Solution Manual for Managing Human Resources, 18th Edition, Scott Snell, Shad Morris,

Solution Manual for Managing Human Resources,

18th Edition, Scott Snell, Shad Morris,

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 CHAPTER 6
EMPLOYEE SELECTION
CHAPTER OUTLINE
6.1 Overview of the Selection Process
6.1a Begin with a Job Analysis
6.1b Steps in the Selection Process
6.1c Obtaining Reliable and Valid Information
6.2 Initial Screening
6.2a Initial Screening Methods
6.3 Employment Interviews
6.3a Types of Interviews
6.3b Methods for Administering Interviews
6.3c Diversity Management: Could Your Questions Get You into Legal Trouble?
6.4 Post-Interview Screening
6.4a Reference Checks
6.4b Background Checks
6.5 Preemployment Tests
6.5a Types of Tests
6.5b Determining the Validity of Tests
6.6 Reaching a Selection Decision
6.6a Summarizing Information about Applicants
6.6b Decision-Making Strategy
6.6c Final Decision

LEARNING OUTCOMES
After studying this chapter, students should be able to:
1. Explain what the objectives of the employee selection process are, its steps, and why the
information gathered during the process must be reliable and valid.
2. Describe the tools used to screen applicants, the types of employment interviews and
methods to administer them, and the post-interview screening tools firms use.
3. Compare the value of different types of employment tests and how their validity and
reliability are assessed.
4. Explain how firms evaluate the information they collect on candidates and the decision
strategies they use to select employees.

GENERATING INTEREST
Consider introducing this topic by showing the first video highlight clip Thousands Fail
Uber Background Check That Some Call Unfair (2:23) to generate interest and launch a
discussion. Information about the clip can be found in the Video Highlight description that
follows.
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2 Part 3: Developing Effectiveness in Human Resources

DEALING WITH TROUBLE SPOTS

Understanding the differences between reliability and validity can be challenging.
Providing synonyms and simple examples can help:
Term Synonyms Examples
Reliability Consistency; stability • Test-takers get similar scores on the same
test administered several days apart
• Multination Olympic judges give similar
scores after an athletic performance
• Panel interviewers rate candidates similarly
Validity Predictability Scores on a test accurately predict job
performance
Types of validity:
• Criterion-related validity: low score = low performance; high score
= high performance
• Concurrent validity: matching predictive data with current data
• Predictive validity: matching predictive data with future data
• Validity generalization: applying predictive data across many
situations
• Content validity: basing predictive data on job samples
• Construct validity: predicting traits

Ensuring that all selection procedures are reliable and valid is left to the statistical experts.
However, students need to be aware that any tool or procedure they use in the hiring
process must meet these criteria for at least two reasons:
• Good hiring decisions are based on good information, and one definition of good
information is that it is valid and reliable.
• When and if an organization’s selection procedure is challenged for being
discriminatory, it will want to be able to prove that its process meets these criteria.

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 6: Employee Selection 3

LECTURE OUTLINE
6.1 Overview of the Selection Process Figure 6.1
Figure 6.2
Discussion Starter #1: Like other organizations, the Marine Corp has had to ensure its physical
abilities tests are job related. Why is it important for companies to make sure physical ability tests
are job related? Provide three examples of jobs in which a physical ability test would be necessary.

ANSWER: Physical ability tests must be used cautiously. In the past, requirements for physical
characteristics such as strength, agility, height, and weight were often determined by an employer’s
unvalidated notion of what should be required. This often put women and disabled job applicants at a
disadvantage. A Dial Corp. plant began using a strength test, and the company was sued after the
percentage of women hired dropped dramatically. An appeals court ruled that the test had a disparate
impact on women. Because of such situations, physical requirements have been questioned and
modified so as to represent typical job demands.

Students’ examples of jobs will vary. They may include demanding and potentially dangerous jobs in
which physical abilities such as strength and endurance tend to be good predictors not only of
performance but also of accidents and injuries, such as firefighters and police officers.

Selection is the process of choosing individuals who are qualified to fill existing or
projected job openings.
Teaching Tip: Use Figure 6.1 to discuss the overall goal of selection—maximizing hits and avoiding
misses.

