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MHR 523 (321)
Chapter 6

mhr chapter 6 - selection .docx

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Department
Human Resources
Course
MHR 523
Professor
Rasha Narsa
Semester
Winter

Description
Chapter 6 – Selection (Pg. 216-222 + 229-end) Strategic Significance of the Selection Function - In HRD, recruiting and selection are combined and called the employment function - The process of choosing among individuals who have been recruited to fill existing or projected job openings - Effective selection is important because: o Successful execution of an organization’s strategy depends on the calibre of its employees o High cost of inappropriate selection decisions o Significant legal implications Skills Employees are looking for: - Critical thinking - Complex problem solving - Judgement & decision-making - Active listening - Computers - Math - Operations & system analysis - Programming, sales & marketing Steps in the Selection of HR - The matching process ignores factors like attitudes, personality and the like - The selection system should be integrally related to the job descriptions and specifications - The job specifications should form the basis of all selection decisions - Continuous job analysis should also ensure that these specifications reflect changes in tasks, technology, and job demands - The type of selection procedure used depends on the size of the organization, the state of its growth and the jobs involved Step 1: Preliminary Reception of Applicants - Job applicants make contact in person, writing or email - Sometimes “walk in” to inquire about job vacancies –a preliminary interview with a HRD rep or store manager is granted as courtesy - The courtesy interview is unlikely to be as rigorous as otherwise, but it does attempt to screen out obvious “misfits” (someone who is not willing to travel but is interested in a salesperson’s job with the firm requiring considerable travel) - Courtesy interviews are an important part of good public relations by the firm, as information conveyed during these meetings and the professionalism displayed by the HR manager can have lasting implications for its future recruitment and marketing success - Candidates applying in writing are often sent a polite letter of acknowledgement - If the applicant looks promising they are asked to complete a formal application form - This step is disappearing b/c of the increasing use of Internet that provides general info about the company and responding to preliminary inquires about applicants Step 2: Review of Application Blanks/Screening Interviews - Application bank – a job application form - Some aspects of a person’s background (years of education, previous experience in similar positions) would have greater relationship to job success than other factors (number of part-time jobs held while in school) - Weighted application blank (WAB): a job application form in which various items are given differential weights to reflect their relationship criterion measure o Provides a means of identifying which of these aspects reliably distinguish groups of satisfactory and unsatisfactory job incumbents o A cut-off score is established to eliminate the max. Number of potentially unsuccessful candidates o Valuable for job positions that require long and expensive training, where many people apply for few positions, and where employee turnover is high - Biographical information blanks (BIBs): a type of application blank that uses M/C format to measure a job candidate’s education, experiences, opinions, attitudes and interests - Application forms and résumés are reviewed carefully for inconsistencies and checked against info coming from other sources like references or background checks - Knowledge, skills and attitudes are also assessed through standardized and validated tests - Candidates not meeting essential selection criteria are eliminated first - Candidates who most closely match the remaining job specifications are identified and given further consideration - Use of technology helps HR professionals improve the initial screening process i.e. by telephone, video, computer Step 3: Administration of Employment Tests - Useful for obtaining relatively objective info, which can be compared with other applicants and present workers - Employment tests are devices that assess the match between applicants and job requirements o Paper and pencil tests – math test for bookkeeper – used for white-collar and managerial positions, not for blue-collar jobs o Manual dexterity tests – used for jobs that pay an hourly wage b/c it calls for a limited number of skills or activities that can be tested easily – ex. Assembly worker – simulation exercise o Personality tests – selecting managers o Personality and aptitude tests – bigger firms – most popular o Honesty tests – not very popular – small firms o Types of employment tests  Personality Tests  Knowledge Tests  Performance Tests  Integrity Tests  Attitude Tests - Reliability: consistent results o The degree to which interviews, tests, and other selection procedures yield comparable data over time o 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 o Requires that test scores relate to job performance or a relevant criterion o Stronger relationship between test results and performance, more effective the test o When scores and performance are unrelated, the test is invalid and shouldn’t be used for selection o Predictive validity – empirical approach that correlates predictor and criterion scores o Concurrent validity – empirical approach that measures the predicator and criterion scores concurrently o Content validity – rational approach that examines the extent to which the selection device includes elements of the job domain o Construct validity – rational approach that seeks to establish a relationship to a construct, attribute or quality related to job performance Step 4: Verification of References Personal referenc
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