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Chapter 6 - Selection. Human Resource Management - 13th Edition Wayne Mondy
Terms in this set (80)
Selection
Process of choosing from a group of applicants the individual best suited for a particular position and the organization. Properly matching people with jobs and the organization is the goal of the selection process. If individuals are overqualified, under qualified, or for any reason do not fit either the job or the organization's culture, they will be ineffective and probably leave the firm, voluntarily or otherwise.
Applicant pool
Number of qualified applicants recruited for a particular job.
Selection ratio
Number of people hired for a particular job compared to the number of qualified individuals in the applicant pool.
Organizational fit
Management's perception of the degree to which the prospective employee will fit in with the firm's culture or value system.
Resume
Goal-directed summary of a person's experience, education, and training developed for use in the selection process.
Keywords
Words or phrases that are used to search databases for résumés that match.
Keyword Resume
Resume that contains an adequate description of the job seeker's characteristics and industry-specific experience presented in keyword terms in order to accommodate the computer search process.
Standardization
Uniformity of the procedures and conditions related to administering tests.
Objectivity
Condition that is achieved when everyone scoring a given test obtains the same results.
Norm
Frame of reference for comparing an applicant's performance with that of others.
Reliability
Extent to which a selection test provides consistent results.
Validity
Extent to which a test measures what it claims to measure.
Criterion-related validity
Test validation method that compares the scores on selection tests to some aspect of job performance determined, for example, by performance appraisal.
Content validity
Test validation method whereby a person performs certain tasks that are actual samples of the kind of work a job requires or completes a paper-and-pencil test that measures relevant job knowledge.
Construct validity
Test validation method that determines whether a test measures certain constructs, or traits, that job analysis finds to be important in performing a job.
Cognitive aptitude tests
Tests that determine general reasoning ability, memory, vocabulary, verbal fluency, and numerical ability.
Psychomotor abilities tests
Tests that measure strength, coordination, and dexterity.
Job-knowledge tests
Tests designed to measure a candidate's knowledge of the duties of the job for which he or she is applying.
Work-sample tests
Tests that require an applicant to perform a task or set of tasks representative of the job.
Vocational interest tests
Tests that indicate the occupation a person is most interested in and the one likely to provide satisfaction.
Personality tests
Self-reported measures of traits, temperaments, or dispositions.
Assessment center
Selection approach that requires individuals to perform activities similar to those they might encounter in an actual job.
Genetic testing
Tests given to identify predisposition to inherited diseases, including cancer, heart disease, neurological disorders, and congenital diseases.
Graph analysis
Use of handwriting analysis as a selection factor.
Employment interview
Goal-oriented conversation in which the interviewer and applicant exchange information.
Unstructured interview
Interview in which the job applicant is asked probing, open-ended questions.
Structured interview
Interview in which the interviewer asks each applicant for a particular job the same series of job-related questions.
Behavioral interview
Structured interview in which applicants are asked to relate actual incidents from their past relevant to the target job.
Situational interview
Gives interviewers better insight into how candidates would perform in the work environment by creating hypothetical situations candidates would be likely to encounter on the job and asking them how they would handle them.
Group interview
Meeting in which several job applicants interact in the presence of one or more company representatives.
Board interview
Interview approach in which several of the firm's representatives interview a candidate at the same time.
Stress interview
Form of interview in which the interviewer intentionally creates anxiety.
Realistic job preview (RJP)
Method of conveying both positive and negative job information to an applicant in an unbiased manner.
Reference checks
Information from individuals who know the applicant that provide additional insight into the information furnished by the applicant and verification of its accuracy.
Negligent hiring
Liability a company incurs when it fails to conduct a reasonable investigation of an applicant's background, and then assigns a potentially dangerous person to a position in which he or she can inflict harm.
Human capital metrics
Measures of HR performance.
Other HR Functions
Selection process affects, and is affected by, virtually every other HR function.
Speed Of Decision making
Time available to make the selection decision can have major effect on the selection process.
Organizational Hierarchy
Different approaches to selection are generally taken for filling positions at different levels in the organization.
Type of organization
Sector of the economy in which individuals are to be employed- private, governmental, or not for profit - can also affect the selection process.
Probationary Period
Many firms use a probationary period that permits evaluating an employee's ability based on performance.
Selection Process
Recruited individual, Preliminary screening, Review of applications and resumes, Selection tests, Employment interviews, Reference and background checks, selection decision, Physical Examination, New employee.
Preliminary screening
Selection process often begins with an initial screening of applicants to remove individuals who obviously do not meet the position requirements.
Review of applications & resumes
Application form must reflect not only the firm's informational needs but also EEO requirements.
Advantages and Disadvantages of selection tests
Selection testing can be a reliable and accurate means of selecting qualified candidates from a pool of applicants if they are job related. Properly designed selection tests are standardized, objective, based on sound norms, reliable and—of utmost importance—valid.
Concurrent validity
Determined when the firm obtains test scores and the criterion data at essentially the same time.
