CH 8

ROBERT L. MATHIS JOHN H.
JACKSON
Chapter 8
Selecting Human Resources
SECTION 2
Staffing the Organization
Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Learning Objectives
After you have read this chapter, you should be able to:
Diagram the sequence of a typical selection process.
Identify three types of selection tests and legal concerns about their uses.
Discuss several types of selection interviews and some key considerations in conducting these interviews.
Explain how legal concerns affect background investigations of applicants and use of medical examinations in the selection process.
Describe the major issues to be considered when selecting candidates for global assignments.
82
Selection and Placement

Selection
The process of choosing individuals with qualifications needed to fill jobs in an organization. Organizations need qualified employees to succeed.
Hire hard, manage easy.
Good training will not make up for bad selection.
Placement
Fitting a person to the right job.
83
HR Employment Functions
Receiving applications Interviewing applicants Administering tests to applicants Conducting background investigations Arranging physical examinations Placing and assigning new employees Coordinating follow-up of new employees Exit interviewing departing employees Maintaining employee records and reports.
84
Placement
Person-job Fit
Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilitiesTDRs).
Person-organization Fit
The congruence between individuals and organizational factors.
KSAs = TDRs = Job Success?

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 85
Criteria, Predictors, and Job Performance

Selection Criterion
A characteristic that a person must have to do a job successfully
Predictors
The measurable or visible indicators of a selection criterion
Validity
The correlation between a predictor and job performance
Reliability
The extent to which a predictor repeatedly produces the same results, over time
86
The Selection Process

Legal Concerns in the Selection Process
Equal employment opportunity (EEO) laws and regulations
Non-discriminatory job-related selection practices
Who is an applicant?
The employer must have taken steps to fill a particular job. The individual must follow the application procedure. The individual must have expressed interest in a particular position.
Applicant Flow Documentation
Employers must collect data on the race, sex, and other demographics of applicants to fulfill EEO reporting requirements.
87
Applicant Job Interest

Realistic Job Preview
The process through which a job applicant receives an accurate picture of the organizational realities of the job.
Prevents
the development of unrealistic job expectations that cause disenchantment, dissatisfaction, and turnover in new employees.
88
Pre-Employment Screening
Pre-Screening Interview Electronic Screening
89
Applications
Purposes of Applications
Record of applicants interest in the job Provides a profile of the applicant Basic record for applicants who are hired Research effectiveness of the selection process
Resumes as Applications
Resumes are applications for EEO purposes. Resumes should be retained for at least three years.
Immigration Forms (Eligibility to Work)

INS I-9 form must be completed within 72 hours.
810
Application Disclaimers and Notices

Employment-at-will
Indicates the right of the employer or employee to terminate the employment relationship at any time with or without notice or cause.
References contacts
Obtains applicants permission to contact references.
Employment testing
Notifies applicants of required drug tests, physical exams, or other tests.
Application time limits

Indicates how long the application will remain active.
Information falsification
Indicates that false information is grounds for termination.
EEO Considerations and Application Forms

Applications should not contain illegal (nonjobrelated) questions concerning:
Marital status
Height/weight Number and ages of dependents
Information on spouse
Date of high school graduation Contact in case of emergency
812
Selection Testing: Ability Tests

Cognitive Ability Tests Physical Ability Tests
Psychomotor Tests
Work Sample Tests Situational Judgment Tests
Assessment Centers
813
Other Tests
Personality Tests
Minnesota Multiphasic Personality Inventory (MMPI)
Myers-Briggs
Fakability and personality tests
Honest and Integrity Testing

Standardized honesty/integrity tests
Fakability of honesty tests
Polygraph tests (lie detector)
Polygraph testing in pre-employment is prohibited (in most instances) by the Employee Polygraph Protection Act.
814
Big Five Personality Characteristics

Figure 86 Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 815
Legal Concerns and Selection Testing

Legal Concerns and Selection Testing
Job-relatedness (validity) of selection tests Compliance with EEO and ADA laws and regulations
Proper Use of Tests in Selection

Use for additional information, not disqualification Negative reactions by test takers to certain tests Costs of testing versus bad hires
816
Reliability and Validity in Interviews

