lecture 8 hrm
TRANSCRIPT
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Human ResourceManagement(Lecture 8)
BSc. (Hons.) Applied Management(2008-10)
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Testing & Selecting Employees
Lecture outline:
1. Introduction
2. Steps in the Selection Process3. A Process of Prediction
4. Formal Selection Methods
5. Applications !esumes
". !eferences #ac$%round
In&esti%ations'. (mplo)ment *ests
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HR strategy and policies
Te !nteg"ated H# System
Job analysis
Recruitment
Organisational vision, mission,objectives and strategy
Employee selection
Performance management
raining and
development
Remuneration and
ot!er re"ards
#iscipline and
termination
Human resource planning
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Once the recruiting effort has developed a pool ofcandidates, the next step in the HRM process is todetermine who is best qualified for the job. Thisstep is called the selection process
Important +ote: If recruitment has not ,eensuccessful in attractin% %ood -ualit) applicantsselection cannot rectif) this
ntroduction to !mplo"ee #election
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Steps in te Selection $"ocess
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A $"ocess o% $"ediction
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$ #election is about predicting who will be the best person
for the job %i.e. predicting person&job fit'
$ #electing one job applicant over another is to ma(e aprediction that the chosen candidate will perform betterin the job than the rejected candidates
$ The basis of prediction is a wide variet" of selectionmethods aimed at measuring the (nowledge, s(ills andcompetencies and other personal qualities identified asnecessar" for)
$ *erson&job fit
$ *erson&team fit
$ *erson&organisation fit
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Te cost to "ec"it and i"e is ig 't tecost o% i"ing te "ong pe"son iseponentially ige"*
+ +antity and ,ality o% o" pe"%o"med
+ Hige" t"aining costs
+ Hige" ope"ating costs + $oo"e" o' satis%action
+ !nc"eased employee st"ess
+ !nc"eased employee a'senteeism and
t"no/e" + !mpact on team mo"ale
+ Te legal implications o% incompetenti"ing
$ EE las and co"t decisions "elated to
Te !mpo"tance o% a"e%lSelection
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Basic Testing oncepts
!elia,ilit) Te consistency o% sco"es o'tained 'y
te same pe"son en "etested itte identical o" e,i/alent tests.
A"e te test "eslts sta'le o/e" time3
*est &alidit)
To ens"e tat te test (o" inte"/ieo" ote" sc"eening tools) meas"esat it is spposed to meas"e
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Types o% 4alidity
/riterion &alidit) 5emonst"ates tat tose o do ell in test
ill do ell on te o' i.e. sco"es on tetest a"e "elated to o' pe"%o"mance
/ontent &alidit) A test tat is content /alid is one tat
contains a %ai" sample o% te tass and sillsactally needed %o" te o' in ,estion (e.g.
a typing test %o" a typist)
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Ho to 4alidate a Test Step 1: Anal)0e the o,
5e6ne 7standa"ds o% sccess (o" sccess c"ite"ia) (e.g9,antity9 ,ality9 a'senteeism9 'ea/io"al sills etc.)
Step 2: /hoose the tests
Test 'atte"y (com'ination o% /a"ios tests) o" single test3
Step 3: Administer the test
/oncurrent &alidation
""ent employees sco"es it c""ent pe"%o"mance
Predicti&e &alidation
:ses "elationsip 'eteen te sco"es and %t"e pe"%o"mance (;MAT9
;#E etc.)
Step 4: !elate *est Scores and /riteria
+ -orrelation anal"sis i.e. actal test sco"es it actal pe"%o"mance(typing test o" ope"ating a macine etc.)
Step 5: /rossalidate and !e&alidate
#epeat Step < and Step = it a di>e"ent sample o%employees.
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E,al Employment ppo"tnity(EE) Aspects o% Testing A or%ani0ation must ,e a,le to pro&e:
Tat its tests a"e "elated to sccess o"%ail"e on te o' (/alidity)
Tat its tests dont n%ai"ly disc"iminateagainst mino"ity o" nonmino"ity s'g"ops(dispa"ate impact).
(( %uidelines and las appl) to all
selection de&ices includin% inter&iesapplications and references.
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Sample Test
+igure &($Source: -ourtes" of /T *ermissions.
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Types o% Tests
*ests of co%niti&e a,ilities !ntelligence Tests
$ Tests of general intellectual abilities that
measure a range of abilities, including
vocabular", verbal fluenc", and numericalabilit".
Aptitde tests
$ Tests that measure specific mental abilities,
such as reasoning abilities, verbal
comprehension, memor", and numerical abilit".
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1%
$"o'lem %"om te Test o% Mecanical omp"eension
+igure &(%
0hich gear will turn the same wa" as the driver1
Source: Reproduced b" permission. -op"right 2345, 2343 b" The *s"chological -orporation, ew /or(, /. 6ll rights
reserved. 6uthor7s note) 2343 is the latest cop"right on this test, which is still the main one used for this purpose.
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Types o% Tests (contd)
*ests of motor ph)sical a,ilities Tests tat meas"e moto" a'ilities9 sc as
6nge"s dete"ity (e.g. %o" a typist)9 manaldete"ity9 and "eaction time (%o" a macine
ope"ato" o" police)9 static st"engt9 dynamicst"engt9 'ody coo"dination9 and stamina
Achie&ement tests
Test tat meas"e at a pe"son as
al"eady lea"ned?@o' noledge in a"easlie acconting9 ma"eting9 o" pe"sonnel.
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Types o% Tests (contd)
Personalit) Interest tests
*ests that measure ,asic aspects of anapplicant6s personalit) 7throu%h personalit) and
interest in&entories 8 such as intro&ersion
sta,ilit) commitment leadership empath)
moti&ation and so on !nte"est in/ento"ies A metod o% pe"sonality
o" inte"est assessment 'ased on a,estionnai"e asing a pe"son to "epo"t
%eelings o" "eactions in ce"tain sitations
9e,#ased 7nline8 *estin%
!eplacin% costl) and inefficient paperandpencil
testin% processes
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Types o% Tests (contd)
*he Pol)%raph 7or lie detector8
A de/ice tat meas"es pysiological canges9
Te assmption is tat sc canges "eectcanges in emotional state tat accompany lying.
Employee $olyg"ap $"otection Act o% 1C88p"oi'its*
$ *rohibits emplo"ers from conducting pol"graph
examinations of all job applicants and emplo"ees.
$ use of other mechanical or electrical devices including
ps"chological stress evaluators and voice stress anal"8ers.
$ When can polygraphs be used? !ndst"ies it national de%ense o" sec"ity
e"tain 'sinesses it nclea" poe" "elated p"oects
!ndst"ies in/ol/ed in cont"acts it !S! $aistan (!nte"Se"/ices !ntelligence)DB! etc.
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Types o% Tests (contd)
Paperandpencil honest) tests
$sycological tests designed to p"edict o' applicants p"oneness to disonestyand ote" %o"ms o% conte" p"odcti/ity.
Meas"e attitdes "ega"ding tings lietole"ance o% ote"s o steal9acceptance o% "ationaliFations %o" te%t9and admission o% te%t-"elated acti/ities.
rapholo%) 7handritin% anal)sis8 Assmes tat and"iting "eects 'asic
pe"sonality t"aits.
;"apologys /alidity is igly sspect
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Management Assessment ent"es
A simulation in hich mana%ementcandidates are as$ed to perform realistic
tas$s in h)pothetical situations and are
scored on their performance.
*)pical simulated e;ercises include: The in-basket
Leaderless group discussion
Management games
Individual presentations
Objective tests
The interview