Human Resource Management 8th

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Human Resource
th
Management, 8 edition
by Raymond J. Stone

Prepared by
Andrew Zur, University of Melbourne

© John Wiley & Sons Australia, Ltd

 Human Resource Management, 8th edition

Chapter 7
Employee selection
Multiple choice questions

1. In their selection processes, employers are giving increasing emphasis to:

a. computer-based skills.
*b. behavioural and attitudinal characteristics.
c. assessment centres.
d. unstructured interviews.

General Feedback:
Page 252. Learning Objective 1. Factual. Many organisations are focussing on job applicants'
cultural fit and thus on attitudes and behaviours in their selection decisions believing that job
skills are more trainable.

2. Selection criteria should:

a. include all the performance indicators identified in recruitment.

b. correspond closely to how a job is performed now and in the future.
*c. be consistent with the organisation's strategic direction and culture.
d. reflect the standard of applicants from which a choice is to be made.

General Feedback:
Page 252. Learning Objective 1. Factual. An organisation's success depends on it having the
right people in the right place at the right time. The strategic business objectives and culture
should determine the people selected.

3. Which of the following is not one of the major research findings about interviewing?

a. Interviewees who play hard to get are rated more highly.

b. Unfavourable information outweighs favourable information.
c. Interviewers' post-interview ratings are highly related to their pre-interview impressions.
*d. Interviewers are less likely to change their initial opinion of the applicant from positive to
negative than from negative to positive.

General Feedback:
Page 267. Learning Objective 5. Factual. Research has shown that interviewers are more likely
to change their initial opinion from positive to negative.

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4. Criteria that is used to distinguish successful from unsuccessful job performance is required to
be:

a. objective and subjective.

b. vague and subjective.
*c. reliable and valid.
d. flexible and situational.

General Feedback:
Page 257. Learning Objective 2. Factual. Employers should only use predictive measures of job
success that are valid and reliable.

5. Validity in relation to selection refers to:

a. the value of the position to the organisation's future direction.

*b. the extent to which something measures what it claims to measure.
c. the extent to which a measure is consistent and dependable.
d. how badly an applicant wants to acquire a particular position.

General Feedback:
Page 255. Learning Objective 2. Factual. Validity is the ability of a test or other selection
technique to measure what it sets out to measure.

6. The identification of criteria necessary for the successful performance of a job is derived from:

a. an employee skills inventory.

b. a job specification document.
c. the human resource plan.
*d. a job description document.

General Feedback:
Page 256. Learning Objective 2. Factual. The detail of the job description including duties and
responsibilities and relationships helps to identify the criteria for job success.

7. The two approaches that HR managers use to determine the validity of criteria are:

a. past performance and future strategies.

*b. concurrent validity and predictive validity.
c. subjective observation and behavioural patterns.
d. performance validity and result validity.

General Feedback:
Page 255. Learning Objective 2. Factual. Concurrent validity is based on giving existing
employees a criterion predictor (such as an aptitude test) and correlating the scores with job

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performance. To determine whether a criterion predictor actually predicts competent

performance, the criterion predictor is given to all job applicants and then at a later stage this is
correlated with job performance. This latter process determines the predictive validity.

8. If a performance predictor lacks reliability an organisation could find that the applicant chosen
for a position:

a. is totally unable to perform the tasks required.

b. is unaware of the necessary tasks to be performed on the job.
*c. may perform well one time and poorly the next.
d. does not have a personality to fit the existing culture.

General Feedback:
Page 257. Learning Objective 2. Factual. A predictor is reliable if individuals obtain essentially
the same scores or rankings each time they are tested.

9. Test/retest, split halves, and parallel forms are all methods for measuring:

a. employee ability.
b. organisation compatibility.
c. employee personality.
*d. predictor reliability.

General Feedback:
Page 257. Learning Objective 2. Factual. Predictor reliability is measured using one of these
three methods.

10. The most correct order of the steps in the selection process is:

*a. application form; interview; medical examination; placement on the job.

b. placement on the job; background investigation; medical examination.
c. preliminary interview; background investigation; interview.
d. preliminary screening; application form; placement on the job.

General Feedback:
Page 258. Learning Objective 3. Factual. Figure 7.3 sets out an example of the selection steps
that may be utilised. However, procedures can vary widely from organisation to organisation.

