Professional Documents
Culture Documents
1 IOP Ch4 14
1 IOP Ch4 14
Recruitment ⇒ (2) reputable executive search firms always charge their fees to organizations not on applicants
⇒ Attracting people with the right qualifications to apply for the job. ⇒ (3) fees charged by executive search firms tend to be 30% of the applicants first-year salary
⇒ Internal Recruitment – promote someone from w/in the organization C. Public Employment Agencies
⇒ External Recruitment – hire someone from outside the organization ⇒ Help the unemployed find work but they often offer services such as career advertisement and resume
⇒ Internal promotions can be a great source of motivation but if an org. always promotes employees from within it runs the risk application
of having a stale workforce ⇒ Recruiting kiosks – placing in locations to search for local job openings and get information on how to apply for
MEDIA ADVERTISEMENTS the job
A. Newspaper Ads 4) EMPLOYEE REFERRALS
⇒ Common method of recruiting employees ⇒ Current employees recommend family members and friends for specific job openings
⇒ Asks the applicant to respond in one of 4 ways: ⇒ Only those referrals made by successful employees should be considered.
i. Calling 5) DIRECT MAIL
⇒ Quickly screen applicants or hear an applicant’s phone voice ⇒ an employer typically obtains a mailing list and sends help-wanted letters or brochures to people through the
ii. Applying in person mail
⇒ want the applicants to fill out specific job application or want to get a physical look ⇒ useful for position involving specialized skills
⇒ Sending resume directly to organization 6) INTERNET
⇒ When the org. expects a large response and does not have the resources to speak with ⇒ (1) employer-based websites
thousands of applicants i. Organization lists available job openings and provides information about itself and the minimum
iii. Sending resume to blindbox requirements needed to apply to a particular job
⇒ (1) organization doesn’t want its name in public (can result to avalanche of resumes) ii. Major change is the use of .jobs domain (can no directly access jobs at the company by typing the url
⇒ (2) the company might fear that people wouldn’t apply if they knew the name of the with the “.jobs” domain
company ⇒ (2) internet recruiters
⇒ (3) a company needs to terminate an employee but wants first to find a replacement i. A private company whose website lists job openings for hundreds of organizations and resumes for
⇒ Writing recruitment ads thousands of applicants
i. Ads must display the company’s emblem ii. Largest internet recruiter is monster.com
ii. Ads must contain realistic info of the job iii. ADV: not costly
iii. Ads must contain detailed description of the job 7) JOB FAIRS
iv. Ads must contain the selection process affect the probability that applicants will apply for job ⇒ (1) many types of organizations have booths at the same location
B. Electronic Media ⇒ (2) many organizations in the same field in one location
⇒ Television or radio ⇒ (3) for an organization to hold its own job fair
⇒ Not so popular 8) INCENTIVES
C. Situation-Wanted Ads ⇒ Offer incentives for employees to accept the jobs with an organization
⇒ Placed by the applicants rather than by organization ⇒ Incentives often come in the form of a financial signing bonus other types of incentives are increasing in popularity
D. Point-of-Purchase Methods 9) NONTRADITIONAL POPULATIONS
⇒ Used to market products to consumers ⇒ When traditional recruitment methods are unsuccessful organizations look for potential applicants through
⇒ The idea is to get you buy more items once you are already in the store nontraditional populations
⇒ Job vacancy notices are posted in places where customers or current employees are likely to see them 10) RECRUITING PASSIVE APPLICANTS
i. Adv: inexpensive and targeted toward people who frequent the business ⇒ Recruiters find ways to identify this hidden talent and then convince the person to apply for the job
ii. Disadv: only a limited number of people are exposed to the sign REALISTIC JOB PREVIEWS (rjp)
RECRUITERS ⇒ Giving an applicant an honest assessment of a job
1) Campus Recruiters ⇒ Even though telling the truth scares away many applicants, the ones who stay will not be surprised about the job
⇒ Org. send recruiters to college campuses to answer questions about themselves and interview students for EXPECTATION LOWERING PROCEDURE (elp)
available position ⇒ Lowers an applicant’s expectations about work and expectations in general
⇒ Virtual Job Fairs – applicants can talk to or instant message a recruiter EFFECTIVE EMPLOYEE SELECTION TECHNIQUES
2) Outside Recruiters ⇒ THREE CHARACTERISTICS
⇒ (1) private employment agencies & (2) executive search firms – make a profit from recruitment activities I. Valid selection test
⇒ (3) public employment agencies – operated by state and local public agencies; strictly nonprofit II. Reduce the chance of a legal challenge
3) EMPLOYMENT AGENCIES AND SEARCH FIRMS (outside recruiters) III. Cost-effective
A. Employment Agencies (operate in two ways) EMPLOYMENT INTERVIEWS (TYPES OF INTERVIEWS)
⇒ (1) charge either the company 1. STRUCTURE
⇒ (2) charge the applicant when the applicant takes the job ⇒ Determined by the source of the questions
⇒ FEW RISKS ⇒ Structured interview
i. If employment agency cannot find an appropriate candidate, the organization has not wasted money i. The source of the question is a job analysis
ii. If employment agency is successful, the organization gets a qualified employee at no cost ii. All applicants are asked the same question
⇒ Disadv: company loses some control over its recruitment process and may end up with undesirable applicants iii. There is a standardized scoring key to evaluate each answer
B. Executive Search Firms ⇒ Unstructured interview
⇒ “head hunters” i. Free to ask anything they want
⇒ (1) highly structured (2) moderately structured (3) slightly structured (4) unstructured 3. Key Issues Approach – SMEs create a list of key issues they think should be included in the perfect answer. Each key issue,
