Professional Documents
Culture Documents
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Staffing Organizations Model
Organization
Mission
Goals and Objectives
Organization
OrganizationStrategy
Strategy HR
HRand
andStaffing
StaffingStrategy
Strategy
Planning Selection:
Measurement, external, internal
10-3
Learning Objectives for This Chapter
10-4
Discussion Questions for This Chapter
10-5
Preliminary Issues
Logic of prediction
indicators of internal applicants’ degree of success
in past situations should be predictive of their likely
success in new situations
Types of predictors
there is usually greater depth and relevance to the
data available on internal candidates relative to
external selection
Selection plan
important for internal selection to avoid the
problems of favoritism and gut instinct that can be
especially prevalent in internal selection
10-6
Logic of Prediction: Past Performance
Predicts Future Performance
10-7
Discussion Questions
10-8
Initial Assessment Methods
Skills inventory
Peer assessments
Self-assessments
Managerial sponsorship
10-10
Peer Assessments
Methods include peer ratings, peer
nominations, peer rankings
Strengths
Rely on raters who presumably are knowledgeable
of applicants’ KSAOs
Peers more likely to view decisions as fair due to
their input
Weaknesses
May encourage friendship bias
Criteria involved in assessments are not always
clear
10-11
Ex. 10.1: Peer Assessment Methods
10-12
Initial Assessment Methods
Self-assessments
Job incumbents asked to evaluate own skills to
determine promotability
Exh. 10.2: Self-Assessment Form
Managerial sponsorship
Higher-ups given considerable influence in
promotion decisions
Exh. 10.3: Employee Advocates
Informal discussions and recommendations
May be suspect in terms of relevance to actual job
performance
10-13
Exhibit 10.4 Choice of Initial
Assessment Methods
10-14
Discussion Questions
10-15
Substantive Assessment Methods
10-16
Overview of Seniority and Experience
Definitions
Seniority
Length of service with organization, department, or job
Experience
Not only length of service but also kinds of activities an employee
has undertaken
Why so widely used?
Direct experience in a job content area reflects an
accumulated stock of KSAOs necessary to perform job
Information is easily and cheaply obtained
Protects employee from capricious treatment and favoritism
Promoting senior or experienced employees is socially
acceptable -- viewed as rewarding loyalty
10-17
Evaluation of Seniority and Experience
10-18
Job Knowledge Tests
Job knowledge includes elements of
both ability and seniority
Measured by a paper-and-pencil test or
a computer
Holds great promise as a predictor of job
performance
Reflects an assessment of what was
learned with experience
Also captures cognitive ability
10-19
Performance Appraisal
A possible predictor of future job performance
is past job performance collected by a
performance appraisal process
Advantages
Readily available
Probably capture both ability and motivation
Weaknesses
Potential lack of a direct correspondence between
requirements of current job and requirements of
position applied for
“Peter Principle”
10-20
Performance Appraisal
Ex. 10.5: Questions to Ask in Using
Performance Appraisal as a Method of Internal
Staffing Decisions
Is the performance appraisal process reliable and
unbiased?
Is present job content representative of future job
content?
Have the KSAOs required for performance in the
future job(s) been acquired and demonstrated in
the previous job(s)?
Is the organizational or job environment stable such
that what led to past job success will lead to future
job success?
10-21
Promotability Ratings
Assessing promotability involves determining
an applicant’s potential for higher-level jobs
Promotability ratings often conducted along with
performance appraisals
Useful for both selection and recruitment
Caveat
When receiving separate evaluations for purposes
of appraisal, promotability, and pay, an employee
may receive mixed messages
10-22
Overview of Assessment Centers
10-23
Ex. 10.7 Assessment Center Rating Form
10-24
Characteristics of Assessment Centers
10-25
Evaluation of Assessment Centers
Validity
Average validity ŕ = .37
Validity is higher when
Multiple predictors are used
Assessors are psychologists rather than managers
Peer evaluations are used
Possess incremental validity in predicting
performance and promotability beyond personality
traits and cognitive ability tests
Research results
“Crown prince/princess” syndrome
Participant reactions
10-26
Other Substantive Assessment Methods
Interview simulations
Role-play: candidate must play work related role
with interviewer
Fact finding: candidate needs to solicit information
to evaluate an incomplete case
Oral presentations: candidate must prepare and
make an oral presentation on assigned topic
Promotion panels and review boards: use
multiple raters, which can improve reliability
and can broaden commitment to decisions
reached
10-27
Exhibit 10.8 Choice of Substantive
Assessment Methods
10-28
Discussion Questions
10-29
Discretionary Assessment Methods
10-30
Legal Issues
Uniform Guidelines on Employee
Selection Procedures (UGESP)
Shattering the glass ceiling
Employ greater use of selection plans
Minimize use of casual, subjective methods and
use formal, standardized, job-related assessment
methods
Implement programs to convey KSAOs necessary
for advancement to aspiring employees
10-31
Discussion Questions
10-32
Ethical Issues
Issue 1
Given that seniority is not a particularly valid predictor of job
performance, do you think it’s unethical for a company to use
it as a basis for promotion? Why or why not?
Issue 2
Vincent and Peter are both sales associates, and are up for
promotion to sales manager. In the last five years, on a
1=poor to 5=excellent scale, Vincent’s average performance
rating was 4.7 and Peter’s was 4.2. In an assessment center
that was meant to simulate the job of sales manager, on a
1=very poor to 10=outstanding scale, Vincent’s average score
was 8.2 and Peter’s was 9.2. Assuming everything else is
equal, who should be promoted? Why?
10-33