11. When using telephone screening to determine if candidates satisfy minimum requirements,
the questions asked should be:

a. related to formal qualifications and relevant experience.

*b. related to issues critical to job requirements.

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 Human Resource Management, 8th edition

c. varied according to the age and sex of the applicant.

d. open-ended and enquire about previous positions held.

General Feedback:
Page 260. Learning Objective 3. Factual. In telephone screening, a few simple questions related
to critical job requirements should be prepared beforehand and they should be asked in the same
way for each candidate.

12. Behavioural interviews are based on the assumption that:

a. an unstructured interview is a better indicator of future performance.

*b. the best predictor of future performance is past performance.
c. interviewing as a selection technique has serious shortcomings.
d. peoples' behaviour in interviews follows predictable patterns.

General Feedback:
Page 267-68. Learning Objective 5. Factual. The behavioural interview probes details of
situations and how applicants handled those situations. This allows the interviewer to judge how
well the applicant performed in that situation and thus develop an idea of the applicant's typical
behaviour pattern.

13. Where there is an attempt to identify the relationship between an application form item and
job performance measures, this is known as a:

a. numbered application form.

b. detailed personality test.
c. performance review form.
*d. weighted application form.

General Feedback:
Page 260. Learning Objective 3. Factual. Weighted application forms are designed to overcome
interviewer subjectivity by assigning a weight or loading to application form items to produce a
weighted score.

14. The completed application form is:

a. a strong predictor of success in lower level positions.

b. becoming cluttered with non-job related questions.
*c. a valuable tool in screening out unqualified applicants.
d. no longer a useful selection tool in an age of on-line applications.

General Feedback:

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Page 260. Learning Objective 3. Factual. The application form is the basic source of employment
information and thus is very useful for culling applicants who do not meet the minimum
requirements of the role e.g. a trade qualification.

15. What information should NOT be requested on an application form?

*a. Criminal records and/or traffic convictions

b. Previous employment
c. Qualifications
d. Contact details of referees

General Feedback:
Page 261. Learning Objective 3. Factual. This type of information should not be included in an
application form. However, it can be asked for during an interview although interviewers should
be aware of 'spent convictions' legislation and as long as such questions are relevant to the job.

16. The curtailment of the polygraph in the US has seen the widespread adoption of:

a. assessment centres.
b. panel interviews.
c. genetic screening.
*d. honesty tests.

General Feedback:
Page 284. Learning Objective 5. Factual. Legislation has severely restricted the use of polygraph
tests by private employers in the United States. As a result, many employers have utilised
honesty tests which are designed to ask applicants about their attitudes towards theft and
dishonesty or about admissions of theft or illegal behaviour.

17. Which of the following tests have traditionally been the most difficult tests to evaluate and
the most sensitive to use in employee selection?

a. Aptitude tests
b. Intelligence tests
*c. Personality tests
d. Interest tests.

General Feedback:
Page 264. Learning Objective 4. Factual. The concept of personality is hazy and the relationship
between job performance and personality traits can be vague or non-existent. Hence, many
candidates may question the face validity of such tests as a selection tool.

18. Interest tests are specifically useful for:

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*a. helping individuals contemplating a career change.

b. measuring a candidate's ability to learn quickly.
c. predicting aptitude for a particular type of job.
d. measuring a candidate's emotional stability.

General Feedback:
Page 263. Learning Objective 3. Factual. Interest tests aim to measure how an applicant's interest
patterns compare with the interest patterns of successful people in a similar job.

19. In-basket exercises dealing with a series of memos, emails and letters is a selection tool
associated with:

a. group interviews.
b. polygraph tests.
*c. assessment centres.
d. honesty tests.

General Feedback:
Page 283. Learning Objective 5. Factual. In-basket exercises are one of a range of selection tools
used in assessment centres.

20. Face validity refers to:

*a. where a test item or question appears to make sense or to be logical.

b. the extent to which a measure is consistent and dependable.
c. the ability of a test or other selection tool to measure what it sets out to measure.
d. a statistical procedure showing the strength of the relationship between two variables.

General Feedback:
Page 262. Learning Objective 4. Factual. Face validity can be important in an applicant's
perception of the fairness of a selection tool; those tests which are perceived by applicants as
being job related are positively correlated with the attractiveness of the organisation.

