Bài giảng Human resource managemen - Chapter 4: Selecting employees and placing them in job - Ngô Quý Nhâm

fundamentals of
Human Resource Management
Unit04
Selecting Employees and Placing       
Them in Jobs
6‐1NGÔ QUÝ NHÂM
What Do I Need to Know?
1 Identify the elements of the selection.            
process.
2 Define ways to measure the success of the.                
selection method.
3 S i h ’ i. ummar ze t e government s requ rements 
for employee selection.
4. Compare the common methods used for 
selecting human resources.
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What Do I Need to Know? (continued)
5 Describe major types of employment tests.           .
6. Discuss how to conduct effective interviews.
l i h l h7. Exp a n  ow emp oyers carry out t e process 
of making a selection decision.
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Personnel Selection
• Personnel Selection: the process through which 
organizations make decisions about who will or 
will not be allowed to join the organization.
• Selection begins with the candidates identified 
through recruitment.
• It attempts to reduce their number to the 
individuals best qualified to perform available 
jobs.
• It ends with the selected individuals placed in 
jobs with the organization
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      .
Your Experience 
A = Yes B = No             
1.Have you ever had to take a computerized or 
paper and pencil test in order to get a job?‐ ‐              
2.Have you ever had to interview in order to get 
j b?a  o
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Figure 6.1: Steps in the Selection Process
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A Strategic Approach
to Personnel Selection
• Organizations should create a selection         
process in support of its job descriptions.
• The selection process should be set up in a                 
way that it lets the organization identify 
people who have the necessary KASOs          .
• This kind of strategic approach to selection 
i h ff i frequ res ways to measure t e e ect veness o  
the selection tools.
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Criteria for Measuring the Effectiveness of 
Selection Tools and Methods     
The method provides reliable information.
The method provides valid information.
The information can be generalized to apply to the               
candidates.
The method offers high utility.
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The selection criteria are legal.
Reliability
• Reliability: the extent to which a         
measurement is free from random error.
• A reliable measurement generates consistent         
results.
O i i i i l• rgan zat ons use stat st ca  tests to compare 
results over time.
– Correlation coefficients
– A higher correlation coefficient signifies a greater 
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degree of reliability.
Validity
• Validity: the extent to • The federal     
which the performance 
on a measure (such as a 
government’s Uniform 
Guidelines on Employee 
test score) is related to 
what the measure is 
d i d t
Selection Procedures
accept three ways of 
i lidites gne   o assess 
(such as job 
performance)
measur ng va y:
1. Criterion‐related
2 Content. .
3. Construct
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Criterion‐Related Validity
• Criterion‐related validity: a measure of         
validity based on showing a substantial 
correlation between test scores and job           
performance scores.
• Two kinds of research are possible for arriving               
at criterion‐related validity:
1 P di ti V lid ti. re c ve  a a on
2. Concurrent Validation
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Criterion‐Related Validity (continued)
Predictive Validation Concurrent Validation 
• Research that uses the 
test scores of all
• Research that consists of 
administering a test to       
applicants and looks for 
a relationship between 
people who currently 
hold a job, and then 
the scores and future 
performance of the 
applicants who were
comparing their scores 
to existing measures of 
job performance     
hired.
  .
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Figure 6.2: Criterion‐Related 
Measurements of a Student’s Aptitude
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Content and Construct Validity
Content Validity Construct Validity 
• Consistency between 
the test items or
• Consistency between a 
high score on a test and        
problems and the kinds 
of situations or 
high level of a construct 
(i.e., intelligence or 
leadership ability) as
problems that occur on 
the job.
well as between 
mastery of this 
construct and   
successful performance 
of the job.
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Test Your Knowledge
• What is the best method to validate the following                 
tests and why? 
Content (A) or Criterion‐related (B) validity
1. Interview
2 Skills-based test (e g troubleshooting equipment . . ., ,
operating equipment)
3. Integrity test
4.Personality test
5 Job knowledge test
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.