6.1a Begin with a Job Analysis

Job specifications help identify the competencies employees need for success—the
knowledge, skills, abilities, and other factors (KSAOs) that lead to superior
performance. Involved line managers, interviewers, and HR personnel should be
familiar with the job opening and its KSAOs.
Values-based hiring occurs when organizations try to hire individuals who match
their values and cultures. It can result in a lack of diversity.
6.1b Steps in the Selection Process
Treating all applicants alike ensures that none receives special treatment and the best
candidate is hired.
Teaching Tip: Use Figure 6.2 to discuss the major steps in the selection process. Emphasize that the
order may vary and that some steps may be omitted. In some situations, a person may be put through
all the steps, whereas in others, a candidate may be rejected after one or two steps.

6.1c Obtaining Reliable and Valid Information

Reliability is the degree to which an interview, test, or other selection procedures
result in consistent information about a candidate. Interrater reliability—agreement
among two or more raters—is one measure of a method’s consistency. Validity is

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4 Part 3: Developing Effectiveness in Human Resources

the degree to which a test or selection procedure actually measures or predicts a

person’s ability to do a job.
EOC Discussion Question #1: Is there a “best” employment process stepwise? What steps must
come first and last?
6.2 Initial Screening Figure 6.3
Many methods can be used to screen out unqualified applicants.
6.2a Initial Screening Methods
Several methods can be used to screen applicants.
Cover Letters and Résumés
Résumés and cover letters are used to assess applicants, especially for salaried
positions. Well-written cover letters are important if a requirement of the job is
having good written communication skills.
Teaching Tip: Use Figure 6.3 to discuss how to assess résumés objectively.

Internet Checks
Many companies are researching candidates on social media. Three problems should
be considered:
• Authenticity is questionable.
• Information isn’t job related.
• Discrimination against protected classes can result.
Phone and Video Screening
Video résumés are short video clips that highlight applicants’ qualifications beyond
what they can communicate on their résumés. Companies should be careful to
consider only job-related qualifications.
Application Forms
Application forms ask about the applicant’s job qualifications. Employers must be
careful to ask only job-related questions and follow state laws.
6.3 Employment Interviews Figure 6.4
Interviews are subjective and poor at predicting performance. The interview continues to be
used for three reasons:
• They are practical when there are only a small number of applicants.
• They serve other purposes, such as public relations.
• Interviewers trust their judgments.
Teaching Tip: Use Figure 6.4 to discuss the variables in the employment interview. Ask students how
one or more variables affect the process.

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 6: Employee Selection 5

6.3a Types of Interviews

Structure determines the actions of the interviewer. The more structure an interview
has, the more the interviewer will direct the interview.
Nondirective Interviews
A nondirective interview is an interview in which the applicant is allowed the
maximum amount of freedom in determining the course of the discussion, while the
interviewer carefully refrains from influencing the applicant’s remarks.
Structured Interviews
A structured interview is an interview in which a set of standardized questions
having an established set of answers is used.
Situational Interviews
A situational interview is an interview in which an applicant is given a
hypothetical incident and asked how he or she would respond to it.
Behavioral Description Interviews
A behavioral description interview (BDI) is an interview in which an applicant is
asked questions about what he or she actually did in a given situation.
Sequential and Panel Interviews
A sequential interview is a format in which a candidate is interviewed by multiple
people, one right after another. A panel interview is an interview in which a board
of interviewers questions and observes a single candidate.
6.3b Methods for Administering Interviews
Most interviews take place in person. However, they can be administered in other
ways to broaden the talent pool and make interviewing easier, faster, and less costly.
Video and Phone Interviews
Video interviews are interviews conducted via videoconferencing or over the Web.
Phone interviews can also expand the pool of talent.
Computer-Administered (Automated) Interviews
Computer-administered (automated) interviews are interviews in which the
questions are administered to applicants via computers. The interviews can be
conducted at a firm’s facilities, using kiosks, online, or via phone.
6.3c Diversity Management: Could Your Questions Get You into Legal Trouble?
The EEOC discourages direct or indirect questions related to race, color, age,
religion, sex, sexual orientation, national origin, caregiver status, and other factors.
EOC Discussion Question #2: Compare briefly the major types of employment interviews described
in this chapter. Which type would you prefer to conduct? Why?

