An Assessment of Job Evaluation/Selection Methods
Using research references written by various authors, I examined some processes used to select potential employees for certain positions and processes used to select appropriate wages for particular jobs performed within a company. Based on the data collected, I determined there are several methods used to perform both functions. Some types of measurement procedures used to evaluate personnel have their counterpart in job evaluation. Although they are separate functions, they are inherently related.
Various methods are used to select personnel for job positions in companies. One of those methods is an Assessment Center. An Assessment Center consists of a standardized evaluation of behavior based on multiple evaluations including: job-related simulations, interviews, and/or psychological tests. Job simulations are used to evaluate candidates on behaviors relevant to the most critical aspects of the job. Several trained observers and techniques are used. Judgments about the behavior are made and recorded. These judgments are pooled in a meeting among the assessors or by an averaging process. In discussion among assessors, comprehensive accounts of behavior, often including ratings, are pooled. The discussion results in evaluations of the performance of assesses on the dimensions or other variables. The leaderless group discussion is a type of assessment center exercise where groups of applicants meet as a group to discuss an actual job-related problem. As the meeting proceeds, the behavior of the candidates is observed to see how they interact and what leadership and communications skills each person displays.
An Assessment Center can be defined as “a variety of testing techniques designed to allow candidates to demonstrate, under standardized conditions, the skills and abilities that are most essential for success in a given job”. The term “assessment center” is really a catch-all term that can consist of some or all of a variety of exercises. Assessment centers usually have some sort of in-basket exercise which contains contents similar to those which are found in the in-basket for the job which is being tested. (Doverspike, 2008) Other possibilities include oral exercises, counseling simulations, problem analysis exercises, interview simulations, role play exercises, written report/analysis exercises, and leaderless group exercises. Assessment centers allow candidates to demonstrate more of their skills through a number of job relevant situations. While assessment centers vary in the number and type of exercises included, two of the most common exercises are in the in-basket and oral exercise. In a traditional in-basket exercise, candidates are given time to review the material and initiate in writing whatever actions they believe to be most appropriate in relation to each in-basket item. When time is called for the exercise, the in-basket materials and any notes, letters, memos, or other correspondence written by the candidate are collected for review by one or more assessors.
Often the candidates are then interviewed to ensure that the assessor understands actions taken by the candidate and the rationale for the actions. If an interview is not possible, it is also quite common to have the candidate complete a summary sheet (i.e., a questionnaire). Thus, a more recent trend over the past 10 years has been the development of selection procedures which can be turned into low-fidelity simulations. Some low-fidelity simulations involve having an applicant read about a work situation. The applicant then responds to the situation by choosing one of five alternative answers. Some procedures have the applicant choose the response he/she would most likely make in a situation and the response that he/she would least likely make. These samples of hypothetical work behavior have been found to be valid predictors of job performance. (Milkovich,...
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