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Chapter 2

Chapter 2 - recruitment.docx

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Aaron Schat

Chapter 2: Foundations of recruitment and Selection 1: Reliability and Validity  Supreme Court Decision in the Meoiorin case set new legal standards for the use of tests in personnel selection that continue to influence hiring standards today The Hiring Process  Figure 2.1 – Winnipeg Police Services hiring procedure  Every employer who makes a hiring decision follows a hiring process o In many cases is informal o  Employer has general idea of duties to be performed as part of the job, advertises these o Include broad educational and experiential requirements  Applicant submit resumes, and after screening a few of them are interviewed  Asks candidate for work references  Employer makes a decisions on his idea of perfect candidate with reference to organization and job description  Al to often biases of the employer results in their decision  Hiring decisions must be defensible; they must meet legal requirements and professional standards of reliability and validity HRM: Science vs Practice in Selection Science-Based Practice-Based Selection Selection Type of Process Analytical Intuitive - job analysis -Untested approaches identifies KSAOs -“Fad”-based selection Select valid measures system of KSAOs -Lack of use of reliable Validate predictors and valid selection and asses utility tools Retain valid and -Techniques and useful predictors selection tools chosen on the basis or marketing -Selection procedures used are rarely validated Decision Making -Rational -“Gut-feel” Implementation -System-wide -Case-by-case basis Evaluation of -Empirical -Subjective Process Why Is It Used -Structured -Comfort with the procedures process -Consistent process -Flexibility and speed -Maintains standards -Fits organizational culture Potential Outcomes -Defensibility of -Human rights system litigations -Increased -Lack of productivity competitiveness -Effective employees -Marginal employees A Selection Model  Job or work analysis information used to identify both the performance domain, and the KSAOs or competencies linked to job or work performance  Develop predictors related to KSAOs o Ex. experience operating equipment  Determine how each of these KSAOs will be assessed  The predictors chosen must be valid measure of the KSAO constructs that have been identified as related to job performance o Expert judgment, or empirical evidence must support the use of a predictor measure as representative of a KSAO construct  Predictor data obtained through an assessment of job applicants, the HR team predicts which applicant will be successful in the position  The system must have utility: they must result in higher levels of performance and overall productivity that would be the case without such a system  Must be reviewed periodically as jobs and organizations change over time The Legal Environment and Selection  Programs and practices must operate within current legal context  Do not adversely impact members of protected groups  Employee Equity: term coined in the 1986 federal Employment Equity Act referring to policies and initiatives to promote employment opportunities for members of designated minority groups Building a Foundation  The system must be based on solid empirical support o HR m
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