Chapter 18 Selection and Training.docx

5 Pages
54 Views

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

This preview shows pages 1 and half of page 2. Sign up to view the full 5 pages of the document.
Description
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
More Less
Unlock Document

Only pages 1 and half of page 2 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit