Human Resource

Management
TWELFTH EDITION

GARY DESSLER
BIJU VARKKEY

Part 2 | Recruitment and Placement

Chapter 6
Employee Testing and Selection
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
 Why Careful Selection is Important

The Importance of
Selecting the Right
Employees

Costs of Legal
Organizational
Recruiting and Obligations and
Performance
Hiring Liability

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–2
 Basic Testing Concepts
• Reliability
 Consistency of scores obtained by the same person
when retested with identical or equivalent tests.
 Are test results stable over time?
• Validity
 Indicates whether a test is measuring what it is
supposed to be measuring.
 Does the test actually measure what it is intended to
measure?
• Utility Analysis

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–3
 Reliability:
Test Retest Reliability;
• Same test
• Same group
• Alternate situation
Equivalent Or Alternate Reliability
• Test result comparison
• Experts result believe
Internal Comparison Estimate
• Repetitive questions
• Compare answers

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–4
 Types of Validity

Test
Validity

Criterion Content
Validity Validity

Construct
Validity

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–5
 How to Validate a Test

Steps in Test Validation

1 Analyze the Job: predictors and criteria

2 Choose the Tests: test battery or single test

3 Administer the Tests: concurrent or predictive validation

4 Relate Your Test Scores and Criteria: scores versus actual performance

5 Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–6
 TABLE 6–1 Testing Program Guidelines

1. Use tests as supplements.

2. Validate the tests.
3. Monitor your testing/selection program.
4. Keep accurate records.
5. Use a certified psychologist.
6. Manage test conditions.
7. Revalidate periodically.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–7
 FIGURE 6–4 Sample Test

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human Source: Courtesy of NYT Permissions.
Resource Management, 12/e
6–8
 Using Tests at Work
• Major Types of Tests
 Basic skills tests

 Job skills tests

 Psychological tests

• Why Use Testing?

 Increased work demands = more testing

 Screen out bad or dishonest employees

 Reduce turnover by personality profiling

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–9
 Computerized and Online Testing
• Online tests
 Telephone prescreening
 Offline computer tests
 Virtual “inbox” tests
 Online problem-solving tests

• Types of Tests
 Specialized work sample tests
 Numerical ability tests
 Reading comprehension tests

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–10
 Types of Tests

What Tests
Measure

Cognitive Motor and Personality

(Mental) Physical and Achievement
Abilities Abilities Interests

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–11
 FIGURE 6–5 Type of Question Applicant Might Expect
on a Test of Mechanical Comprehension

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–12
 The “Big Five” personality dimensions

Extraversion

Emotional Stability/
Conscientiousness
Neuroticism

Openness to
Agreeableness
Experience

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–13
 Work Samples and Simulations

Measuring Work
Performance Directly

Miniature
Management Video-Based
Work Job Training
Assessment Situational
Samples and
Centers Testing
Evaluation

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–14
 TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria
Costs
(Develop/ Applicant
Assessment Method Validity Adverse Impact Administer) Reactions
Cognitive ability tests High High (against minorities) Low/low Somewhat favorable
Job knowledge test High High (against minorities) Low/low More favorable
Personality tests Low to Low Low/low Less favorable
moderate
Biographical data Moderate Low to high for different types High/low Less favorable
inventories
Integrity tests Moderate Low Low/low Less favorable
to high
Structured interviews High Low High/high More favorable
Physical fitness tests Moderate High (against females and High/high More favorable
to high older workers)
Situational judgment tests Moderate Moderate (against minorities) High/low More favorable
Work samples High Low High/high More favorable
Assessment centers Moderate Low to moderate, depending High/high More favorable
to high on exercise
Physical ability tests Moderate High (against females and High/high More favorable
to high older workers)

Note: There was limited research evidence available on applicant reactions to situational judgment tests and physical ability tests. However,
because these tests tend to appear very relevant to the job, it is likely that applicant reactions to them would be favorable.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Source: Elaine Pulakos, Selection Assessment Methods, SHRM Foundation, 2005, p. 17. Reprinted
Authorized adaptation from the United States edition of Human by permission of Society for Human Resource Management via Copyright Clearance Center.
Resource Management, 12/e
6–15
 Background Investigations and
Reference Checks
Investigations and Checks
 Reference checks
 Background employment checks
 Criminal records
 Educational qualifications
 Credit checks

Why?
 To verify factual information provided by applicants.
 To uncover damaging information.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–16
 FIGURE 6–7
Reference
Checking
Form

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–17
 Background Investigations and
Reference Checks (continued)

Former Employers

Current Supervisors

Sources of Commercial Credit

Rating Companies
Information

Written References

Social Networking Sites

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–18
 Limitations on Background Investigations
and Reference Checks

Legal
Issues:
Defamation

Background
Legal
Employer Investigations
Issues:
Guidelines and Privacy
Reference Checks

Supervisor
Reluctance

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–19
 Making Background Checks More Useful
1. Include on the application form a statement for
applicants to sign explicitly authorizing a
background check.
2. Use telephone references if possible.
3. Be persistent in obtaining information.
4. Use references provided by the candidate as
a source for other references.
5. Ask open-ended questions to produce more
information from references.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–20
 FIGURE 6–8 Handwriting of an Uptight Personality

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
Source:http://www.graphicinsight.co.za/writingsamples.htm#The
%20Uptight%20Personality%2, accessed March 28,
2009. Used with permission ofwww.graphicinsight.co.za.
6–21
 Physical Examination
• Reasons for preemployment medical
examinations:
 To verify that the applicant meets the physical
requirements of the position.
 To discover any medical limitations to be taken into
account in placing the applicant.
 To establish a record and baseline of the applicant’s
health for future insurance or compensation claims.
 To reduce absenteeism and accidents.
 To detect communicable diseases that may be
unknown to the applicant.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–22
 Substance Abuse Screening
• Types of Screening
 Before formal hiring
 After a work accident
 Presence of obvious behavioral symptoms
 Random or periodic basis
 Transfer or promotion to new position

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
6–23