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Human Resource Management

Module 5
Recruitment & Selection
5.1 Selection in Context
5.1.1 Importance of Selection - key competencies for effective job performance are
core characteristics which can't be change with training or development.

5.1.2 Strategic HRM & Selection - different HRM approaches will effect selection.
Approaches, Methods & Measurements
Flexible Firm Model
Commitment-Effort-Performance Learning Org.
Peripheral workers-short 1-2-1
1. Assess applicant's attitude & 1. Continuous dvlp,
interviews
values
change
Core workers -time consuming
2. Realistic job interviews
2. Applicant adaptability
processes, tests, interviews 3. Applicant self-selection

5.2 Selection Paradigm assumes certain conditions only met in few situations.
Selection Matrix
Reliability
Core characteristics a. Inter-rater
Job Analysis Qualifications
b. Test-retest
Experience
Validity
Decisions on Choice of Selection Tools
a. Predictive
b. Concurrent
Meta
Analysis
Recruitment Decisions
a. Fairness
b. Costs (opp & $)
Validation Procedures Predictive
c. Applicability
Concurrent

5.2.1 Job Analysis 1st step-selection process should be list of behaviors or


competencies need for successful performance of job.

5.2.2 Decisions on Choice of Selection Tools 2nd step-selection tool provides


relevant info about the desired qualities in candidates.

Selection Tools
Selection Ability
Simulations
Selection criteria
interview
tests
Group
In-tray Presentation
(dimen sion s)
discussion exercise
(behaviors/competencies))
Interpersonal
behavior
Problem-solving
Decision-making
Planning &
Organizing
Commitment
Flexibility

1
Debora Cooper

Human Resource Management


Module 5
Recruitment & Selection
5.2.3 Recruitment Decisions & Collecting Data 3rd step-substantial #candidates
5.2.4 Validation Procedures 4th step -did selection tool measure right?

5.3 Validation Process - selection tool must be reliable & valid


5.3.1 Reliability - consistency of measurement (r = .85 through .9 good! .7 question)
Inter-rater 2+ recruiters make same judgments?
measures of agreement of 2 interviewers

Test-retest measure consistency over time


test 2 time & compare candidates scores

5.3.2 Validity - selection tool that predicts job performance or what's is supposed to do (r = .4 through .5 good with .3 adequate)
Predictive collect scores of applicants to
Concurrent have employees use selection
predict job performance (only hire
tool to get scores to use for reference for
applicants with scores of 7-10) then take
applicant scores
score of performance later to compare
use when only recruiting few applicants
use when recruiting many people

5.3.3 Using Correlation coefficients to Estimate Reliability & Validity (r)


Correlation coefficient (r) measures the relationship strength between 2 variables.
Negative correlation is when 1 variable increase, the other decreases (car age, gas mileage)
Positive correlation is when 1 variable increases, the other increases (people height, weight)

5.3.4 Meta Analysis-statistical procedure to produce an accurate validity r summary


can't assume a selection tool for 1 job works for another
Beware situation-specificity

5.4 Selection Devices Usefulness (Muchinsky 1986)


4 factors of Usefulness
Validity
Fairness (discriminate)
Costs (opp & $)
Applicability(narrow/wide range of jobs)

2
Debora Cooper

Human Resource Management


Module 5
Recruitment & Selection
5.5 Selection Tools
Validity
poor
yes

Application Forms
Biodata-scores given to bio info
1. development stage (existing employees
scores for cut off)
2. Weight each item
Reference Reports-pre-screening, used
@interview, or final check
Questionnaire Reference Reports
Interview
1. Duration
2. Type of interviewer (trained?)
3. Interpersonal atmosphere
4. Focus (opinions/attitude, experiences,
knowledge)
5. Degree of structure
a. Structured
1. competence (behavior)
2. job related q's
3. fixed list of q's/scores
4. behavior based scales
b. Unstructured
Situational Interview
1.
Hypothetical job situations
2.
Critical incident method
3.
Scoring for effective ways
Patterned Behavior Description Interview
(PBDI)
1.
Past events predict future
Psychometric Tests
1. Established technical/statistics
2. Measure core characteristics
3. Measure specific aspects
4. Assumes characteristics quantifiable on
continuum
Ability Tests-competitive
1. Cognitive-intelligence, verbal, numerical,
comprehension (+ r)
2. Special Aptitude-clerical, mechanical
3. Physical/Sensory-motor-manual dexterity
Personality Tests-typical behavior
1. Extraversion
2. Conscientiousness
3. Agreeableness
4. Neuroticism
5. Openness to experience

Fairness
?

poor
yes
poor

unclear

Costs
opp
high

Applicability
wide
Limited
$#apps

low

wide

some

wide

r=.60
(good)

r=.20-.37
high

lower
may not

r=.41-.71
r=.21-.31
r=.15-.61
low
low
mod
low
low
low

3
Debora Cooper

high
(low
if off
the
shelf)

Human Resource Management


Module 5
Recruitment & Selection
Simulations & Assessment Centers (ACs)
1. Individual tasks-interviews,
ability/personality tests, written exercise (intray exercise)
2. Interactive tasks-group discussions, audience
presentations, role play exercise
Takes place over time
Observed behaviors
Identify consistent behaviors
Several assessors
Specific job related behaviors

Validity
high

Fairness
yes

Costs
high

5.6 Summary
Selection Matrix
Reliability
Core characteristics a. Inter-rater
Job Analysis Qualifications
b. Test-retest
Experience
Validity
Decisions on Choice of Selection Tools
a. Predictive
b. Concurrent
Meta
Analysis
Recruitment Decisions
a. Fairness
b. Costs (opp & $)
Validation Procedures Predictive
c. Applicability
Concurrent
Selection Tools
Selection Ability
Simulations
Selection criteria interview
tests
Group
In-tray Presentation
(dimen sion s)
discussion exercise
(behaviors/competencies))
Interpersonal
behavior
Problem-solving
Decision-making
Planning &
Organizing
Commitment
Flexibility

4
Debora Cooper

Applicability
limited
mgrs
professionals

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