A Framework for Human Resource Management, 5th ed.

Gary Dessler

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Testing and Selecting Employees
Ch 4

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall

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When you finish studying this chapter, you should be able to:
• Define basic testing concepts, including validity and reliability. • Discuss at least four basic types of personnel tests. • Explain the pros and cons of background investigations, reference checks, and preemployment information services. • Explain the factors and problems that can undermine an interview’s usefulness, and techniques for eliminating them.
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall

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The legal implications of incompetent selection – negligent hiring Copyright © 2009 Pearson Education. A manager’s performance always depends on subordinates 2.Why Is Selection Important? 1. Publishing as Prentice Hall 4.5 . Inc. It’s costly to recruit and hire employees 3.

Publishing as Prentice Hall 4.internal comparison estimate Copyright © 2009 Pearson Education. Inc.Reliability • Reliability .6 .equivalent-form estimate .consistency of scores obtained by the same person when retested with the identical tests or with an equivalent form of a test .

7 .Validity • Validity . Inc. Publishing as Prentice Hall 4.a test should be job related .performance on a test should be a valid predictor of subsequent performance on the job Copyright © 2009 Pearson Education.

Inc.8 .Thematic Apperception Test Copyright © 2009 Pearson Education. Publishing as Prentice Hall 4.

Publishing as Prentice Hall 4.the test constitutes a fair sample of the content of a job Copyright © 2009 Pearson Education.Validity • Criterion validity .9 . Inc.those who do well on the test also do well on the job. and those who do poorly on the test do poorly on the job • Content validity .

Publishing as Prentice Hall 4. Inc.Copyright © 2009 Pearson Education.10 .

Inc.Ethical and Legal Questions in Testing 1. Copyright © 2009 Pearson Education. Publishing as Prentice Hall 4.11 . You must be able to prove that your tests were related to success or failure on the job. 2. You must prove that your tests don’t unfairly discriminate against either minority or nonminority subgroups.

Inc.12 .there is a significant discrepancy between rates of rejection of members of the protected groups and others Copyright © 2009 Pearson Education. Publishing as Prentice Hall 4.Ethical and Legal Questions in Testing • Adverse impact .

Inc.13 .Using Tests at Work Copyright © 2009 Pearson Education. Publishing as Prentice Hall 4.

14 . and adaptable. Inc. • The company compares the candidate’s test results to the profile for Outback Steakhouse employees. sympathetic. Publishing as Prentice Hall 4. Copyright © 2009 Pearson Education. • They use a special personality assessment test as part of a three-step preemployment interview process.Using Tests at Work • Outback is looking for employees who are highly social. meticulous.

Tests of Cognitive Abilities • Intelligence tests (IQ tests) . verbal fluency. and numeric ability www.wonderlic. Inc.15 . Publishing as Prentice Hall 4.com Copyright © 2009 Pearson Education.tests of general intellectual abilities including memory. vocabulary.

Inc. Publishing as Prentice Hall 4.16 .Copyright © 2009 Pearson Education.

strength.17 . manual dexterity. Inc. Publishing as Prentice Hall 4. and reaction time Copyright © 2009 Pearson Education.Tests of Motor and Physical Abilities • Measure finger dexterity.

Conscientiousness. Agreeableness.Personality Tests • Emphasize the “big five” personality dimensions as they apply to personnel testing • Extroversion. Publishing as Prentice Hall 4. Emotional stability.18 . Openness to experience Copyright © 2009 Pearson Education. Inc.

Publishing as Prentice Hall 4.Personality Tests • Conscientiousness shows a consistent relationship with all job performance criteria • Extroversion is a valid predictor of performance for managers and sales employees • Openness to experience and extroversion predicted training proficiency for all occupations Copyright © 2009 Pearson Education. Inc.19 .

Using Tests at Work • Interest inventories compare one’s interests with those of people in various occupations • Achievement Tests are a measure of what a person has learned Copyright © 2009 Pearson Education.20 . Publishing as Prentice Hall 4. Inc.

21 .Management candidates take tests and make decisions in simulated situations . Publishing as Prentice Hall 4. Inc.Management Assessment Centers • Management assessment centers .involves 10 to 12 management candidates performing realistic management tasks under the observation of expert assessors over 2 to 3 days Copyright © 2009 Pearson Education.

and other materials Copyright © 2009 Pearson Education. notes of incoming phone calls.22 .the candidate is faced with an accumulation of reports. memos. letters. Inc.) • The in-basket . Publishing as Prentice Hall 4.Management Assessment Centers (cont.

Management Assessment Centers (cont.23 . Inc. Publishing as Prentice Hall 4.) • The leaderless group discussion .a leaderless group is given a discussion question and told to arrive at a group decision Copyright © 2009 Pearson Education.

24 .a participant’s communication skills and persuasiveness are evaluated by having the person make an oral presentation on an assigned topic Copyright © 2009 Pearson Education. Inc.) • Individual presentations .Management Assessment Centers (cont. Publishing as Prentice Hall 4.

Testing on the Web • Financial firm CapitalOne’s new online system eliminates the previous timeconsuming paper-and-pencil test process. Inc. Copyright © 2009 Pearson Education.25 . • Applicants for call center jobs complete an online application and online math and biodata tests. • They also take an online role-playing call simulation. Publishing as Prentice Hall 4.

Publishing as Prentice Hall 4. Inc.Selection Interview • Selection interview .26 .selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries Copyright © 2009 Pearson Education.

interviewer asks questions as they come to mind .Selection Interview • Non-structured . Inc. Publishing as Prentice Hall 4.27 .no set format to follow Copyright © 2009 Pearson Education.