2. STYLE the interviewee gets a point.
⇒ One-on-one interview – interviewer interviewing one applicant Conducting the structured Interview
⇒ Serial interview – series of single interviews ⇒ Build rapport. DO NOT begin asking questions until applicants have had tie to settle their nerves
⇒ Return interview – similar to serial but passing of time between the first and subsequent interview ⇒ Set the agenda for the interview by explaining the process
⇒ Panel interview – multiple interviewers asking questions and evaluating applicant the same time ⇒ Ask the interview questions. Score each answer after it has been given
⇒ Group interview – multiple applicants answering questions during the same interview ⇒ Answer any questions from the applicant
3. MEDIUM ⇒ End the interview with a complimenting the interview and let her know when you will be contacting the applicant
⇒ Face-to-face interview – interviewer and the applicant in the same room JOB SEARCH SKILLS
⇒ Telephone interview – screen applicants but do not allow the use of visual cues Successfully Surviving the Interview Process
⇒ Videoconference interview – conducted in remote sites • Scheduling the Interview
ADVANTAGES OF STRUCTURED INTERVIEWS o It will affect the score if applicants arrive late for the interview
⇒ It is job relatedness and standardized scoring most distinguish • Before the interview
⇒ More valid than unstructured. Viewed more favorably by the courts. Based on job analyses. o Organizations are impressed if an applicant knows its products and services, future needs, major problems faced
⇒ Disadvantage: because the interview is so structured, applicants may feel that they did not have the chance to tell the and philosophy or mission
interviewer everything they wanted to. o Avoid wearing flashy and big accessories
PROBLEMS WITH UNSTRUCTURED INTERVIEWS • During the interview
1. Poor Intuitive Ability o Nonverbal behaviors – firm handshake, eye contact, smiling, and head-nodding
⇒ They often based their decisions on “gut reactions” or intuition o Desired verbal behaviors – asking questions subtly pointing out how you are similar to the interviewer
2. Lack of Job Relatedness • After the Interview
⇒ Asking questions that are not job related and mostly illegal o Write a brief letter thanking the interviewer for her time
3. Primacy Effect
⇒ “first impressions” WRITING COVER LETTERS
⇒ Information presented prior to the interview or early in the interview carries more weight than does information ⇒ Should never be longer than one page and should include:
presented later in the interview 1. Salutation – name of the person to whom you want to direct the letter
⇒ To reduce primacy effect, interviewers must make judgements after each questions rather than waiting until 2. Paragraphs – one/two sentences long and communicate three pieces of information:
the end of the interview fact that your resume is enclosed
4. Contrast Effect name of the job you are applying
⇒ An applicant’s performance is judged in relation to the performance of previous interviewees how you know about the job opening
5. Negative Information Bias 2nd paragraph – states that you are qualified for the job
⇒ Occur when interviewers aren’t aware of job requirements 3rd paragraph – explains why you are interested of the job
⇒ One might increase the accuracy of information obtained in the interview by reducing social pressure and using Final Paragraph – closes your letter and provides information on how you can be best reached
written or computerized interviews 3. Signature – use words such as cordially
6. Interviewer-interviewee Similarity AVOID sounding so desperate and don’t beg
⇒ Interviewee will receive higher score if he or she is similar to the interviewer in terms of personality, attitude, AVOID grammar and spelling errors
gender, race. AVOID officious words or phrases
7. Interviewee Appearance AVOID discussing personal circumstances
8. Nonverbal cues AVOID tailoring your letter to each company
⇒ Nonverbal communication – correlated with interview scores AVOID writing your cover letter on the stationery of your current employer
Creating Structured Interview WRITING A RESUME
⇒ Information about the job is obtained and questions are created that are designed to find out the extent to which applicants’ ⇒ Summaries of an applicant’s professional and educational background
skills and experiences match those needed to successfully perform the job Views of Resumes
Determining the KSAOs to Tap in the Interview ⇒ (1) written as history of one’s life tend to be long
⇒ (1) conduct a thorough job analysis and write a detailed job description ⇒ (2) written as an advertisement of skills tend to be shorter and contain both positive and relevant to a job seeker’s desired
⇒ (2) determine the best way to measure an applicant’s ability to perform each of the tasks identified in the job analysis career
Creating Interview Questions Characteristics of Effective Resumes
1. Clarifiers – clarify information in the resume, cover letter application etc. 1. Must be attractive and easy to read