Interrater Reliability Intrarater Reliability
Interview Reliability and Validity Issues
Face Validity
817
Selection Interviewing
Reliability and Validity of Interviews
Intra-rater reliability: interviewers who are consistent in their ability to select individuals who will perform well. Inter-rater reliability: the extent to which different interviewers agree in the selection of individuals who will perform well. Face validity: a test that appears to be valid because external observers assume, without proof, that it is.
Unstructured interviews are less reliable and less valid than structured interviews.
Structured Interviews
Structured Interview Biographical Interview Behavioral Interview Competency Interview Situational Interview Nondirective Interview Stress Interviews
819
Who Does Interviews
Individuals
Panel Interviews
Interviews Video Interviewing Team Interviews
820
Effective Interviewing
Conducting an Effective Interview
Planning the interview Controlling the interview Using effective questioning techniques
Questions to Avoid
Yes/No questions Obvious questions Questions that rarely produce a true answer Leading questions Illegal questions Questions that are not job related
Problems in the Interview

Problems in the Interview
Snap Judgments
Negative Emphasis
Halo Effect
Biases and Stereotyping
Cultural Noise
822
Background Investigation
Falsification of Background Information
Many applications and resumes contain factual misstatements or significant omissions.
Sources of Background Information

Previous-employment records Criminal records Drug tests Education/degree documentation Professional certifications/licenses Motor vehicle records Credit history Honesty tests Social Security number Sex offenders lists Workers compensation records Military records
823
Background Investigation (contd)

Reference Checking Methods
Telephoning the reference Use of preprinted reference forms
Giving References on Former Employees

Employers can incur a civil liability for statements made about former employees. Employers have adopted policies restricting the release of reference information to name, employment dates, and job title.
824

Legal Constraints on Background Investigation
Risks of negligent hiring and retention
Due diligence: investigating an applicants background to avoid suits for actions of the employee. Obtaining signed releases from applicants is necessary to avoid problems with privacy issues.
Negligent hiring
Occurs when an employer fails to check an employees background and the employee injures someone.
Negligent retention
Occurs when an employer becomes aware that an employee may be unfit for employment, continues to employ the person, and the person injures someone.
825

Fair Credit Reporting Act
Requires disclosure of a credit check Requires written consent of applicant Requires copy of report be given to the applicant
826
Medical Examinations and Inquires

American With Disabilities Act (ADA)
Prohibits pre-employment medical exams Prohibits rejecting persons for disabilities or asking disability-related questions until after a conditional job offer is made.
Drug Testing
Tests must be monitored to protect integrity of results.
Genetic Testing
Tests for genetic links to workplace hazards Tests for genetic problems related to the workplace Tests to exclude workers for increased risks
Making the Job Offer

Offer Guidelines
Formalize the offer with a letter to the applicant clearly stating the terms and conditions of employment. Avoid vague, general statements and promises.
Require return of a signed acceptance of the offer.
828
Staffing Global Assignments
Types of Global Employees
Expatriate
Host-Country National
Third-Country National
829
Selection Factors for Global Employees
Figure 89 Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 830

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ROBERT L. MATHIS JOHN H.

Selecting Human Resources

PowerPoint Presentation by Charlie Cook The University of West Alabama

Selection and Placement

Hire hard, manage easy.

Good training will not make up for bad selection.

KSAs = TDRs = Job Success?

Criteria, Predictors, and Job Performance

The Selection Process

Non-discriminatory job-related selection practices

Applicant Flow Documentation

Applicant Job Interest

Immigration Forms (Eligibility to Work)

Application Disclaimers and Notices

Application time limits

EEO Considerations and Application Forms

Selection Testing: Ability Tests

Honest and Integrity Testing

Fakability of honesty tests

Polygraph tests (lie detector)

Big Five Personality Characteristics

Legal Concerns and Selection Testing

Proper Use of Tests in Selection

Reliability and Validity in Interviews

Interview Reliability and Validity Issues

Who Does Interviews

Interviews Video Interviewing Team Interviews

Problems in the Interview

Biases and Stereotyping

Sources of Background Information

Background Investigation (contd)

Giving References on Former Employees

Background Investigation (contd)

Background Investigation (contd)

Medical Examinations and Inquires

Making the Job Offer

Require return of a signed acceptance of the offer.

Staffing Global Assignments

Types of Global Employees

Selection Factors for Global Employees

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