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6 Part 3: Developing Effectiveness in Human Resources

6.4 Post-Interview Screening

Employers investigate the background of qualified candidates.
6.4a Reference Checks
References are checked via phone, fax, mail, and email. The most reliable
information usually comes from supervisors.
6.4b Background Checks
Companies perform background checks, in part because state courts have ruled that
companies can be held liable for negligent hiring if they fail to do adequate
background checks. Negligent hiring is the failure of an organization to discover,
via due diligence, that an employee it hired had the propensity to do harm to others.
Criminal Records Checks
If criminal histories are taken into account, employers must consider the nature of
the job.
Credit Checks
Credit checks are sometimes performed when they are not job related. Some states
prohibit the practice.
Video Highlight #1: Section 6.4b: Background Checks

VIDEO: Thousands Fail Uber Background Check That Some Call Unfair (2:23)

Massachusetts officials say more than 10 percent of people who applied to drive for ride-hailing
companies Uber and Lyft failed a required background check, though the company and some drivers
call the process unfair. This news report by WBZ-TV examines the issue.

https://www.youtube.com/watch?v=t_9nNrP7I_E

TOPICS/CONCEPTS: background checks, post-interview screening, employment screening, hiring

6.5 Preemployment Tests Figure 6.5

Figure 6.6
A preemployment test is an objective and standardized test used to gauge a person’s
knowledge, skills, abilities, and other characteristics (KSAOs) relative to other individuals.
It can be legally challenged, and it requires time and money.
6.5a Types of Tests
Different types of preemployment tests can be used.
Job Knowledge Tests
Job knowledge tests are achievement tests designed to measure people’s level of
understanding, or knowledge, about a particular job.

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 6: Employee Selection 7

Work Sample Tests

Work sample tests require the applicant to perform tasks that are part of the work
required on the job.
Assessment Center Tests
An assessment center test is a process by which managerial candidates are
evaluated at an assessment center as they participate in a series of situations that
resemble what they might need to handle on the job.
Cognitive Ability Tests
Cognitive ability tests measure mental capabilities such as general intelligence,
verbal fluency, numerical ability, and reasoning ability.
Teaching Tip: Use Figure 6.5 to discuss the type of questions on a cognitive ability test. Ask students if
they think the test can predict success on the job.

Biographical Data (Biodata) Tests

Biographical data tests (biodata tests) ask questions about events and behaviors that
reflect attitudes, experiences, interests, skills, and abilities. The pattern of responses
enables the prediction of success on the job.
Personality and Interest Inventories
Five dimensions can summarize personality traits:
• Extroversion—the degree to which someone is talkative, sociable, active,
aggressive, and excitable
• Agreeableness—the degree to which someone is trusting, amiable, generous,
tolerant, honest, cooperative, and flexible
• Conscientiousness—the degree to which someone is dependable and
organized and perseveres in tasks
• Neuroticism—the degree to which someone is secure, calm, independent,
and autonomous
• Openness to experience—the degree to which someone is intellectual,
philosophical, insightful, creative, artistic, and curious
Polygraph Tests
The polygraph, or lie detector, is a device that measures the changes in breathing,
blood pressure, and pulse of a person who is being questioned. Normally, they are
used only for law-enforcement personnel and high-security CIA- and FBI-type jobs.
Honesty and Integrity Tests
Some studies have shown that integrity tests predict job performance, while other
studies disagree.

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
8 Part 3: Developing Effectiveness in Human Resources

Physical Ability Tests

Strength and endurance tests are valid for jobs such as firefighting. They must be
used carefully to be fair for all applicants.
Medical Examinations
The law prohibits medical examinations before an applicant receives a conditional
employment offer and agrees to the examination. All exams must be related to job
responsibilities.
Drug Tests
Different states have different laws regarding drug testing. Companies should follow
procedures established by the Substance Abuse and Mental Health Services
Administration (SAMHSA).
Discussion Starter #2: What characteristics do job knowledge and job sample tests have that often
make them more acceptable to candidates than other types of tests?

ANSWER: Job knowledge tests and job sample tests are often more acceptable to examinees because
they appear to be job related. Job knowledge tests are achievement tests designed to measure people’s
level of understanding, or knowledge, about a particular job. Work sample tests, or job sample tests,
require the applicant to perform tasks that are actually a part of the work required on the job.
Therefore, when both of these tests are constructed from a carefully developed outline that experts
agree includes the major job functions, the tests are considered effective, reliable, valid, and fair.

Note: This question is identical to EOC Discussion Question #3.