6.Math or reading test
Legal Standards for Selection
• All selection methods must conform to           
existing laws and legal precedents.
• Three acts have formed the basis for a               
majority of the suits filed by job applicants:
Ci il Ri ht A t f 1964 d 1991– v   g s  c  o    an  
– Age Discrimination in Employment Act of 1967
h b l f– Americans wit  Disa i ities Act o  1991
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Table 6.1: 
Permissible and   
Impermissible 
Questions for 
Applications and 
Interviews
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Test Your Knowledge 
• Which of the following questions is           
permissible?
A Will child care demands affect your ability to get.                  
to work?
B Do you have a car so that you will be able to get.                          
here on time? 
C. This job requires you to be here from 8:00am to                   
5:00pm.  Can you meet that job requirement?
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Gathering Background Information
Application 
F Résumésorms
Reference Background 
Checks
Checks
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Application Forms
• A low‐cost way to gather basic data from               
many applicants.
• It ensures that the organization has certain             
standard categories of information:
C t t i f ti– on ac   n orma on
–Work experience
d l b k d– E ucationa   ac groun
– Technical experience
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–Memberships in professional or trade groups
Employment Tests
Aptitude tests: assess how well a 
person can learn or acquire skills 
and abilities.
Achievement tests:measure a 
person’s existing knowledge and 
skills
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.
Table 6.2: Sources of Information About 
Employment Tests
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Employment Tests and Work Samples
Physical 
Ability Tests
Cognitive 
Ability Tests
Medical 
Examinations
Employment 
Tests & Job    
Work 
Samples
Performance 
Tests
Drug Tests
Work Samples
Personality 
I i
Honesty Tests
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nventor es
Table 6.3: Five Major Personality 
Dimensions Measured by Personality       
Inventories
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Rules for Administering Drug Tests
• Administer the tests systematically to all applicants             
for the same job.
• Use drug testing for jobs that involve safety hazards                .
• Have a report of the results sent to the applicant, 
along with information about how to appeal the               
results and be retested if appropriate.
• Respect applicants’ privacy by conducting the tests in               
an environment that is not intrusive and keeping 
results confidential.
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Interviews
Nondirective 
Interview
Interviewing StructuredBehavior 
Techniques
InterviewDescription Interview
Situational 
Interview
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Interviewing Effectively
1 Be prepared.  
2. Assign responsibilities
3 h li. Put t e app cant at ease
4. Ask about past behaviors
5. Figure out what your employees do, and ask 
questions that look for similar behaviors
6. At the end of the interview, make sure the 
candidate knows what to expect next
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How Organizations Select Employees
Multiple‐Hurdle Model Compensatory Model 
• Process of arriving at a 
selection decision by
• Process of arriving at a 
selection decision in     
eliminating some 
candidates at each 
which a very high score 
on one type of 
stage of the selection 
process.
assessment can make 
up for a low score on 
hanot er.
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Summary
• Selection typically begins with a review of             
candidates’ applications and résumés. The 
organization administers tests to candidates who 
meet basic requirements, and qualified candidates 
undergo one or more interviews. Organizations check 
f d d t b k d h k Are erences an  con uc   ac groun  c ec s.   
candidate is selected to fill each vacant position. 
Candidates who accept offers are placed in the               
positions for which they were selected.
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Summary (continued)
• Organizations need to measure the success of             
selection methods. Criteria used include:
– Validity
– Reliability
Utility–
– Legality
G li bl– enera za e
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Summary (continued)
• The selection process must be conducted in a way                 
that avoids discrimination and provides access to 
persons with disabilities. This means selection 
methods must be valid for job performance, and 
scores may not be adjusted to discriminate against or 
i f tg ve pre erence  o any group.
• The organization should focus on the objective of 
finding the person who will be the best fit with the                     
job and the organization. This includes an 
assessment of ability and motivation.
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