Predictive validity
Involves administering a test and later obtaining the criterion information.
Online Assessment
Organizations are increasingly using the Internet to assess various skills required by applicants. Firms may design and have their own tests available online or use an external source.
Polygraph Tests
Employee Polygraph Protection Act of 1988 severely limited the use of polygraph tests in the private sector.
Occupational experience
Exploring an individual's occupational experience requires determining the applicant's skills, abilities, and willingness to handle responsibility.
Academic achievement
In the absence of significant work experience, a person's academic background takes on greater importance.
Interpersonal skills
If an individual cannot work well with other employees, chances for success are slim.
Personal qualities
Personal qualities normally observed during the interview include physical appearance, speaking ability, vocabulary, poise, adaptability, and assertiveness.
One-On-One Interview
Applicant meets one-on-one with an interviewer.
Inappropriate Questions
Although no questions are illegal, many are clearly inappropriate. When they are asked, the responses generated create a legal liability for the employer. The most basic interviewing rule is this: Ask only job-related questions.
Permitting Non-Job Related Information
If a candidate begins volunteering personal information that is not job related, the interviewer should steer the conversation back on course.
Stereotyping bias
Occurs when the interviewer assumes that the applicant has certain traits because they are members of a certain class.
Halo error bias
Occurs when the interviewer generalizes one positive first impression feature of the candidate.
Horn error bias
Occurs where the interviewer's first impression of the candidate creates a negative first impression that exists throughout the interview.
Contrast bias
Occur when, for example, an interviewer meets with several poorly qualified applicants and then confronts a mediocre candidate.
Premature judgment bias
Suggests that interviewers often make judgment about candidates in the first few minutes of the interview.
Interview illusion bias
Closely related to premature judgment but not the same. Interviewer's belief in their interview ability is exaggerated.
Interviewer Domination
In successful interviews, relevant information must flow both ways. Sometimes, interviewers begin the interview by telling candidates what they are looking for, and then are excited to hear candidates parrot back their own words. Other interviewers are delighted to talk through virtually the entire interview, either to take pride in their organization's accomplishments or to express frustrations over their own difficulties.
Lack of Training
Anyone who has ever conducted an interview realizes that it is much more than carrying on a conversation with another person.
Nonverbal Communication
Body language is the nonverbal communication method in which physical actions such as motions, gestures, and facial expressions convey thoughts and emotions. The interviewer is attempting to view the nonverbal signals from the applicant. Applicants are also reading the nonverbal signals of the interviewer.
Employment Eligibility Verification (I-9)
The I-9 form must be filled out by American job applicants but it allows any number of documents to be provided to an employer to demonstrate his or her legal right to work in the United States.
Continuous Background investigation
Employee background investigations are not just for pre-employment any more. In certain industries, such as banking and health care, employers are required by regulation to routinely research the criminal records of employees.
Background investigation with Social networking
An increasing number of employers are using social networking to conduct background investigations since recruiters have found that they can discover a lot about job applicants by conducting such a search. Employers use an applicant's Facebook, LinkedIn, and postings made on an industry blog to find out about individuals they are considering hiring.
Remembering Hiring Standards to Avoid
Some of the standards used in the background investigation have the potential to violate a hiring standard to avoid. A word of caution is advised in situations where an applicant acknowledges that he or she has been convicted of a crime or the use of a credit check.
Human Capital Metrics
Measures of HR performance. Quality of hire, Time required to hire, New hire retention, Hiring manager overall satisfaction, Turnover rate, Cost per hire, Selection rate, Acceptance rate, Yield rate.
Quality of hire
The question of how to measure quality of hire and set standards for new-hire performance is difficult to determine.
Time required to hire
The shorter the time to hire, the more efficient the HR department is in finding the replacement for the job.
New hire retention
New hire retention is determined by determining the percent of the new hires that remain with the company at selected intervals, typically one or two years.
Hiring manager overall satisfaction
The manager is largely responsible for the success of his of her department. It is the quality of his or her employees in the work group that have a major impact on success of the department.
Turnover rate
The number of times on average employees have to be replaced during a year.
Cost per hire
In determining the recruiting cost per hire, the total recruiting expense must first be calculated. Then, the cost per hire may be determined by dividing the recruiting expenses (calculation of advertising, agency fees, employee referrals, relocation, recruiter pay and benefits costs) by the number of recruits hired.
Selection rate
Number of applicants hired from a group of candidates expressed as a percentage is the selection rate.
Acceptance rate
Number of applicants who accepted the job divided by the number who were offered the job.
Yield rate
Percentage of applicants from a particular source and method that makes it to the next stage of the selection process.
Leadership styles in the global environment
When determining which leadership style will be more appropriate for a company, a country's culture plays a major role in determining whether an executive will be successful or not. Regardless of how far-flung their markets and operations, multinational leaders typically retain and reflect the cultural mores of their home countries. Since the vast majority of firms are deeply rooted in the culture of their home countries, leaders who adhere to the cultural norms have a better chance of success.
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