4. Why Careful Selection is Important
為何謹慎甄選如此重要 p.202
Organizational
performance
組織績效
Costs of recruiting and
hiring
招募雇用成本
The Importance of Selecting the
Right Employees
Legal obligations
and liability
法律義務和責任
Negligent Hiring
雇用疏忽
5. Person and Job/Organization Fit
個人工作/組織契合度 p.202
• A candidate might be “right” for a job, but wrong for the
organization.
• Person-job fit is usually the main consideration in selection,
employers should care about person-organization
fit as well.
6. Basic Testing Concepts
基本的測驗概念 p.203
• Reliability 信度
• Is a test’s first requirement and refers to its consistency(一致性).
Test-retest
reliability estimates
重測信度估量
Equivalent or
alternate form
estimates
複本或替代估量
Ways to Measure
Reliability
Internal
comparison
estimate
內部比較估量
7. Basic Testing Concepts
基本的測驗概念 p.204-205
• Validity 效度
• Indicates whether the test is measuring what it is supposed to
be measuring.
• It’s more difficult to prove that the tests are measuring what
they are said to measure, in other words, that are valid.
Criterion validity
準則效度
Content validity
內容效度
Types of
Test Validity
Construct validity
建構效度
9. Evidence-Based HR: How to Validate a Test
事證基礎的人資：如何實證測驗的效度 p.206
1
Relate Your Test Scores and Criteria找出測驗成績與準則
之間的關係: scores versus actual performance 成績與績效
Choose the Tests選擇測驗: test battery綜合測驗
Steps in Test Validation
Analyze the Job分析工作: predictors預測因子 and criteria準則
Administer the Test舉行測驗: concurrent同時效度 or predictive
預測效度 validation
2
3
4
Cross-Validate and Revalidate交叉驗證與再驗證: repeat
Steps 3 and 4 with a different sample
5
10. FIGURE 6–4 Expectancy Chart p.208
Note: This expectancy chart shows the
relation between scores made on the
Minnesota Paper Form Board and rated
success of junior draftspersons.
Example: Those who score between 37
and 44 have a 55% chance of being
rated above average and those scoring
between 57 and 64 have a 97% chance.
11. Who scores the test? p.208
• Bias 偏誤
There may be bias in how the test measures the trait it purports
to measure.
The predictions one makes based on the test may be biased.
• Utility Analysis 效用分析
• Using dollar and cents terms, [utility analysis] shows the
degree to which use of a selection measure improves the
quality of individuals selected over what would have happened
if the measure had not been used.
12. Validity Generalization 效度推論 p.209
• The degree to which evidence of a measure’s validity obtained
in one situation can be generalized to another situation without
further study.
• Under the Uniform Guidelines, the employer should also find
an equally valid but less adversely impacting alternative.
13. Test Takers’ Individual Rights and Test
Security 受測者的權利與測驗的安全性 p.209
• Under the APA’s standard for educational and
psychological tests, test takers have the following rights:
The right to the confidentiality of test results.
The right to informed consent regarding use of these results.
The right to expect that only people qualified to interpret the scores
will have access to them, or that sufficient information will
accompany the scores to ensure their appropriate interpretation.
The right to expect the test is fair to all. For example, no one taking
it should have prior access to the questions or answers.
14. Legal Privacy Issues 法律隱私問題 p.209
• Common sense suggests that managers should keep their
knowledge of employees’ test results private.
• Avoiding Employee Defamation Suits
1. Make sure you understand the need to keep employees’
information confidential.
2. Adopt a “need to know” policy. Sometimes supervisor may not
“need to know”.
15. How Do Employers Use Tests at Work?
雇主如何在工作中進行測驗 p.210
• In general, as work demands increase (in terms of skill
requirements, training, and pay), employers tend to rely more
on testing in the selection process.
• Employers don’t use tests just to find good employees, but
also to screen out bad ones.
16. Computerized and Online Testing
電腦化與線上測驗 p.211
• Computerized and/or online Testing is increasingly replacing
conventional paper-and-pencil test. Such tests are also
becoming more sophisticated.
18. Types of Tests
測驗類型 P.212
Cognitive
abilities
認知能力測試
Motor and
physical abilities
操作與體能測驗
Personality
and interests
人格與興趣衡量
What Different Tests Measure
測驗方法
Current
achievement
成就測驗
19. IQ tests are test of
general intellectual
abilities. They
measure not a
single trait but
rather a range of
abilities, including
memory,
vocabulary, verbal
fluency, and
numerical ability.
