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Learning Objectives
1. Establish basic scientific properties of personnel selection
methods, including reliability, validity and generalizability.
2. Discuss how particular characteristics of job, organization or
applicant affect the utility of any test.
3. Describe governments role in personnel selection decisions,
particularly in areas of constitutional law, federal laws,
executive orders and judicial precedent.
4. List common methods used in selecting HR.
5. Describe the degree to which common methods used in
selecting HR meet the demands of reliability, validity,
generalizability, utility and legality.
6-2
5 Evaluation Selection Method Standards
1. Reliability
2. Validity
3. Generalizability
4. Utility
5. Legality
6-3
Reliability
Reliability is the degree to which a measure of
physical or cognitive abilities or traits is free from
random error.
Correlation coefficient is a measure of the
degree to which two sets of numbers are
related.
A perfect positive relationship equals +1.0
A perfect negative relationship equals - 1.0
Test-retest reliability is knowing how scores on
the measure at one time relate to scores on the
same measure at another time.
6-4
Validity
Validity is the extent to which a performance
measure assesses all and only the relevant aspects
of job performance.
Criterion-related validation is a method of
establishing validity of a personnel selection method
by showing a substantial correlation between test
scores and job-performance scores. The types
include:
Predictive validation
Concurrent validation
6-5
Criterion-Related Validity
Predictive Concurrent
TIME TIME
6-6
Concurrent Validation
Measure all
current job
incumbents
performance
6-7
Predictive Validation
1.
Measure all
job
applicants
on attribute.
6-8
Content Validation
6-9
Generalizability
Generalizability - degree to which the validity of a
selection method established in one context
extends to other contexts.
3 Contexts:
1. different situations (jobs or organizations)
2. different samples of people
3. different time periods
6-10
Utility
6-11
Legality
6-12
Civil Rights Act of 1991
6-13
Age Discrimination in
Employment Act of 1967
6-14
Americans with Disabilities Act
6-15
Executive Orders
6-16
Types of Selection Methods
JOBS
6-17
Interviews
6-18
Situational Interview
6-19
Experience-Based
Situational Interview Items
Table 6.2
Experience Based
6-20
Future Oriented
Situational Interview Items
Table 6.2
Future Oriented
Motivating employees: Suppose you were working with an employee
who you knew greatly disliked performing a
particular task. You needed to get this task
completed, however, and this person was the
only one available to do it. What would you
do to motivate that person?
Resolving conflict: Imagine that you and a co-worker disagree
about the best way to handle an absenteeism
problem with another member of your team.
How would you resolve that situation?
Overcoming resistance Suppose you had an idea for change in work
to change: procedures that would enhance quality, but
some members of your work group were
hesitant to make the change. What would
you do in that situation?
6-21
Other Selection Methods
6-24
Physical Ability Tests
6-25
Big 5 Dimensions
of Personality Inventories
6-26
Emotional Intelligence
6-27
Work-Sample Tests
6-28
Honesty Tests
6-29
Drug Tests
Drug-use tests tend to be reliable and valid.
Major controversies about drug tests include:
1. Is it an invasion of privacy?
2. Is it an unreasonable search and seizure?
3. Is it a violation of due process?
Tests should be administered systematically to all
applicants applying for the same job.
Testing is likely to be more defensible with safety hazards
associated with failure to perform.
Test results should be reported to applicants, who should
have an avenue to appeal.
6-30
Summary of Selection Methods
JOBS
6-31
Summary
Job applicants and an organizations viability are affected by
decisions regarding who is accepted and rejected for positions.
6-32