21. The most widely used selection technique is the:

a. aptitude test.
*b. employment interview.
c. assessment centre.
d. personality test.

General Feedback:
Page 266. Learning Objective 5. Factual. Despite some pitfalls associated with the interview
process, it remains the most popular selection technique.

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22. Using a structured interview:

a. ensures that the interviewee feels that their application is taken seriously.
*b. ensures that all relevant information on the candidate is systematically covered.
c. allows the interviewer to focus on specific issues that are crucial to the applicant's ability to
perform the job.
d. ensures that all members of the interview panel have some input into the selection decision.

General Feedback:
Page 266. Learning Objective 5. Factual. The structured interview uses a predetermined format
that enables the interviewer to cover all relevant questions systematically.

23. Behavioural interviews are based on the assumption that:

a. an unstructured interview is a better indicator of future performance.

*b. the best predictor of future performance is past performance.
c. interviewing as a selection technique has serious shortcomings.
d. people's behaviour in interviews follows predictable patterns.

General Feedback:
Page 267. Learning Objective 5. Factual. The behavioural interview probes details of situations
and how applicants handled those situations. This allows the interviewer to judge how well the
applicant performed in that situation and thus develop an idea of the applicant's typical behaviour
pattern.

24. The purpose of the employment interview is:

*a. to give and get information that will help the interviewer make a decision about the
applicant's suitability.
b. to clarify and check the accuracy of information provided in the application form.
c. to determine whether the candidate has the character and personality to work well with
existing employees.
d. to ensure that the organisation is adhering to regulations relating to EEO legislation.

General Feedback:
Page 268. Learning Objective 5. Factual. The overriding objective of the interview process is to
give and get information that will help the interviewer determine if the applicant is suitable for
the position.

25. Meetings in which several job applicants interact in the presence of one or more company
representatives is known as:

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*a. group interviews.

b. panel interviews.
c. group screenings.
d. group assessment.

General Feedback:
Page 282. Learning Objective 5. Factual. Group interviews often take the form of a problem-
solving exercise or a leaderless group discussion, with the interviewer(s) acting as observer(s).

26. Research shows that interviewers make a judgement about an applicant:

a. when reading the written application.

b. after the interview has concluded.
*c. in the first three to five minutes of the interview.
d. based on their ability to communicate.

General Feedback:
Page 271. Learning Objective 5. Factual. The onus is on the interviewer not to make quick
decisions since the research suggests that there is a tendency to make a snap judgment about an
applicant at the start of an interview and spend the rest of the interview trying to justify the initial
decision.

27. The most correct statement about research and the employment interview is:

*a. interviewers develop their own stereotypes of a good applicant and select those who match
the stereotype.
b. favourable information outweighs unfavourable information.
c. interviewers are more likely to change their initial opinion of an applicant from negative to
positive than from positive to negative.
d. applicants who demonstrate greater eye contact, head moving, smiling and other similar non-
verbal behaviour receive lower evaluations.

General Feedback:
Page 271. Learning Objective 5. Factual. Research evidence indicates that interviewers tend to
develop stereotypes of what they believe a good applicant should be like and then look for those
stereotypical qualities in job candidates.

28. In order to guarantee a safe working environment, organisations such as Qantas use:

*a. random drug tests.

b. genetic screening.
c. medical examinations.
d. screening for HIV/AIDS.

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General Feedback:
Page 280. Learning Objective 5. Factual. These companies screen personnel for alcohol and drug
abuse but this remains a very sensitive issue.

29. The approach to selection that uses a series of steps, and eliminates candidates who fail a step
is the:

a. the compensatory approach.

b. the collective step approach.
*c. the successive hurdles approach.
d. the contemporary behavioural approach.

General Feedback:
Page 285. Learning Objective 6. Factual. The successive hurdles approach involves the screening
out of candidates at each stage of the selection process.

30. An accurate record of interview should be kept because:

a. it can help to remind the interviewer why certain decisions were made.
*b. it can help to prove that the selection decision was not discriminatory.
c. human resources/personnel need to have copies on file for audit purposes.
d. it can be used to monitor the effectiveness of recruitment and selection processes.

