Background personal information and social circumstances
Necessary education or experience
Job and professional competencies and interests
Previous work record or career history
Previous progress and growth
Reasons for applying
A initial screening tool to predict future performance
Weighted application blank more effective predictor
Choice of Selection Methods
In choosing the right selection methods, several technical factors need to be considered like predictors and criteria to use.
Usefulness of methods used depends on their reliability and validity.
Test validity checks whether or not a test measures what it is supposed to measure.
Does the test actually measure what we need for it to measure?
2 main ways to demonstrate test’s validity:
1. Criterion validity : positive correlations between predictor (test scores) and criterion (performance)
2. Content : identify task & behavior critical to performance and select a sample of the tasks and bahavior to be tested. If content of test correlates highly with job content then the test is content valid.
Test reliability tests consistency or accuracy of scores obtained by the same person when retested with the same or equivalent methods.
Are the test results stable over time?
Causes of test unreliability
Focus of test
Errors on testing
Validation of Selection Methods Job Analysis Identification of Predictors Identification of Criteria Measurement of Predictors Measurement of Criteria +VE Correlation Validated Continue, Review -VE Correlation Invalidated Change Predictors Correlation of Scores
Effectiveness of Selection Predictors Predictor Validity Cost Legality Reaction Application blank Low Low ? Neutral Weighted application High High High Neutral Recommendation letters Low Low ? Positive Cognitive ability tests High Low Low Negative Job knowledge tests High High High Positive Work sample tests High High High Positive Assessment centers High High High Positive Interviews (unstructured) Low Low Low Negative Interviews (situational) High High High Positive
Single predictor approach
Using one piece of information
Multiple predictor approach
More than one methods being used
Multiple hurdle/ discrete
Screening of candidates at each step
Useful: large number and long selection process
Selection based on aggregate performance on selection tests
Useful: small number and few tests
Combination of both
Socializing New Employees
A process of facilitating adaptation and adjustment to new environment for new organizational members
Influences performance and stability
New employees suffer from anxiety
Takes place anyway
Planned approach leads to adoption of desirable behaviors
Socializing New Employees Pre-arrival Expectations Attitudes Perceptions Encounter If similar, reaffirmation If not, socialization to detach from past Total disillusionment - resignation Metamorphosis Outcomes Productivity Commitment Turnover
Socializing New Employees
Formal or informal
Individual or collective
Fixed or variable time
Serial (predecessor available for guidance) or disjuncture (no predecessor)
Investiture (confirm the incoming identity) or divestiture (dismantle)
A major socialization process
Expands on the information provided during recruitment and selection