Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Dessler samer inppt06 (1)

1,069 views

Published on

human resource management
ch 6
dessler

Published in: Business
  • Be the first to comment

  • Be the first to like this

Dessler samer inppt06 (1)

  1. 1. Employee Testing 6 and SelectionCopyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-1
  2. 2. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-2
  3. 3. Selection MethodsTestingBackground Investigation + Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall (#)-33
  4. 4. Why Careful Selection is Important• Performance• Cost• Legal obligations(EEO, negligent hiring, defamation)• Person and job/organization fit Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-4
  5. 5. Basic Testing Concepts• Reliability(consistent score) o retest estimation o Equivalent form estimation(experts) o Internal comparison estimate(test item)• Validity o Criterion validity o Content validity o Construct validityCopyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-5
  6. 6. Evidence-Based HR: How to Validate a Test• Analyze(predictors &criteria)• Choose• Administer(concurrent &predictive )• Relate• Cross-validateCopyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-6
  7. 7. ScoringCopyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-7
  8. 8. Individual Right and Test Security •Confidentiality •Use of results •Scoring by qualified people •Fairness •PrivacyCopyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-8
  9. 9. Evidence-Based HR: Test Validation Other Issues• Rights and security• Privacy• Tests at work• Computerized, onlin e testingCopyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-9
  10. 10. Types of Tests• Cognitive abilities Intelligence tests Specific cognitive abilities• Motor & physical abilities• Measuring personality• Interest inventories• Achievement testsCopyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-10
  11. 11. Test of cognitive abilitiesIntelligence tests (IQ)tests of general intellectual abilities. Theymeasure a range of abilities, includingmemory, vocabulary, verbal fluency, andnumerical abilityIQ often measured with individualadministered tests like Stanford- binet test
  12. 12. Test of cognitive abilitiesSpecific cognitive abilitiesalso measures of specific cognitiveabilities, such as deductivereasoning, verbalcomprehension, memory, and numericalability.Psychologists often call aptitude tests, since they purport measure aptitude forthe job in question
  13. 13. FIGURE 6–5 Type of Question Applicant Might Expect on a Test of Mechanical Comprehension Copyright © 2011 Pearson6–13 Education, Inc. publishing as Prentice Hall
  14. 14. Tests of motor and physical abilities•You also might need to measure motorabilities, such as finger dexterity, manualdexterity, and (if hiring pilots) reaction time.•Tests of physical abilities required ,includestatic strength (such as lifting weights)Dynamic strength (like pull- ups)Body coordination(as in jumping rope)Stamina
  15. 15. Measuring personality and interests•Personality tests measure basic aspects ofan applicant’s personality, such asintroversion, stability, and motivation.Some of these tests are projective. Thepsychologist presents an ambiguousstimulus (like an inkblot or clouded picture)to the person. The person then reacts to it.Other personality tests are self-reported:applicants complete them themselves
  16. 16. What do personality tests measure?• The “Big Five”• Predicting performance• CaveatsCopyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-16
  17. 17. The “Big Five” Extraversion Emotional stability/ Conscientiousness Neuroticism Openness to Agreeableness experience Copyright © 2011 Pearson6–17 Education, Inc. publishing as Prentice Hall
  18. 18. The „„Big Fine‟‟Extraversion: tendency to besociable, assertive, active, and to experiencepositive effect, such as energy and zealNeuroticism: tendency to exhibit pooradjustment and experience negative effect, suchas anxiety, insecurity, and hostility.Openness to experience: the disposition to beimagination, nonconforming, unconventional, and autonomous.Agreeableness : tendency to betrusting, compliant, caring, and gentle.Conscientiousness: comprised of two relatedfacts: achievement and dependability
  19. 19. Predicting performancePersonality traits can be predictivesince they do often correlate with jobperformance.Other traits correlate with occupationalsuccess. For example, extraversion correlateswith success in sales and managementjobs.
  20. 20. Caveatsthere are three caveats:First, projective tests are hard to interpret.An expert must analyze the test taker’sinterpretations and make conclusionsabout his or her personality. Second, personality tests can trigger legalchallenges. Third, some dispute that self-reportedpersonality tests predict performance at all.
  21. 21. Interest inventoriesInterest inventories compare one’sinterests with those of people in variousoccupationsInterest inventories have many uses ,theyare irreplaceable in career planning, sinceperson will likely do better in job thatinvolve activates in which he or sheinterested
  22. 22. Achievement testsachievement tests measure whatsomeone has learned.They measure your (jobknowledge) in areas likeeconomics, marketing .They are popular at work
  23. 23. Examples of work sample/simulation testsCopyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-23
  24. 24. Work samples and simulationswork samples : examinees are presented withsituations representative of the job for whichthey’re applying, and are evaluated on theirresponses.Work sample technique: predict jobperformance by requiring job candidates toperform one or more sample job tasksAdvantage:1. Measure actual job tasks2. Content3. Dose not delveinto the applicant personality4. Designed properly
  25. 25. Work samples and simulations•Basic procedureselect a sample of several tasks crucial toperforming the job, and then testapplicants on them•Situational judgment testspersonnel tests “…designed to assess anapplicant’s judgment regarding a situationencountered in the workplace.” they areeffective and widely used.
  26. 26. Work samples and simulations•Management assessment centersis a 2- to 3-day simulation in which 10 to 12candidates perform realistic managementtasks such as making presentations.Typical simulated tasks include:1. The in-basket2. Leaderless group discussion3. Management game4. Individual presentation5. Objective tests6. The interview