Inc.questions are specified in advance and the responses may be rated for appropriateness of content Copyright © 2009 Pearson Education.Selection Interview • Structured .28 . Publishing as Prentice Hall 4.

29 .Types of Questions • Situational interviews .applicants asked how they behaved in the past in some situation Copyright © 2009 Pearson Education. Publishing as Prentice Hall 4.questions focus on the candidate’s ability to project what his behavior would be in a given situation • Behavioral interviews . Inc.

switched to behavioral interviews. Michigan. Copyright © 2009 Pearson Education. the center’s head. found that 31 of the 50 people in its call center quit in 1 year. Cynthia Wilson.Behavioral Interviews • When Citizen’s Banking Corporation in Flint. • Wilson says this makes it much harder to fool the interviewer. Inc. indeed. and. Publishing as Prentice Hall 4. only four people left her center in the following year.30 .

Types of Questions • Sequential interview .several people interview the applicant in sequence before a selection decision is made • Panel interview . Inc. Publishing as Prentice Hall 4.candidate is interviewed simultaneously by a group (or panel) of interviewers Copyright © 2009 Pearson Education.31 .

How Useful Are Interviews? • Structured interviews are generally more valid • Can also help inexperienced interviewers to conduct useful interviews Copyright © 2009 Pearson Education. Publishing as Prentice Hall 4.32 . Inc.

33 . Publishing as Prentice Hall 4.Common Interviewing Mistakes • • • • • • • • Snap judgments Negative emphasis Not knowing the job Pressure to hire Candidate order (contrast) error Influence of nonverbal behavior Attractiveness Race • Ingratiation Copyright © 2009 Pearson Education. Inc.

34 .Guidelines for Conducting an Interview Plan the Interview • Start the interview with a clear picture of the traits of an ideal candidate Copyright © 2009 Pearson Education. Inc. Publishing as Prentice Hall 4.

Inc. Publishing as Prentice Hall 4.Guidelines for Conducting an Interview (cont.35 .) Structure the interview • Assures greater consistency. but helps to make sure that you are asking questions that provide real insight into how the person will perform on the job Copyright © 2009 Pearson Education.

Publishing as Prentice Hall 4. Inc. or behaviorally oriented questions and objective criteria • Train interviewers Copyright © 2009 Pearson Education. situational.Increase the Standardization of the Interview • Base questions on actual job duties • Use job knowledge.36 .

Inc. Publishing as Prentice Hall 4.37 .Increase the Standardization of the Interview • Use the same questions with all candidates • Use rating scales to rate answers • Use multiple interviewers or panel interviews • Take brief notes during the interview Copyright © 2009 Pearson Education.

Guidelines for Conducting an Interview • Establish rapport • Ask questions • Make it clear you’re going to conduct reference checks • Close the interview • Leave time to answer any questions from the candidate Copyright © 2009 Pearson Education. Inc. Publishing as Prentice Hall 4.38 .

Publishing as Prentice Hall 4. and don’t be patronizing.39 . Inc.Do’s and Don’ts of Interview Questions • Don’t ask questions that can be answered “yes” or “no” • Don’t put words in the applicant’s mouth or telegraph the desired answer • Don’t interrogate the applicant as if the person is a criminal. or inattentive Copyright © 2009 Pearson Education. sarcastic.

Publishing as Prentice Hall 4.Do’s and Don’ts of Interview Questions (cont.40 .) • Don’t monopolize the interview by rambling • Do ask open-ended questions • Do listen to the candidate to encourage him or her to express thoughts fully Copyright © 2009 Pearson Education. Inc.

) • Do draw out the applicant’s opinions and feelings by repeating the person’s last comment as a question • Do ask for examples Copyright © 2009 Pearson Education.Do’s and Don’ts of Interview Questions (cont. Publishing as Prentice Hall 4.41 . Inc.

Inc.Reasons for Verifying Backgrounds • To verify the accuracy of factual information provided by the applicant • To uncover damaging background information such as criminal records and suspended drivers’ licenses Copyright © 2009 Pearson Education. Publishing as Prentice Hall 4.42 .

Checking Social Networking Sites • More employers are checking candidates’ social networking sites’ postings • Recruiters found that 31% of applicants had lied about their qualifications and 19% had posted information about their drinking or drug use Copyright © 2009 Pearson Education. Publishing as Prentice Hall 4.43 . Inc.

Publishing as Prentice Hall 4.44 .Making Reference Checks More Productive • Use a structured form • Use the references offered by the applicant as merely a source for other references • Ask open-ended questions • Companies fielding requests for references should ensure that only authorized managers give them Copyright © 2009 Pearson Education. Inc.

45 . Publishing as Prentice Hall 4.Honesty Testing • • • • • Polygraph tests Paper-and-pencil honesty tests Graphology Physical exams Drug screening Copyright © 2009 Pearson Education. Inc.

46 .S. Inc. Publishing as Prentice Hall 4.Complying with the Immigration Law • Person does not have to be a U. citizen • Employer should ask if candidate is lawfully authorized to work in the United States Copyright © 2009 Pearson Education.

photocopying. stored in a retrieval system.47 . recording. No part of this publication may be reproduced. Copyright © 2009 Pearson Education. or transmitted. without the prior written permission of the publisher. mechanical. in any form or by any means. or otherwise. Printed in the United States of America. electronic. Inc.All rights reserved. Publishing as Prentice Hall 4.

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