EOC Discussion Question #3: What characteristics do job knowledge and job sample tests have
that often make them more acceptable to candidates than other types of tests?
Video Highlight #2: Section 6.5: Preemployment Tests

VIDEO: Physical Ability Test (6:29)

This video shows what a physical ability test is like for the Newport Beach Police Department.

https://www.youtube.com/watch?v=soJt-ni2KN4

TOPICS/CONCEPTS: preemployment tests, physical ability tests

6.5b Determining the Validity of Tests

You can use different approaches to validating tests.
Criterion-Related Validity
The extent to which a selection tool predicts, or significantly correlates with,
important work behaviors is known as criterion-related validity. The two types of
criterion-related validity are concurrent and predictive. Concurrent validity is the
extent to which the test scores of current employees correlate with their job
performance. Predictive validity is the extent to which candidates’ test scores
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 6: Employee Selection 9

match criterion data obtained from them after they have been hired and on the job
for a period of time.
Regardless of the method used, cross-validation is essential. Cross-validation is
verifying the results obtained from a validation study by administering a test or test
battery to a different sample (drawn from the same population).
Teaching Tip: Use Figure 6.6 to discuss the types of validity used.

Discussion Starter #3: What is meant by the term criterion as it is used in personnel selection? Give
some examples of criteria used for jobs with which you are familiar.

ANSWER: The term criterion refers to measures of job performance such as production records,
supervisor’s ratings, training outcomes, and other measures of on-the-job success.

Students may give several examples of criteria. It is important that they understand that criterion, used
in this context, refers to a measure of job success and not to the various types of predictor information
(education, job experience, and so on).

Note: This question is identical to EOC Discussion Question #4.

EOC Discussion Question #4: What is meant by the term criterion as it is used in personnel
selection? Give some examples of criteria used for jobs with which you are familiar.
Content Validity
Content validity is the extent to which a selection instrument, such as a test,
adequately samples the knowledge and skills needed to do a particular job. It is used
when the criterion-related approach is not feasible.
Construct Validity
The extent to which a test measures a theoretical construct, or trait, is known as
construct validity. Typical constructs are intelligence, mechanical comprehension,
and anxiety.
6.6 Reaching a Selection Decision Figure 6.7
Figure 6.8
Figure 6.9
6.6a Summarizing Information about Applicants
Systematic organization of the applicants’ information makes it easier to objectively
evaluate all applicants. Evaluation centers on what each applicant can do and will
do.
Teaching Tip: Use Figures 6.7 and 6.8 to discuss the importance of can-do and will-do characteristics of
an applicant. Ask students how these should be weighed when considering an application.

6.6b Decision-Making Strategy

The strategy used for making personnel decisions is not the same for every job.
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
10 Part 3: Developing Effectiveness in Human Resources

Clinical Approach
Although the name of this approach sounds objective, it includes many subjective
ratings. For example, personal biases might be hidden in clinical terms.
Statistical Approach
The statistical approach is more objective. It uses and weights the most valid
predictors. Three models are used:
• A compensatory model is a selection decision model in which a high score
in one area can make up for a low score in another area.
• A multiple cutoff model is a selection decision model that requires an
applicant to achieve some minimum level of proficiency on all selection
dimensions.
• A multiple hurdle model is a selection decision model in which only the
applicants with the highest scores at an initial test stage go on to subsequent
stages.
Teaching Tip: Use Figure 6.9 to discuss the effects of raising and lowering the cutoff score when using
the statistical approach.

The selection ratio is the number of applicants compared with the number of people
to be hired. A low selection ratio selects only the best candidates.
6.6c Final Decision
In large firms, the final decision has several steps:
• Manager selects a candidate and informs HR.
• HR makes a job offer to the candidate, usually by phone. This offer is
contingent on passing any required medical exams.
• Medical exams and drug tests are performed.
• HR makes a written offer to the candidate.
• After the candidate accepts the offer, candidates who were not chosen should
be informed.
Although the steps may vary for internal candidates, all candidates should be
informed when a decision is final. Treating applicants with respect is important.
Some candidates may be customers or employees in other departments.

ANSWERS TO END-OF-CHAPTER DISCUSSION QUESTIONS

1. The process should begin with a job analysis that yields a job specification. The number of
steps and activities involved in the process will vary depending on the job and organization.
The final step in the process involves systematically reaching a decision.