General Feedback:
Page 275. Learning Objective 5. Factual. Unfortunately, many interviewers fail to record the
results of interviews while it is fresh in their mind. Accuracy is important to support the
decision-making process and demonstrate that the decision was not discriminatory.

31. Biographical information blanks are used to:

a. collect relevant personal data about each applicant for the personnel files.
*b. compare the responses given by applicants with those of high-performing employees.
c. ensure an increase of workforce diversity in the organisation's staff profile.
d. check the accuracy of data collected during the interview from each candidate.

General Feedback:
Page 281. Learning Objective 5. Factual. The BIB uses seemingly irrelevant questions and
characteristics associated with high performing employees as a predictor of job success.

32. A disadvantage of panel interviews is:

a. a less thorough questioning of the applicant is likely.

b. a less thorough preparation of the interview is undertaken by panel members.

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*c. the experience can be quite stressful for the interviewee.

d. it fails to overcome any idiosyncratic biases that individual interviewers might have.

General Feedback:
Page 282. Learning Objective 5. Factual. A panel interview can result in a more thorough
questioning of the candidate, but has the potential to be a very stressful experience for the
interviewee.

33. Which of the following questions can be asked in an application form?

a. What is your place of birth?

*b. Are you an Australian resident?
c. What is the name of your spouse's employer?
d. Is English your first language?

General Feedback:
Page 260-61. Learning Objective 3. Factual. Applicants may be asked their residency status if
Australian residency is a job requirement. All other questions are discriminatory.

34. The Stromberg Dexterity Test and the Australian Council for Educational Research (ACER)
Mechanical Reasoning Test are examples of which type of test?

a. Interest test
*b. Aptitude test
c. Personality test
d. Intelligence test

General Feedback:
Page 263. Learning Objective 4. Factual. Aptitude tests are test of specialist abilities that are
required in particular jobs.

35. Which of the following are known as the 'Big Five' of personality dimensions?

*a. Emotional stability, agreeableness, conscientiousness, extroversion and openness

b. Emotional stability, need for control, conscientiousness, introversion and openness
c. Assertiveness, need for control, conscientiousness, extroversion and openness.
d. Assertiveness, agreeableness, creativity, introversion and ambition.

General Feedback:
Page 265. Learning Objective 4. Factual. Research indicates that HR managers wishing to
predict job performance, training proficiency, counterproductive behaviours, leadership potential
and emotional behaviour would best employ a 'Big Five' personality questionnaire as part of their
selection processes.

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36. Without a systematic approach that examines reliability and validity:

a. the selection decision can be undermined by poor interviewing techniques.

b. the job description and job specifications will reveal misleading information about a position.
*c. no relationships can be demonstrated between predictors and criteria.
d. it will be impossible to determine the most effective selection criteria.

General Feedback:
Page 255. Learning Objective 2. Applied. The stronger the relationship between predictors and
criteria, the more accurate the selection decision and the more likely that EEO objectives of
being objective, non-discriminatory and merit-based will be satisfied.

37. Some personality tests have limited value in employee selection and:

a. are culturally biased against some groups.

b. are difficult to develop and administer.
c. make it difficult for the applicant to fabricate answers.
*d. are difficult to justify to EEO authorities.

General Feedback:
Page 264. Learning Objective 4. Applied. Some have argued that candidates can easily fabricate
the answers to some personality tests and thus there is little justification in using them as a
selection tool. In contrast, others have contended that applied and methodological advances have
enhanced the credibility of using personality tests in employee selection.

38. If conducted properly selection tests can:

a. increase management control across the organisation.

b. help managers make decisions about optimal job/person fit.
*c. promote workforce diversity and EEO goals.
d. make the selection of job applicants more risky.

General Feedback:
Page 265-66. Learning Objective 4. Applied. Tests using the 'Big Five' personality measures plus
the Team Selection Inventory typically have been shown to be non-discriminatory.

39. Before using any form of selection test the organisation should consider all of the following
EXCEPT:

*a. staff attitudes.

b. legal liability.
c. job-relatedness.
d. equal opportunity.

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General Feedback:
Page 266. Learning Objective 4. Applied. There are a range of issues which HR managers need
to review prior to adopting pre-employment tests as a selection tool.

