Nkomo 38 Case

Human Resource Management (Available Titles Coursemate)

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Nkomo 38 Case: A solution for Adverse Impact: (p 118 – 120) A federal government agency was in need of assistance regarding its staffing practices. Recently, some of the job applicants had complained that the selection procedures for one of the entry level law enforcement jobs were discriminatory. The personnel specialists, who had previously ignored this possibility, were now alerted to the potential problem of adverse impact against women and minorities. Bob Santos was a personnel specialist for the agency and had been employed with the staffing division for almost three years. He kept up with the laws and regulations on discrimination and equal employment opportunity. About two months ago, he attended a training seminar on the Uniform Guidelines on Employee Selection Procedures. Upon returning to the agency, Santos decided that an evaluation of their current staffing practices was necessary because they were developed prior to the adoption of the Uniform Guidelines in 1978. These Guidelines were designed to provide a framework for determining the proper use of selection procedures. They indicated how organizations should evaluate their selection rates using the four – fifths rule, and also specified the standards that organizations should use to validate their procedures. The Selection Process: The selection of entry – level agents for the law enforcement job involved a two – step, multiple – hurdle process. Applicants were first required to pass a cognitive ability test, a similar but somewhat easier test than the Scholastic Aptitude Test (SAT). The exam was made up of 25 verbal items and 25 quantitative items. A candidate was required to receive a passing score of 70 (35 of the items correct) in order to be eligible for a second step of the selection process of the interview. A three – member panel of supervisors asked each applicant questions on how they would deal with various hypothetical job situations. After an initial period of questions regarding the applicant’s education and experience, the applicants was given a situation and then asked to respond to the situation. Typically, after each candidate’s initial response, further questioning would ensue form the panel to determine the full response of the candidate. The interview would last about a half hour. At the end of the interview, the three interviewers would rate the candidates on ten dimensions, including attitude, motivation, and communication and so on. Candidates receiving high scores on most of the dimensions would pass the interview. After a physical examination and a security check, the candidate would be hired and asked to report to training. The Determination of Adverse Impact:
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Nkomo 38 Case - Nkomo 38 Case: A solution for Adverse...

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