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Lecture

Chapter 7 Selection Notes Taken directly from the book, pretty detailed. See for yourself =)


Department
Business
Course Code
BU354
Professor
Chet Robie

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Selection
Selection: the process of choosing among individuals who have been
recruited to fill existing or projected job openings
Selection begins when a pool of applicants has submitted their
resumes or apps
Successful candidates must fit the strategic direction of the org – they
will be the ones implementing the plans/strategies of the company
When a poor selection is made, there was wasted money in rehiring
Ineffective selection can lead to legal implications
Ensure employment systems are bias free
Suggested guidelines for avoiding negative legal consequences:
Ensuring that all selection criteria are based on job descriptions
and specification
Adequately assessing applicant’s ability to meet performance
standards
Scrutinize all info supplied on apps
Obtain written authorization for reference checking
Saving all records and info obtained about applicants during
selection
Rejecting applicants who make false statements
Supply Challenge
Emerging labour shortage = small selection ratio
Selection ratio = number of applicants hired/total number of applicants
Low ratio may mean low quality recruits because choosing from a
small pool that may not really qualify for the job
Selection Process
Multiple Hurdle Strategy: approach to selection involving a series of
successive steps or hurdles. Those who clear the hurdle are permitted to move
on
Hurdles can be prescreening, interviews, background checks
etc.
Number of steps vary with the position being filled and varied amongst
organizations
Those who are hired being selected on objective requirements based
on job descriptions learn their jobs readily, more productive, and adjust to their
jobs with minimal difficulty
Step 1: Preliminary Applicant Screening
Look for people who meet essential selection criteria
Use of tech to generate list of qualified people
Step 2: Selection Testing
Importance of Reliability and Validity
Reliability:
Degree to which interviews, tests, and other procedures yield
comparable data over time
Should yield results that can be used, and depended
Agreement between two or more raters (interrater reliability)
Internal consistency: the degree to which responses to the questions
vary together would be statistically analyzed

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Validity:
Validity: Accuracy with which a predictor measure what it is intended
to measure
Differential Validity: confirmation that the selection tool accurately
predicts the performance of all possible employee subgroups – some
measures may be valid to one group while not to another – leading to
systemic discrimination
Criterion-Related Validity: extent to which a selection tool predicts or
significantly correlates with important elements of work behaviour
Those that do well on a sales ability test will have high
sales performance
Content Validity: when a test adequately samples the KSAs needed to
perform the job
Asking a candidate to demonstrate word processing skills
for a secretary job
Construct Validity: extent to which a selection tool measures a
theoretical construct deemed necessary to perform the job successfully
i.e. intelligence – have to be careful that the trait actually
relates to the job and that the tool USED to measure it is also
appropriately measures it
Tests of Cognitive Abilities
Intelligence Tests
IQ tests: tests that measure general intellectual abilities (verbal
comprehension, memory, speed of perception etc.)
Derived score reflecting the extent to which someone is relative to the
average adult IQ
Emotional Intelligence Tests
EI tests: tests that measure ability to monitor own and others emotions
and use that knowledge to guide thoughts and actions
People believe can be modified through conscious effort and practise
more important than high IQ
Specific Cognitive Abilities
Aptitude test: tests that measure an individual’s potential to perform a
job provided they get training
i.e. understanding basic concepts to be a mechanic
Tests of Motor and Physical Abilities
May want to measure dexterity, reaction time etc.
Tests of physical abilities may also be needed – i.e. physical fitness to
meet physical demands of a cop/firefighter
Measuring Personality and Interests
Personality tests: instruments used to measure basic aspects of
personality
There are relationships between traits and success (i.e.
conscientiousness)
Myers Briggs and Thematic Apperception Test (projection)
Interest inventories: tests that compare a candidate’s interests with
those of people in various occupations – compare their interest with those
already in the profession or people they’ll be working with
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