40. Which of the following questions asked at an interview is designed to reveal

integrity/honesty/trustworthiness?

a. How would you describe your personality?

b. What have you learned from your mistakes?
c. If you could do anything in the world what would you do?
*d. Have you ever experienced a loss for doing what was right?

General Feedback:
Page 272. Learning Objective 5. Applied. This type of question gives the interviewer an
opportunity to gauge the candidate's typical behaviour in this type of situation.

41. Some writers recommend the use of the term 'employment decision' rather than 'selection
decision' since:

a. the interviewing process covers all the terms and conditions of employment.
b. the word 'selection' is subjective and its misuse can be a grounds for a lawsuit.
*c. the latter term implies a one-way decision making process in which the organisation alone
has the final say.
d. the term 'employment decision' is now used in selection in many countries around the world.

General Feedback:
Page 274. Learning Objective 5. Applied. The term 'employment decision' recognises that the
decision to employ is a two-way process and that candidates are involved in decision making as
well.

42. In handling references, the most serious validity problem remains:

a. the inconsistent responses given by different referees about a candidate.

*b. the unwillingness of referees to give frank opinions and evaluations.
c. the tendency for applicants to use current employers as referees.
d. the expressions and language used in the references which convey no meaning.

General Feedback:
Page 278. Learning Objective 5. Applied. Because of the threat of litigation a lot of employers
are reluctant to give honest evaluations about potential employees in references.

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43. How can organisations overcome concerns about candidates cheating on computer-based
tests?

a. Ensure that candidates complete a statutory declaration prior to taking the test.
b. Have each candidate interviewed so that the results can be validated.
*c. Making applicants aware that they will be reassessed under supervision if short-listed.
d. Ensure that all candidates complete an integrity test as part of the selection process.

General Feedback:
Page 265. Learning Objective 4. Applied. Where applicants are required to complete a computer-
based screening test (particularly one taken online), it is important that they are made aware that
they may be required to retest under supervision. This will help prevent cheating or candidates
having someone take the test on their behalf.

44. Stone recommends that interviewers adopt a number of tactics during interviews. Which of
the following is NOT recommended?

a. Encourage the applicant to do most of the talking.

b. Put applicant at ease by discussing neutral topics.
c. Ask open-ended questions.
*d. Keep the tone of the interview very formal.

General Feedback:
Page 271. Learning Objective 5. Applied. Stone suggests that interviewers avoid acting superior,
arrogant or overly formal as it will be difficult to establish trust with the interviewee.

45. Which of the following questions should NOT be asked in an interview situation?

*a. Do you think that you would like to work in this organisation?
b. What have you done that was innovative?
c. What are you most proud of?
d. What kinds of people would you rather not work with?

General Feedback:
Page 272-74. Learning Objective 5. Applied. Interviewers should ask open-ended questions that
cannot simply be answered yes or no.

46. Which of the following are NOT used by assessment centres?

a. Business games.
b. Psychological tests.
*c. Phone interviews.
d. Group discussions.

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General Feedback:
Page 283. Learning Objective 5. Applied. Assessment centres are a selection technique that
involves a series of interviews, tests, exercises, group decision, games, and feedback sessions.

47. The compensatory approach involves:

*a. considering all the selection data (favourable and unfavourable) before a selection decision is
made.
b. screening out of candidates at each stage of the selection process.
c. screening out the unfavourable candidates.
d. identifying the favourable candidates and promoting them to the next stage of the selection
process.

General Feedback:
Page 284. Learning Objective 6. Applied. The compensatory approach involves considering all
the selection data (favourable and unfavourable) before a selection decision is made.

48. The successive hurdles approach involves:

a. considering all the selection data (favourable and unfavourable) before a selection decision is
made.
*b. screening out of candidates at each stage of the selection process.
c. screening out the unfavourable candidates.
d. identifying the favourable candidates and promoting them to the next stage of the selection
process.

General Feedback:
Page 284. Learning Objective 6. Applied. The compensatory approach involves the screening out
of candidates at each stage of the selection process

49. Which of the following is a sign that the applicant might be lying?

a. they smile a lot.

*b. they are evasive to the question being asked.
c. they have their arms folded.
d. they answer yes/no to the questions being asked.

General Feedback:
Page 271-72. Learning Objective 5. Applied. Behaviours such as being defensive, dismissive, or
evasive are often associated with avoidance.