Intelligence
test
Specific
cognitive
abilities
Test of cognitive Abilities
認知能力測試 P.212-213
Measures of
specific metal
abilities, such as
deductive reasoning,
verbal
comprehension,
memory, and
numerical ability.
( aptitude tests)
20. FIGURE 6–6 Type of Question Applicant Might Expect
on a Test of Mechanical Comprehension
哪個齒輪會跟driver轉同
一個方向?
P.213
21. Such as finger
dexterity, manual
dexterity, and (if
hiring pilots)
reaction time.
Motor
abilities
Physical
Abilities
Test of Motor and Physical Abilities
操作與體能測驗 P.213
Include static
strength ( such as
lifting weights),
dynamic strength
( like pull- ups),
body
coordination( as in
jumping rope) and
stamina.
23. The “Big Five” P.215
Extraversion
外向
Emotional
stability/
Neuroticism
情緒穩定性
Agreeableness
親切
Openness to
experience
開放的心胸
Conscientiousness
勤奮
24. Do personality tests predict performance ？
人格測驗可以預測績效嗎 P215
In fact, personality traits do often correlate
with job performance
Other traits correlate with occupational
success
25. first
• Projective
tests are
hard to
interpret.
second
• Personality
tests can
trigger
legal
challenges
third
• Some
dispute that
self- report
personality
tests
predict
performanc
e at all
!
CAVEATS P.213
注意
26. What
someone has
learned
You take in
school
“job
knowledge”
like
economics,
marketing, or
HR
Also popular
at work
Achievement Tests
成就測驗 P216
27. Work Samples and Simulations
工作抽樣與模擬 P.216
Work
samples
工作抽樣
Measuring Work Performance
Directly
工作績效的直接評量
Miniature job
training and
evaluation
小型的工作訓練
與評鑒
Situational testing Video-
Based Situational Testing
情境測試&影視
模擬測驗
Situational
Judgment
Tests
情境判斷
測驗
Management
assessment
centers
管理評鑑
中心
28. FIGURE 6–8 Example of a Work Sampling Question
工作抽樣問題的範例 P.216
Checks key before installing against:
安裝前檢查關鍵事項
___ shaft軸心 score 3
___ pulley滑輪 score 2
___ neither都沒檢查 score 1
Note: This is one step in installing pulleys
and belts.
此為裝置滑輪與皮帶的一個步驟
29. Situational Judgment Tests
情境判斷測驗 P217
Situational Judgment Tests are
personnel tests “ designed to assess an
applicant’s judgment regarding a situation
encountered in the workplace”.
Situational judgmnet tests are effective
and widely used
30. Management assessment centers
管理評鑑中心 P217
The in-basket
公文藍演練
Leaderless group
discussion
沒有領導者的小組
討論
Management games
管理競賽
Individual
presentations
個人的口頭報告
Objective tests
客觀的測驗
The interview
面談
31. Situational testing Video-Based Situational Testing
情境測試 &影視模擬測驗 P218
• Require examinees to
respond to situations
representative of the job.
• Work sampling and some
assessment center tasks
fall in this category.
Situational
tests
• Presents the
candidate with
several online or PC-
Based video
situations, each
followed by one or
more multiple- choice
questions.
Video-Based
simulation
32. Miniature job training and evaluation
小型的工作訓練與評鑒 P219
Miniature job training and evaluation means
training candidates to perform several of the job’s
task, and then evaluating the candidates’
performance prior to hire.
Like work sampling , miniature job training and
evaluation tests applicants with actual samples of
the job, so it’s inherently content relevant and valid
The big problem is the expense involved in the
instruction and training.(個別教學與訓練的費用）
33. • 實際工作預告
• Sometimes, a
dose of realism
makes the best
screening tool
Realistic Job
Preview
•針對管理人員的
測驗技術
• even in large
companies, when it
comes to screening
employees, you’re
on your own
HR in
Practice
34. TABLE 6–1 Evaluation of Selection Assessment Methods
各種測驗的評估 P.220
Assessment Method
評鑑方法
Validity
有效性
Adverse Impact
不利衝擊
Costs (Develop發展
/Administer執行)
Cognitive ability tests
認知能力測驗
High High (against minorities對弱勢不利) Low/low
Job knowledge test
工作知識測驗
High High (against minorities對弱勢不利) Low/low
Personality tests
人格測驗
Low to
moderate
Low Low/low
Integrity tests
誠實測驗
Moderate to
high
Low Low/low
Stuctured interviews
結構性訪問
High Low High/high
Situational judgment tests
情境判斷測驗
Moderate Moderate (against minorities對弱勢不利) High/low
Work samples
工作抽樣
High Low High/high
Assessment centers
評鑑中心
Moderate to
high
Low to moderate, depending on exercise
（根據任務不同）
High/high
Physical ability tests
體能測試
Moderate to
high
High (against females and older workers) High/high
37. 1.Why Perform Background Investigations
and Reference Checks?