  27. 27. Work samples and simulations•Situational testingrequire examinees to respond tosituations representative of the job.•video-based testingPresent the candidate with severalonline or pc- based video situation eachfollowed by one or more multiple –choice question
  28. 28. Work samples and simulations•Computerized multimedia assessmentEmployers increasingly use computerizedmultimedia candidate assessment tools.allows speed and flexibility in the testingprocess•Miniature job training and evaluationTraining candidates to perform several ofjob tasks , then evaluating candidatesperformance prior to hire
  29. 29. Work samples and simulations•Realistic job previewspresent the candidate with detailed and highly realisticinformation about the job and the environment.•Testing techniques for managersYou may find that, even in large companies, when itcomes to screening employees, you’re on your own.The human resource department may work with youto design and administer screening tests.However, HR may be able to do little more than therecruiting, prescreening, background checks, andarrange for drug and physical exams.
  30. 30. TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria Costs (Develop/ Assessment Method Validity Adverse Impact Administer) Applicant Reactions Cognitive ability tests High High (against minorities) Low/low Somewhat favorable Job knowledge test High High (against minorities) Low/low More favorable Personality tests Low to Low Low/low Less favorable moderate Biographical data inventories Moderate Low to high for different High/low Less favorable types Integrity tests Moderate to Low Low/low Less favorable high Structured interviews High Low High/high More favorable Physical fitness tests Moderate to High (against females and High/high More favorable high older workers) Situational judgment tests Moderate Moderate (against High/low More favorable minorities) Work samples High Low High/high More favorable Assessment centers Moderate to Low to moderate, High/high More favorable high depending on exercise Physical ability tests Moderate to High (against females and High/high More favorable high older workers) Note: There was limited research evidence available on applicant reactions to situational judgment tests and physical ability tests. However, because these tests tend to appear very relevant to the job, it is likely that applicant reactions to them would be favorable. Copyright © 2011 Pearson6–30 Education, Inc. publishing as Prentice Hall
  31. 31. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-31
  32. 32. Selection Methods TestingBackground Investigation + Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening
  33. 33. Background InvestigationsAims to: 1) Verify applicant‟s Info. 2) Uncovered damaging Info.. 3) avoid hiring mistakes 4) cost effectiveKind of info.: Date of prior employment. country criminal record education . Credit record ……How deep should be: Depend on position to fill &periodically credit check.How useful : Its not so useful most manger view
  34. 34. Why backgroundInvestigation is not useful •To give employee anther chance1 •To get rid off employee2 Defamation •Legal concerns Privacy3
  35. 35. Defamation Vs Privacy Defamation Privacy• False Info. • True Info.• Harm the reputation • Embarrassing• Preventing others • Embarrass to deal from dealing with with others
  36. 36. How to Avoid legal Dangers• Only authorized manager provide info.• Do not volunteer info.• Avoid vague statement• Do not answer trap questions• Establish policies for providing info. Not disclosing relevant info. Can be dangerous
  37. 37. Ways of checking candidate‟s background
  38. 38. How to Make Background Check More Valuable• Explicit authorization background check statement.• Rely on telephone references.• Persistence and attentiveness to red flags improves results.• Compare the application to resume• Ask open ended question(info. Going to use, arrest info is highly suspect, specific, job related, confidential) .• Use reference to reach other references
  39. 39. Selection Methods TestingBackground Investigation+Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening
  40. 40. Pre-employment Information service Use with CautionComplying with EEO law State & federal law How to avoid that • Disclosure and authorization • Certification • Providing copies of reports • Notice after action.
  41. 41. Selection Methods TestingBackground Investigation+Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening
  42. 42. The Polygraph Government Private• National defense • Security person• Nuclear power • Person access to• Access to highly drugs classified info. • Economic loss• FBI investigation ( standers)
  43. 43. Economic loss investigation ( standers) • Show that suffered an economic loss • Show that the employ had access to property • Have reasonable suspicion • Give employee details of investigation before test
  44. 44. Honesty Testing• Ask blunt question• Listen rather than talk• Do a credit check• Check all employment and personal reference• Use paper and pencil test• Test of drugs• Establish search policy Invasion of privacy
  45. 45. Selection Methods TestingBackground Investigation & Reference CheckPre-employment InformationHonesty TestingGraphology & Physical ExamsSubstance Abuse Screening
  46. 46. GraphologyRefers to the use of handwriting analysis to determine the writer’s basic personality traits
  47. 47. Physical Exams• Meet the position’s physical requirements• Discover any medical limitation• Establish a baseline for insurance• Reduce absenteeism• Detect communicable diseases
  48. 48. Selection Methods TestingBackground Investigation & Reference CheckPre-employment InformationHonesty TestingGraphology & Physical ExamsSubstance Abuse Screening
  49. 49. Substance Abuse Screening• Test before hire• Test after hire What to do if an employee test positive ?•Do not hire and tell why•Law with employer in sensitive jobs
  50. 50. Complying With Immigration Law• Show a document that prove the personal ID and employment eligibility• Show a document that prove the personal , along with a second document showing the person’s employment eligibility, such as work permit
  51. 51. How to protect yourself from immigration lows• Use E-Verify• Systematic background checks• Pre employment screening( drug, criminal, references)• Verify social security number• Verify all applicant documents not only suspicious

×