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1. Reliability
Two separate interviewers reaching the same conclusions
about the same applicant, or two tests measuring the same
attribute for the same individual giving the same result, would
be “reliable”.
2. Validity
This comes in different forms , but our concern is with
predictive validity which refers to the extent to which selection
decisions predict subsequent job performance. Selection
techniques can be reliable without being valid but cannot be
valid unless they have some reliability.
3. Acceptability
The importance of creating a favourable impression upon
candidates means that the design of the selection processes
should pay some regard to the needs and the sensitivities of
candidates. This may limit the kinds of tests that can be used
(highly personal questions may be resented) and the kinds of
interviews that can be conducted(Eg.the level of stress applied).
4. Utility
The utility of selection techniques is heavily influenced by
the quantity and quality of applicants. At one extreme,selection
techniques, however reliable and valid, have no utility. If no
one applies selection is irrelevant. Equally, if all who apply are
competent, or are incompetent, then selection is irrelevant.
5. Economy
How much to spend on the selection process is unanswerable
INTERVIEWS
Types of interview.
Torrington and Chapman have identified three broad types,
namely:
1. Biographical, in which interviewer questions the
candidate about incidents in previous experiences.
*Additional information.
• Written Test
ASSESSMENT CENTRES
REFERENCES
SELECTION
• CV
• APPLICATION FORM
• INTERVIEW
• TEST
• IN- TRAYS
• PRESENTATION
• WORK SIMULATION
• PERSONALITY ASSESSMENT
• ASSESSMENT CENTERS
• REPERTORY GRID
• HONESTY TEST
• MEDICAL TEST
♦ The interview
- Prior knowledge about the applicant will bias the
interviewer’s evaluation.
- Interviewer’s tend to hold a stereotype of what
represents a ‘good’ applicant.
- Interviewer’s tend to favour applicants who share their
own attitudes.
- The order in which applicants are interviewed will
influence evaluations.
- The order in which information is elicited during the
interview will influence evaluations.
- Negative information is given unduly high weight.
- Decision about the applicant’s suitability is made
within first 4 or 5 minutes of the interview.
- Interviewer’s forget much of the interview’s content
within minutes of its conclusion.
- The interview is most valid in determining an
applicant’s intelligence, level of motivation and
interpersonal skills.
- A ‘cold’ interviewer can have a devastating effect on
the verbal and non-verbal behaviours of applicants
with low self-esteem.
(pg. 405).
♦ Background investigations
- verification of application data
- reference checks.
♦ Physical examination
♦ What works best and when?
- Application form.
- Written tests.
- Work samples.
- Assessment centres.
- Interview.
- Verification of application data.
- Reference checks.
- Physical examination.