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Lecture

Chapter 7 – Selection.docx
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Department
Human Resources
Course
MHR 523
Professor
Pat Sniderman
Semester
Winter

Description
Chapter 7 – Selection The Strategic Importance of Employee Selection - selection: the process of choosing among individuals who have been recruited to fill existing or projected openings 1. ensuring that all selection criteria and strategies are based on the job description and the job specification 2. assessing the applicant’s ability to meet performance standards or expectations 3. scrutinizing all information supplied on application forms and resumes 4. obtaining reference from perspective employees, and checking references very carefully 5. saving all records and information obtained about the applicant during each stage of the selection process 6. rejecting applicants who make false statements on their application forms or resumes Supply Challenges - selection ratio: the ratio of the number of applicants hired to the total number of applicants - a small selection ratio, such as 1:2  there are limited number of applicants form which to select, low quality recruits The Selection Process - multiple-hurdle strategy: an approach to selection involving a series of successive steps or hurdles. Only candidates clearing the hurdle are permitted to move on to the next step 1. Step 1: Preliminary Applicant Screening o Performed by members of the HR department o Resumes, applications forms are reviewed, some candidates eliminated 2. Step 2: Selection Testing o The Importance of Reliability and Validity  Reliability: the degree to which interviews, tests, and other selection procedures yield comparable data over time, in other words, the degree of dependability, consistency, or stability of the measures used  Validity: the accuracy with which a predictor measures what it is intended to measure  Differential validity: confirmation that the selection tool accurately predicts the performance of all possible employee subgroups, including white males, women, visible minorities, persons with disabilities, and aboriginal people.  Criterion-related validity: the extent to which a selection tool predicts or significantly correlates with important elements of work behavior  Content validity: the extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform the job  Construct validity: the extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job successfully o Tests of Cognitive Abilities  Intelligence tests: tests that measure general intellectual abilities, such as verbal comprehension, inductive reasoning, memory, numerical ability, speed of perception, spatial visualization, and word fluency  Emotional intelligence (EI) tests: tests that measure ability to monitor one’s own emotions and the emotions of other and to use that knowledge to guide thoughts and actions  Special cognitive abilities – aptitude tests: tests that measure an individual’s aptitude or potential to perform a job, provided he or she is given proper training o Tests of Motor and Physical Abilities (self explanatory)  Functional abilities evaluations (FAE) o Measuring Personality and Interests  Personality tests: instruments used to measure basic aspects of personality, such as introversion, stability, motivation, neurotic tendency, self-confidence, self-sufficiency, and sociability  Interest inventories: tests that compare a candidate’s interests with those of people in various occupations o Achievement Tests – tests used to measure knowledge and/or proficiency acquired through education, training, or experience o Work sampling (self explanatory) o Management assessment centre: a strategy used to assess can
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