Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  18. 18. The Selection Process <ul><ul><li>information collected on application forms can be highly predictive of successful job performance </li></ul></ul><ul><ul><li>forms must be validated and continuously reviewed and updated </li></ul></ul><ul><ul><li>data should be verified through background investigations </li></ul></ul>Chapter 5, slide completing the application Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  19. 19. The Selection Process <ul><ul><li>performance simulation tests require applicants to engage in job behaviors necessary for doing the job successfully </li></ul></ul><ul><ul><li>work sampling uses job analysis to develop a miniature replica of the job so the applicant can demonstrate his/her skills </li></ul></ul><ul><ul><li>assessment centers give tests and exercises, (individual and group), to assess managerial potential or other complex skills </li></ul></ul><ul><ul><li>Selection practices must be adapted to cultures </li></ul></ul><ul><ul><li>and regulations of the host country. </li></ul></ul>Chapter 5, slide pre-employment testing Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  20. 20. The Selection Process <ul><ul><li>assesses motivation, values, ability to work under pressure, attitude, ability to fit in </li></ul></ul><ul><ul><li>can be traditional, panel, or situational </li></ul></ul><ul><ul><li>especially useful for high-turnover jobs and less routine ones </li></ul></ul>Chapter 5, slide comprehensive interviews Video: Justin Menkes, Interviewing for Executive Intelligence The interview is only as effective as those conducting it. Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  21. 21. The Selection Process <ul><ul><li>impression management , (applicant’s desire to project the “right” image), may skew interview results </li></ul></ul><ul><ul><li>interviewers have short and inaccurate memories: note-taking and videotaping may help </li></ul></ul><ul><ul><li>behavioral interviews are much more effective at predicting job performance than traditional interviews </li></ul></ul><ul><ul><li>realistic job previews (brochures, videos, plant tours, work sampling) help reduce turnover rates </li></ul></ul>Chapter 5, slide comprehensive interviews Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  22. 22. The Selection Process <ul><li>HR manager makes an offer of employment, contingent on successful completion of background check, physical/medical exam, drug test, etc. </li></ul><ul><li>may use only job-related information to make a hiring decision </li></ul>Chapter 5, slide conditional job offer Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  23. 23. The Selection Process <ul><li>Verifies information from the application form. </li></ul>Chapter 5, slide background investigation Online searches can yield too much information on applicants. See http://www.privacyrights.org/fs/fs16-bck.htm for an analysis of online background checks as they pertain to employer/employee rights. <ul><li>references </li></ul><ul><li>former employers </li></ul><ul><li>education </li></ul><ul><li>legal status to work in U.S. </li></ul><ul><li>credit references </li></ul><ul><li>criminal records </li></ul>Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  24. 24. The Selection Process <ul><li>qualified privilege : employers may discuss employees with prospective employers without fear of reprisal as long as the discussion is about job-related, documented facts </li></ul><ul><li>one-third of all applicants exaggerate their backgrounds or experiences </li></ul><ul><li>a good predictor of future behavior is an individual’s past behavior </li></ul>Chapter 5, slide Companies can be held liable for failure to properly hire. background investigation Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  25. 25. The Selection Process <ul><li>used only to determine if the individual can comply with essential functions of the job </li></ul><ul><li>Americans with Disabilities Act requires that exams be given only after conditional job offer is made </li></ul><ul><li>drug tests can be given at this time </li></ul>Chapter 5, slide medical investigation Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  26. 26. The Selection Process <ul><li>actual hiring decision generally made by the department manager, not HR manager </li></ul><ul><li>candidates not hired deserve the courtesy of prompt notification </li></ul>Chapter 5, slide job offer Resources for Job Seekers: Evaluating Companies Dun & Bradstreet’s Million Dollar Directory Standard and Poor’s Register of Corporations Mergent’s Industrial Review (formerly Moody’s Industrial Manual) Thomas Register of American Manufacturers Ward’s Business Directory From: http://www.bls.gov/oco/oco20046.htm Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  27. 27. The Selection Process <ul><li>Comprehensive selection puts applicants through all the steps in the selection process before making a decision. </li></ul><ul><li>assesses both strengths and weaknesses, and is considered more realistic </li></ul><ul><li>must measure factors related to the job only </li></ul>Chapter 5, slide The Comprehensive Approach Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  28. 28. The Selection Process <ul><li>Now It’s Up to the Candidate </li></ul><ul><li>most people want jobs compatible with their personality </li></ul><ul><li>applicants who are not hired this time will still form an impression about the company </li></ul><ul><li>management should assure the selection process leaves them with a favorable impression of the company </li></ul>Chapter 5, slide Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  29. 29. Excelling at the Interview Chapter 5, slide Suggestions for making your interviews as an applicant successful: <ul><ul><li>1. do some homework on the company </li></ul></ul><ul><ul><li>2. get a good night’s rest the night before </li></ul></ul><ul><ul><li>3. dress appropriately </li></ul></ul><ul><ul><li>4. arrive for the interview a few minutes early </li></ul></ul><ul><ul><li>5. use a firm handshake </li></ul></ul><ul><ul><li>6. maintain good eye contact </li></ul></ul><ul><ul><li>7. take the opportunity to have practice interviews </li></ul></ul><ul><ul><li>8. thank the interviewer in person, and send a thank-you note </li></ul></ul>Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC
  30. 30. <ul><li>Thank You Very Much </li></ul>Chapter 5, slide Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC

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