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Chapter 7

MHR 523 Chapter Notes - Chapter 7: Construct Validity, Content Validity, Job Performance


Department
Human Resources
Course Code
MHR 523
Professor
Kristyn Scott
Chapter
7

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Chapter 7 Notes
THE STRATEGIC IMPORTANCE OF EMPLOYEE SELECTION
Selection: the process of choosing among individuals who have been recruited to fill existing or
projected job openings
-Human rights legislationÆ prohibits discrimination in all aspects, terms and conditions
-To avoid negative legal consequences:
1) ensuring that all selection criteria and strategies are based on the job description and the job
specification
2)µoÇ]vPZo]v[bility to meet performance standards or expectations
3) carefully scrutinizing all information supplied on application forms and resumes
4) obtaining written authorization for reference checking from prospective employees, and checking
references very carefully
5) saving all records and information obtained about the applicant during each stage of the selection
process
6) rejecting applicants who make false statements on their application forms or resumes
SUPPLY CHALLENGES
Selection ratio: the ratio of the number of applicants hired to the total number of applicants
(# of applicants hired/Total # of applicants)
THE SELECTION PROCESS
Multiple-hurdle strategy: an approach to selection involving a series of successive steps or hurdles. Only
candidates clearing the hurdle are permitted to move on to the next step
-Interviewing
-Tests: Wonderlic Personnel Test, Predictive Index, Minnesota Clerical Assessment
-Interview Process: 1) preparing for the interview, 2) knowledge and experience, 3) Motivation, 4)
Intellectual capacity, 5) personality factor
-Steps in the selection process
1) preliminary applicant screening
2) selection testing
3) selection interview
4) background investigation/reference checking
5) supervisory interview and realistic job preview
6) hiring decision and candidate notification
STEP 1: PRELIMINARY APPLICANT SCREENING
-establishes screening and assessment procedures
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STEP 2: SELECTION TESTING
THE IMPORTANCE OF RELIABILITY AND VALIDITY
Reliability: the degree to which interviews, tests, and other selection procedures yield comparable data
over time; 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
-differential validity: confirmation that the selection tool accurately predicts the performance of
all possible employee subgroups
-criterion-related validity: the extent to which a selection tool predicts or significantly correlates
with important elements of work behaviour
-content validity: the extent to which a selection instrument, such as a test, adequately samples
the knowledge and skills needed to perform the job
-construct validity: the extent to which a selection tool measures a theoretical construct or trait
deemed necessary to perform the job successfully
TESTS OF COGNITIVE ABILITIES
Intelligence (IQ) tests: Tests that measure general intellectual abilities, such as verbal comprehension,
inductive reasoning, memory, numerical ability, speed of perception, spatial visualization, and word
fluency
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emotions of others and to use that knowledge to guide thoughts and actions
]µWZuµv]v]À]µo[ aptitude or potential to perform a job, provided he or
she is given proper training
TESTS OF MOTOR AND PHYSICAL ABILITIES
-finger dexterity, manual dexterity, speed of arm movement, and reaction time
MEASURING PERSONALITY AND INTERESTS
Personality tests: instruments used to measure basic aspects of personality such as introversion,
stability, motivation, neurotic tendency, self confidence, self sufficiency, and sociability
Æ projective
/v/vÀv}]WZ}uv][]vÁ]Zhose of people in various
occupations
ACHIEVEMENT TESTS
Achievement tests: tests used to measure knowledge and/or proficiency acquired through education,
training, or experience
WORK SAMPLING
-measures job performance
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