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 6: Employee Selection 11

2. In highly structured interviews, the interviewer determines the course that the interview will
follow as each question is asked. In the less structured interview, the applicant plays a
larger role in determining the course the discussion will take. The major types of
employment interviews described in this chapter are nondirective, structured, situational,
behavioral description, sequential, and panel interviews. The major difference among them
is the degree of structure or control, with the nondirective type having minimal structure. In
the structured interview, the interviewer adheres closely to a highly detailed set of questions
on specially prepared forms. Students will have different choices for different reasons.
3. Job knowledge tests and job sample tests are often more acceptable to examinees because
they appear to be job related. Job knowledge tests are achievement tests designed to
measure people’s level of understanding, or knowledge, about a particular job. Work
sample tests, or job sample tests, require the applicant to perform tasks that are actually a
part of the work required on the job. Therefore, when both of these tests are constructed
from a carefully developed outline that experts agree includes the major job functions, the
tests are considered effective, reliable, valid, and fair.
4. The term criterion refers to measures of job performance such as production records,
supervisor’s ratings, training outcomes, and other measures of on-the-job success. Students
may give several examples of criteria. It is important that they understand that criterion,
used in this context, refers to a measure of job success and not to the various types of
predictor information (education, job experience, and so on).

HRM EXPERIENCE

Designing Selection Criteria and Methods

The methods used to tap qualities will most likely vary with the type of job the students
choose. Students should choose methods that will offer valid information on how well the
person will perform the job. They should also be aware of using methods that will help
them get a person–organization fit. After they have done the “reality check,” help them
understand that the company may not be using the correct methods either. If so, why would
the company choose the methods it is currently using? Have your students check the
assumptions people may make when choosing hiring methods.

NOTES FOR END-OF-CHAPTER CASE STUDIES

Case Study 1: Job Candidate Assessment Tests Go Virtual

1. Prime advantages of virtual tryouts are that they provide better qualified candidates, faster
recruiting, and lower turnover among employees hired. Also, a unique impression among
applicants is created as this kind of assessment provides a more realistic job preview and
makes them feel like they are being chosen for jobs on more than just their personalities or
how they performed during an interview. However, HR experts warn that companies need
to be sure they are not simply buying glitzy simulations that do not translate well to the jobs

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Solution Manual for Managing Human Resources, 18th Edition, Scott Snell, Shad Morris,

12 Part 3: Developing Effectiveness in Human Resources

for which they are hiring. Another prime disadvantage is that it could potentially eliminate
candidates who have trouble with simulation or computers but might make good
employees.
2. Although the virtual tryout has its advantages, it must be validated (either by content or
criterion-related validity). Certain people who are more nervous in such a setting might be
wrongly eliminated from the applicant pool. To avoid EEOC concerns, firms using this
approach should definitely check to see the distribution of applicants who do well in this
test-taking environment versus those who do better in a traditional interview.
3. Encourage students who have experienced job tryouts to respond to this question. Given the
cost of the equipment, jobs best suited for virtual tryouts would be those that are not likely
to change significantly in terms of technology and skill requirements in the short run.

Case Study 2: Pros and Cons of Cleaning Up the “Resu-mess”

1. Students’ answers may vary. The primary benefit of résumé screening tools is that
recruiters’ and managers’ time is freed up—time that can be used to pursue hiring the most
qualified applicants versus sorting through résumés. Because managers have to spend less
time screening applicants, they have more time to spend on tasks like strategy planning and
employee training initiatives designed to give the firm an edge over its competitors. The
new tools also allow HR managers to recruit more qualified applicants than they might have
hired using traditional screening methods. On the other hand, managers tend to pile on huge
numbers of keywords so that very few applicants can make it past the screen. There is also a
lack of the human touch and judgment in the process. Managers don’t end up seeing
interesting résumés—résumés from people who have different skills or life experiences that
would translate well to the job. Consequently, a lot of people who would make excellent
employees never get a glance.
2. The process may not give applicants the feeling that they have had a chance to present
themselves accurately. Companies can counter these problems, however, by responding to
applicants promptly and dealing with them fairly and politely. For example, the applications
of candidates who don’t make the cut could be archived and these people could be re-
contacted later should positions open that better fit their skills. Also, instead of posting job
ads, recruiters can use social networking sites to get the word out for the types of employees
they are looking to hire.

FLIP TIPS

Activity
Step 1: Submit a report on preemployment tests you would use in a company of your choice
(such as investment, consulting, banking, contracting, etc.). The report should emphasize
the rationale behind the use of those tests and also state their advantages and disadvantages.
Step 2: Share your report to discuss the suitability of the tests.

© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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