Chapter 18 Selection and Training.docx

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Management and Organizational Studies
Course Code
Management and Organizational Studies 3305A/B
Suzanne Kearns

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Chapter 18 SELECTION AND TRAINING October 23, 2013 SELECTION ANDTRAINING  3 routes to maximize performance o Design  Tasks, environments, interfaces o Selection  Choosing the right person for the job  Involves prediction o Training  Instilling knowledge to support performance  Maximizing speed of training and memory PERSONNEL SELECTION  There are 2 main focuses o To categorize new employees into most suitable job type o To predict future job performance  Some techniques are scientific, others are intuitive  The best tools include tests of job-related skills SELECTION AND SIGNAL DETECTION THEORY  Hit  hiring a person who will do a job well  Correct rejection  not hiring someone who would not do a good job, if hired  False alarm  hiring someone who ends up being unacceptable  Miss  not hiring someone who would do a good job BASICS OF SELECTION 1. A job analysis must be performed  Identifying job specific knowledge + skills + abilities 2. Employers prioritize into essential abilities 3. Recruit potential candidates 4. Administer selection tests/procedures SELECTION TESTS AND PROCEDURES  Structured interviews o “what do you bring to this organization?” o Interviews, personal impressions, and reference letters are poor predictive measures o Can be more predictive using “structuring methods”  Questions should be related to knowledge and skills  Ask applicants to describe previous work behaviours  Job knowledge o “tell me what you know about the airline industry” o More predictive than ability tests  Personality assessment o “sit down and complete this questionnaire” o 2 personality measures  Clinical  Identifies mental illness  Personality dimensions  Neuroticism  Extroversion  Openness  Agreeableness  Conscientiousness  Measures of cognitive ability o “sit down and work through these exercises” o Test many factors, including  General intelligence, perceptual speed, memory, spatial-mechanical, verbal, perceptual, numerical, reasoning abilities o These are valid predictors of performance o Pilots  battery of several measures best predicts success  Physical ability and psychomotor skills o “assemble this component, and we’ll time you” o Some jobs require physical abilities/skills o Measures often include  Strength, flexibility, co-ordination, equilibrium, stamina, aerobic fitness, dexterity  Work samples o “jump in the simulator and fly this approach” o Tend to be expensive to assess  Less costly method is a video assessment SELECTION CONCLUSION  All assessments have something to offer o Nothing can fully predict job performance o Performance results from knowledge gained through experience PERFORMANCE SUPPORT  Jobs are increasingly complex o Impossible to
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