50. EEO requires that, if tests are to be used in making employment decisions, they must:

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a. comply with relevant EEO legislation.

*b. be proven as being able to predict job performance.
c. be valid and reliable.
d. be related to the skills of the applicant.

General Feedback:
Page 266. Learning Objective 4. Applied. EEO requires that, if tests are to be used in making
employment decisions, they must be proven as being able to predict job performance, not
discriminate, and be job related.

Essay questions

51. Critically discuss the advantages and disadvantages of the interview as a selection tool.

Correct Answer:
Page 266-84. The interview gives an interviewer or a panel the opportunity to assess the
candidate close up and to ask probing questions concerning the candidate's suitability for the job.
The interview can either be structured or unstructured and the candidate has an opportunity to
present themselves in the best light and to ask questions about the organisation. The interview
gives the opportunity for skilled interviewers to glean the information they need about the
candidate and when a panel is used then the opinions of several people can be shared. The
disadvantages of the interview is that it can be an artificial setting, have a disinterested or
overworked panel of interviewers and have a candidate who is well skilled in interviewing
techniques but not necessarily suited to the position.

52. Identify and explain the different tests that might be used in the selection process, and
provide examples for the type of position which they would be most suitable for.

Correct Answer:
Page 262-66. There are a range of tests that can be used as selection tools. Employment tests
attempt to assess the match between the applicant and the job requirements. Since they are job-
related, they tend to be accurate and objective predictors of particular skills. They are useful in
trade areas and in the IT industry. Interest tests aim to measure how an applicant's interest
patterns compare with those of a successful group of people in a particular job. They are useful
for helping people choosing a career or contemplating a career change. Aptitude tests are tests of
special abilities that are required in specific jobs such as in linguistic, musical, artistic or
mechanical abilities. Intelligence tests are tests of an applicant's intelligence and measure ability
with numbers, words and abstract items. Managerial success is forecast most accurately by such
tests. Personality tests measure basic aspects of an applicant's temperament and research has
found that they can be a useful tool for predicting performance in a wide range of occupations.

53. Critically discuss how the information gathered during the job analysis can be used in the
selection process to improve the chances of making a correct decision.

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Correct Answer:
Page 256. Job analysis must precede any selection technique since it provides both a job
description and a job specification. The job description will facilitate the identification of criteria
that are necessary for job success while the job specification will identify the predictors for
success. The relationship between these criteria and predictors will determine whether they are
valid or not.

54. Examine the impact on the job applicant and the organisation if accurate and realistic
information about a position is not provided.

Correct Answer:
Page 258-61. The selection process is a two-way means of communication. The organisation is
trying to sell itself and so is the candidate for any position. The purpose of the various selection
tools is to try to gain as much information about the person and position so that the right person
will be selected for the right job. It is imperative that the position be accurately portrayed so that
the candidate is not misled about what the job entails. If the position is not accurately portrayed
this will result in high labour dissatisfaction and turnover and create a bad image for the
organisation. If the applicant provided false information about themselves, this will soon
demonstrate itself in the workforce and word will spread, with adverse effects for the applicant's
future job searches. Legal problems can emerge on both sides if accurate and realistic
information is not provided by both parties.

55. Outline the importance of validity and reliability considerations in selection decisions.

Correct Answer:
Page 255-57. A decision to hire or not to hire requires that HR managers clearly identify the
criteria that distinguish successful from unsuccessful job performance and use only predictive
measures of job success that are reliable and valid. Without a systematic approach that examines
reliability and validity no relationships can be demonstrated between selection criteria and
selection predictors. Any decisions made that are not reliable or valid remain open to legal
challenge. Validity measures the extent to which a selection technique measures what it sets out
to measure. Managers use both concurrent and predictive validity measures. Reliability is
concerned with consistency of a predictor. A selection predictor will be considered unreliable if
an individual obtains significantly different scores, ratings or rankings on different occasions.
Some selection techniques such as the interview are not reliable indicators of performance given
their subjective nature.

56. Identify and discuss a number of questions that should not be asked on an application form
due to EEO discrimination.

Correct Answer:
Page 260-61. Such questions include: marital status, residency status, national or ethnic origin,
organisations, photographs, race or colour, relatives, criminal records and/or traffic convictions
and accidents.

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