Chapter 17. Human Resource Policies - HUMAN RESOURCE POLICIES PRACTICES Selection Practices Most important decision by HR is selecting the right person

Chapter 17. Human Resource Policies - HUMAN RESOURCE...

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HUMAN RESOURCE POLICIES & PRACTICESSelection Practices-Most important decision by HR is selecting the right person by matching individual characteristics with the requirements of the jobHow the selection process works1.Initial selectiona.First information applicants submit used to decide if they meet the basic requirements of the jobb.Application forms i.Not a very useful predictor of performanceii.Good initial screen iii.Applications cannot have questions on race, gender and nationalityc.Background checksi.Can be in the initial stages or the contingent stageii.The reason is to know whether former employees would recommend the applicantiii.Problem: employers rarely give detailed reference information on the applicantiv.Letters of recommendation – not so useful since applicants have selected the people who will only write good things about them, thus all are positive.v.Check credit histories or criminal records – only carried out when the employers see the need for it because of its invasive nature, but carrying it out may carry a legal cost.2.Substantive selectiona.Written testsi.Applicants see this as less valid and fair than interviews or performance testsii.Include intelligence/cognitive ability tests, personality and integrity tests and interest inventoriesiii.Tests of intellectual ability, spatial and mechanical ability, perceptual accuracy proven to be valid predictors for skilled/semi/un operative jobs in organizationsiv.Personality tests are inexpensive and easy to carry out. Traits best predicting job performance are conscientiousness and positive self-conceptv.Integrity tests measure dependability, responsibility and honesty. Proven to be powerful predictors of supervisory ratings of job performanceb.Performance simulation testsi.More complicated to develop and administerii.Higher face validityiii.Work samples – hands on simulations of part or all of the work that applicants for routine jobs must performEach sample matched with a job performance element to measure applicants’ knowledge, skills and abilitiesWidely used in hiring skilled workers
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iv.Assessment centers – set designed to evaluate a candidate’s managerial potentialEvaluation done by line executives, trained psychologists e.t.c.Single to several days of exercises that simulate real problems that can be confronted on the jobv.To reduce costs of job simulation, many orgs use situational judgement tests andthese tests show greater validity and are more objective than assessment centersc.Interviewsi.Disproportionate amount of influenceii.Candidates performing poorly in interviews but with high qualifications and positive letters of recommendation can be cut from the applicant pool while people polished in job-seeking techniques may be hirediii.Unstructured interviews is not effective and also gathers biased data that is not really related to future job performanceiv.
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