為什麼要進行背景調查與資歷驗證? (p.220)
• Investigations and Checks
Reference checks 資歷驗證 87%
Background employment checks 背景調查 69%
Criminal records 犯罪紀錄 61%
Driving records 駕駛紀錄 56%
Credit checks 信用狀況 35%
• Why check?
To verify factual information provided by applicants
To uncover damaging information
38. 2.The Legal Dangers and How to Avoid
Them 如何避免法律問題 (p.221)
Defamation (誹謗)
Legal remedies (法律上的補償)
Privacy (隱私權)
39. 3.How to Check a Candidate’s Background
如何檢核候選人的背景資源 (p.222)
Former Employers
Current Supervisors
Written References
Social Networking Sites
Commercial Credit
Rating Companies
Sources of
Information
40. 4.The Social Network: Checking Applicant’s
Social Posting (p.224)
Making Background Checks More Useful
1. Include on the application form a statement for
applicants to sign explicitly authorizing a background
check.
2. Use telephone references if possible.
3. Be persistent in obtaining information.
4. Compare the submitted résumé to the application.
5. Ask open-ended questions to elicit more information
from references.
6. Use references provided by the candidate as a source
for other references.
41. 5.Using Preemployment Information Services
使用就業前的資訊服務 (p.225)
1
Notice of adverse action to applicant/employee
Employer certification to reporting agency
2. Acquisition and Use of Background Information
Disclosure to and authorization by applicant/employee
Providing copies of reports to applicant/employee
2
3
4
Use Caution
1. It’s can be tricky complying with EEO laws.
42. 6.The Polygraph and Honesty Testing
測謊與誠實測驗 (p.225)
• Employee Polygraph Protection Act of 1988
Who Can Use the Polygraph?
1. The employer has suffered an economic loss or injury.
2. The employee in question had access to the property.
3. There is a reasonable prior suspicion.
4. The employee is told the details of the investigation, as well
as questions to be asked on the polygraph test itself.
Paper-and Pencil Honesty Tests?
43. 6.The Polygraph and Honesty Testing
測謊與誠實測驗 (p.225)
Honesty Testing Programs: What Employers Can Do
Ask blunt questions.
Listen, rather than talk.
Do a credit check.
Check all employment and personal references.
Use paper-and-pencil honesty tests and psychological tests.
Test for drugs.
Establish a search-and-seizure policy and conduct searches.
44. FIGURE 6–10 “The Uptight Personality” (p.228)
7.Graphology 筆跡測驗 (p.227)
45. 9.Physical Exams 體檢 (p.227)
• Reasons for preemployment medical examinations:
To verify that the applicant meets the position’s physical
requirements.
To discover any medical limitations you should consider in
placing him or her.
To establish a baseline for future insurance or workers
compensation claims.
8.”Human Lie Detectors” 人體測謊儀 (p.227)
46. 10.Substance Abuse Screening
濫用藥物的篩檢 (p.228)
• Types of Screening (什麼時候會篩檢)
Before formal hiring
After a work accident
Presence of obvious behavioral symptoms
Random or periodic basis
Transfer or promotion to new position
• Types of Tests
Urinalysis (尿液篩檢)
Hair follicle testing (毛髮檢測)
47. 11.Complying with Immigration Law
遵守移民法 (p.229)
• I-9 Employment Eligibility Verification form
• E-Verify
Proof of Eligibility (資格的查驗)
• Immigration and Naturalization Service (INS) 移民管理局
Avoiding Discrimination (避免歧視)
• Discrimination (歧視)
48. K E Y T E R M S (p.234)
reliability
test validity
criterion validity
content validity
expectancy chart
interest inventory
work samples
work sampling technique
management assessment center
situational test
video-based simulation
miniature job training and evaluation