2. Disqualifiers – questions must be answered a particular way or the applicant is disqualified 2. Cannot contain typing, spelling, grammatical, or factual mistakes
3. Skill-level determiners – tan an interviewee’s level of expertise 3. Should make the applicant look as qualified as possible
4. Future-focused questions – (situational questions), ask an applicant what she would do in a particular situation Types of Resume
5. Past-focused questions – (patterned behavior description interviews) focus on previews behavior rather than future intended 1. Chronological resume – list previous jobs in order from the most to the least recent
behavior 2. Functional resume – organizes jobs based on the skills required to perform them rather than the order in which they were
Creating a Scoring Key for an Interview Answers worked
1. Right/Wrong Approach – scored simply on the basis of whether the answer given was correct or incorrect 3. Psychological resume – contains the strengths of both the chronological and functional styles and based on sound
2. Typical Answer Approach – to creat a list of all possible answers to each questions, and have SMEs rate the favorableness of psychological theory and research
each answer then use these ratings to serve as benchmarks ⇒ Impression-formation principles of priming
⇒ Primacy
⇒ Short-term memory
⇒ Should also contain information about either education or experience. o Business games – allow the applicant to demonstrate such attributes as creativity, decision making & ability to
⇒ Three-impression management rules – relevance, unusualness, and positivity work with others
CHAPTER 5: EMPLOYEE SELECTION: REFERENCES & TESTING • ASSESSMENT CENTER – selection technique characterized by the use of multiple assessment methods that allow multiple
PREDICTING PERFORMANCE assessors to actually observe applicants perform simulated job tasks.
o In-basket technique – designed to simulate the types of daily information that appear on a manager’s or
1. USING REFERENCES & LETTERS OF RECOMMENDATION
employee’s desk.
• REFERENCE CHECK – the process of confirming the accuracy of information provided by an applicant o Simulations – enable assessors to see an applicant “in action”. Includes role plays, work samples, place an
• REFERENCE – the expression of an opinion, either orally or through a written checklist, regarding an applicant’s ability, applicant in a situation that is similar as possible to one that will be encountered on the job
previous performance, work habits etc. PERFORMANCE USING PRIOR EXPERIENCE
• LETTER OF RECOMMENDATION – a letter expressing an opinion regarding an applicant’s ability & performance • EXPERIENCE RATINGS – experience by itself is not enough.
REASONS FOR USING REFERENCES & RECOMMENDATIONS o Biodata – a selection method that considers an applicant’s life, school, military, community and work
1. CONFIRMING DETAILS ON A RESUME experience. Good predictor of job performance and best predictor of future employee tenure.
RESUME FRAUD – lying on their resumes about their experiences/education File approach – obtain information from personnel files on employee’s previous employment,
2. CHECKING FOR DISCIPLINE PROBLEMS education, interests & demographics
a. to determine whether the applicant has a history of like poor attendance, sexual harassment & violence. Questionnaire approach – biographical questionnaire that is administered to all employees &
b. Negligent hiring – if an organization hires an applicant without checking references & background, if there’s a crime, applicants
then the company is liable PREDICTING PERFORMANCE USING PERSONALITY, INTEREST & CHARACTER
3. DISCOVERING NEW INFORMATION ABOUT THE APPLICANT • PERSONALITY INVENTORIES – predict performance better than was once thought
4. PREDICTING FUTURE PERFORMANCE o For normal personality – measure the traits exhibited by normal individuals in everyday life. MMPI → Hogan
a. “the best predictor of future performance is past performance” Personality Inventory → California Personality Inventory → NEO-PI → 16PF → MBTI
b. Leniency – most of the recommendations are positive Openness → bright, inquisitive
c. Negligent reference – if a company fails to divulge a fact to other company Conscientiousness → reliable, dependable
d. Knowledge of the applicant – the person writing the letter often does not know the applicant well Extraversion → outgoing, friendly
e. Reliability – involves lack of agreement between two people who provide references for the same person. Letters of Agreeableness → works well with others, team player
recommendation may say more about the person writing the letter than about the person for whom it is being
Emotional Stability → not anxious, tense
written
o For psychopathology – determine whether individuals have serious psychological problems
f. Extraneous factors – the method used by the letter writer is often more important than the actual content. Thus
Projective tests
letters of recommendations often are not great predictors of performance.
