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Unformatted text preview: Recruiting & Selecting Employees II
COMM392: Managing Employment Relationship 103/104 Fall 2009 Yoshio Yanadori Announcement Midterm exam on October 21, 6:30 8:00pm Wood 2 Domain: Chapters 1 (Introduction) 7 (Compensation) Benefits NOT included Sample 392 exam and review questions on WebCT Review on October 20 (in class) Objectives Understand the criteria used to evaluate the appropriateness of different selection tools Identify measures that are well suited for measuring different skills/abilities and qualities/traits Be able to design and conduct an effective interview Understand the potential legal problems associated with different selection methods Selection Criteria Selection criteria serve as the basis for differentiating good from poor applicants Job analysis establishes the competencies (KSAs) necessary for successful performance Must criteria vs. want criteria Essential Important Not easily trained Selection Measures Selection measures allow us to assess the critical competencies If those competencies are indeed critical, then the measure should allow us to accurately predict or forecast future job performance Selection measure (Predictor) Selection Criterion (Competency) Contamination Relevance Deficiency Standards of Selection Measures Reliability Degree to which selection procedures yield comparable/consistent data across administration (e.g., time, people) Measure must have adequate reliability to be useful Validity Accuracy with which predictor measures what it is intended to measure In selection: the degree to which selection methods accurately predict job applicants' performance on the job Legality Avoid discrimination Job advertisement Application form Selection method Interview questions, etc. Validity Measures of Skills & Abilities Intelligence GMA: General mental ability (g) Performance on most jobs are well predicted by g (r = 0.51) Wonderlic Personnel Test (WPT) Generalizability (http://espn.go.com/page2/s/closer/020228.html)) http://espn.go.com/page2/s/closer/020228.html Physical abilities Strengths, stamina, etc. Potential for unintentional discrimination (Chapter 6 uses "systemic discrimination") Job knowledge Measures of Skills & Abilities Work samples Many variants depending on nature of the job Example: HiFi simulation, roleplays, leaderless group discussion Can be used to assess job specific skills as well as general qualities and personality characteristics Issues Maximum vs. typical performance Cost Assessment centers Combination of realistic exercises, management games, objective testing, presentations, inbasket (http://www.cnr.berkeley.edu/ucce50/aglabor/7labor/b001.htm http://www.cnr.berkeley.edu/ucce50/aglabor/7labor/b001.htm http://www.dscs.state.la.us/Examining/SampleQuestions/inbasket.htm ), etc. http://www.dscs.state.la.us/Examining/SampleQuestions/inbasket.htm ) Assess candidates' management potentials Measures of traits & Qualities Personality test MMPI (Minnesota Multiphasic Personality Inventory) clinical
Items: I almost never dream (True/False) Most of the time I feel blue Much of the time I feel as if I have done something wrong or evil I forget right away what people say to me I am afraid of losing my mind "Big Five" of personality 1. Agreeableness courtesy, tolerance 2. Conscientiousness responsibility, dependability (r = 0.30) 3. Extroversion sociability 4. Neuroticism emotional stability & control 5. Openness imagination, curiosity PO Fit and PJ Fit PO Fit Fit between one's personality and organization culture PJ Fit Fit between one's personality and job characteristics Measures of traits & Qualities Honesty and integrity test Incremental validity Job applicants fake? Not permissible in many jurisdictions in Canada Application forms References and letters of recommendation Range restriction problem Content approach any information related to selection criteria? Drug testing Polygraph Graphology Interviews Structured vs. unstructured Structured interview Interviewer asks the same questions of all applicants Questions based on job analysis Responses recorded and scored using a standardized key Interviewer training More reliable Unstructured interview Interviewer makes judgment as to what questions to ask and how to evaluate responses Not reliable See textbook page 185 for the positive aspect of unstructured interviews (e.g., may assess PO fit better?) Interviews Mixed support Depends on design of interview (example) Improving interviews Formalize and structure Provide interviewer training Multiple interviewers Situational/behavioral interviews Applicants are asked how they would respond to particular situations Situational hypothetical situations (e.g., "Assume you are..., what would you do?) Behavioral past behaviors (e.g., "Please tell me your last experience when you did ...) Legal Issues Questions that violates Human Rights Code (e.g., marital status, age, etc.) Physical examination Clinical psychological test (e.g., MMPI) Drug test Polygraph Honesty test How to ensure legality? Photographs Compare selection ratio across groups (e.g., male vs. female) Validate examine if selection methods used are valid Exercise Work in Teams Irene Martin, an executive assistant at Trendy's restaurant, is responsible screening job candidates for servers' positions in the restaurant chain. She asked you to make situational interview questions to identify job applicants that are good at handling difficult customers. Work in groups and generate one situational interview question. Be sure to make its answer key, too. Next Class Employee Compensation Textbook Chapter 7 "Establishing Strategic Reward Plans" ...
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This note was uploaded on 04/29/2010 for the course COMM 392 taught by Professor Carson during the Fall '09 term at The University of British Columbia.
- Fall '09