Chapter 6 -- Selecting Employees and Placing Them in Jobs

Chapter 6 -- Selecting Employees and Placing Them in Jobs -...

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Chapter 6 – Selecting Employees and Placing Them in Jobs I. Selection Process a. Personnel Selection: i. Process through which organizations make decisions about who will or will not be allowed to join in the organization 1. Begins with the candidates identified through recruitment ii. Organizations should create a selection process in support of its job descriptions b. Steps in the Selection Process: i. Screening applications and resumes ii. Testing and reviewing work samples iii. Interviewing candidates iv. Checking references and background v. Making a selection c. Measures of Effectiveness of Selection Tools: i. Reliability: 1. Extent to which a measurement is free from random error a. Generates consistent results ii. Validity: 1. Extent to which performance on a measure (such as a test score) is related to what the measure is designed to assess (such as job performance) 2. Three ways of measuring validity (Uniform Guidelines on Selection Procedures) a. Criterion-Related Validity: i. Measure of validity based on showing a substantial correlation between test scores and job performance scores; two kinds of research to arrive at criterion-related validity:
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1. Predictive Validation: a. Research that uses the test scores of all applicants and looks for a relationship between the scores and future performance of the applicants who were hired 2. Concurrent Validation: a. Research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance i. If people who scored high on the test also do better on the job, the test is assumed to be valid b. Content Validity: i. Consistency between the test items or problems and the kinds of situations or problems that occur on the job 1. Exposes the job applicant to situations that are likely to occur on the job c. Construct Validity: i. Consistency between a high score on a test and high level of a construct such as intelligence or leadership ability, as well as
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