Rorschach Ink Blot Test
5. 3 ETHICAL GUIDELINES THAT REFERENCE PROVIDERS SHOULD FOLLOW:
TAT
a. Explicitly state your relationship
• INTEREST INVENTORIES → tap vocational interests
b. Be honest in providing details
o Strong Interest Inventory (SII) → asks individuals to indicate whether they like or dislike 325 items such as
c. Let the applicant see your reference before sending it & give him the chance to decline to use it
bargaining, repairing electrical wiring & taking responsibility. Answers shows how similar a person is to people
PREDICTING PERFORMANCE USING APPLICANT TRAINING & EDUCATION already employed in 89 occupations that have been classified into 23 basic interest scales
• The use of GPA is most predictive in the first few years of graduation. It will result in high levels of adverse impact. o Vocational Counseling – helping people find the careers for which they are best suited
PREDICTING PERFORMANCE USING APPLICANT KNOWLEDGE o Integrity tests (honesty tests) → tell an employer the probability that an applicant would steal money or
• Used primarily in the public sector, especially for promotions merchandise.
• Job Knowledge Tests – designed to measure how much a person knows about a job. They have excellent content & Overt integrity tests → person’s attitudes about theft as well as his previous theft behavior will
criterion validity accurately predict his future honesty. More reliable & valid in predicting theft
PREDICTING PERFORMANCE USING APPLICANT ABILITY Personality based integrity tests → tap a variety of personality traits related to counterproductive
• Ability Tests – tap the extent to which an applicant can learn or perform a job related skill. Used primarily for occupations behavior such as theft, absenteeism & violence.
in which applicants are not expected to know how to perform the job at the time of hire. PROBLEMS: “shrinkage” → the researcher does not know which of the employees is responsible for
• Cognitive ability – oral & written comprehension, oral & written expression, reasoning. Important for professional, clerical, the theft
& supervisory job. Commonly used because they are excellent predictor of employee performance. It has high level of Conditional reasoning tests → reduce inaccurate responses & get a more accurate picture of a
adverse impact & lack face validity, difficulty of setting a passing score. It is thought to predict work performance in 2 ways: person’s tendency to engage in aggressive/counterproductive behavior
o By allowing employees to quickly learn job-related knowledge Graphology → “handwriting”
o By processing information resulting in better decision making REJECTING APPLICANTS
o Wonderlic Personnel Test – most widely used cognitive ability test in industry. 12 mins.
• Applicants who were rejected properly were more likely to continue to be a customer at the organization and to apply for
• Perceptual ability – vision.
future job openings
• Psychomotor ability – finger dexterity; useful for jobs as carpenter, police officer etc. • Best way to address rejection in an applicant:
• Physical ability tests – jobs that require physical strength & stamina o A personally addressed & signed letter o A wish of good luck in future endeavors
o Job related ness – o The company’s appreciation to the applicant o A promise to keep the applicant’s resume on file
o Passing score – relative standards indicates how well an individual scores compared to others. Absolute passing o Compliment about high qualifications o Send rejection letters to applicants
score are set at the minimum level needed to perform a job o Comment about the high qualifications possessed by other o Don’t send the rejection letter immediately
o When the ability must be present – applicants o Be as personable & as specific as possible
PREDICTING PERFORMANCE USING APPLICANT SKILL o Information about the individual who was actually hired o Include a statement about the individual who received the
• WORK SAMPLE – the applicant performs actual job-related tasks. When a simulation does not involve situational exercise job
o Leaderless group discussions – applicants meet in small groups and are given a job-related problem to solve or o Do not include the name of a contact person
a job-related issue to discuss
CHAPTER 6: EVALUATION SELECTION TECHNIQUES & DECISIONS
ARE OTHER EMPLOYEES MOTIVATED? ARE EMPLOYEE’S JOB EXPECTATIONS BEING MET?
If an organization’s older employees work hard & talk positively about their jobs & their employer, new employees will model this • If there is a discrepancy, employees will become dissatisfied & less motivated.
behavior & be both productive & satisfied. • Discrepancy theory → when an employee’s expectations are not met, the results are lower job satisfaction, decreased
organizational commitment & increased intent to leave the organization.
INTEGRATION OF MOTIVATION THEORIES:
• We will be motivated in our jobs if the job itself & the organization meet our expectations & values & satisfy our needs. IS THE EMPLOYEE A GOOD FIT WITH THE JOB & THE ORGANIZATION?
• Goal-setting theory – we find that employees who have understand, and agree to goals will be more motivated than those • Which their values, interests, personality, lifestyle, skills match those of their vocation (career), job, organization, coworkers
without goals or unclear goals. & supervisor. → tend to be satisfied with their jobs
• Expectancy theory & goal-setting theory – we know that goals must be challenging but reasonable • The extent to which employees’ desire for a particular work schedule matches their actual schedule
• Operant learning & expectation theories – extrinsically motivated people will be more motivated if behavior results in a
reward ARE THE TASKS ENJOYABLE?
• Operant learning, expectation, goal-setting, needs theory, & Premack Principle – rewards must have value to the • Employees who find their work interesting are more satisfied & motivated.
employee to be motivating
• Equity theory – rewards that are valued will be motivating only if they are given in an equitable way DO EMPLOYEES ENJOY WORKING WITH SUPERVISORS & COWORKERS?
• Social influence theory – if other employees are motivated there is an increased probability that we will model their • People who enjoy working with their supervisors & coworkers will be more satisfied with their jobs.
behavior & be motivated.
CHAPTER 10: EMPLOYEE SATISFACTION & COMMITMENT ARE COWORKERS OUTWARDLY UNHAPPY?
• SOCIAL INFORMATION THEORY/SOCIAL LEARNING THEORY – employees observe the levels of motivation & satisfaction of
JOB SATISFACTION – the attitude an employee has toward her job other employees and then model those levels. Social environment does have an effect on employees’ attitudes/behaviors
ORGANIZATIONAL COMMITMENT – the extent to which an employee identifies with & is involved with an organization
ARE REWARDS & RESOURCES GIVEN EQUITABLY?
WHY SHOULD WE CARE ABOUT EMPLOYEE ATTITUDES? • EQUITY THOERY – employees perceive that they are being treated fairly
• Satisfied employees tend to be committed to an organization and employees who are satisfied & committed are more likely • DISTRIBUTIVE JUSTICE – perceived fairness of the actual decisions made in an organization
to attend work, stay with an organization, arrive at work on time, perform well and engage in behaviors helpful to the • PROCEDURAL JUSTICE – perceived fairness of the methods used to arrive at the decision
organization than are employees who are not satisfied. • INTERACTIONAL JUSTICE – perceived fairness of the interpersonal treatment employees receive
• Affective-cognitive consistency → their consistent beliefs about their level of job satisfaction
IS THERE A CHANCE FOR GROWTH & CHALLENGE?
WHAT CAUSES EMPLOYEES TO BE SATISFIED WITH AND COMMITTED TO THEIR JOBS?
• Employees may be satisfied with one facet of work (ex. Pay) but not another (coworkers).
• JOB ROTATION – A system in which employees are given the opportunity to perform several different jobs in an o Find out why employees are leaving by administering surveys or exit interviews
organization. Helps alleviate boredom by allowing an employee to change tasks o Is a process of disengagement from the organization that can take days, weeks or months. Employees typically
• JOB ENLARGEMENT – A system in which employees are given more tasks to perform at the same time. leave for five reasons:
o Knowledge enlargement – employees are allowed to make more complex decisions UNAVOIDABLE REASONS
o Task enlargement – they are given more tasks of the same difficulty level to perform ADVANCEMENT
• JOB ENRICHMENT – A system in which employees are given more responsibility over the tasks and decisions related to their UNMET NEEDS
job. ESCAPE
• Job characteristics model – enriched jobs are the most satisfying. Allows a variety of skills to be used UNMET EXPECTATIONS
• Job diagnostic survey (JDS) – measure the extent to which these characteristics are present in a given job • EMBEDDED
• Self directed team or quality circles – employees meet as a group to discuss & make recommendations about work issues • COUNTERPRODUCTIVE BEHAVIORS – two types of behaviors those aimed at individuals and those aimed at organization.
• LACK OF ORGANIZAATION CITIZENSHIP BEHAVIORS – motivated to help the organization & their coworkers by doing the
MEASURING SATISFACTION & COMMITMENT little things they are not required to do