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Notes - Human resource management

By ibrar012 Jun 08, 2014 872 Words

Chapter 7 Notes
Human Resource Management

DEFINE selection and DISCUSS its strategic importance.
DEFINE reliability and validity and EXPLAIN their importance in selection techniques. DESCRIBE at least four types of testing used in selection and ANALYZE the conflicting legal concerns related to alcohol and drug testing DESCRIBE the major types of selection interviews by degree of structure, type of content, and manner of administration. EXPLAIN the importance of reference checking, DESCRIBE strategies to make such checking effective, and ANALYZE the legal issues involved.

Selection
The process of choosing individuals to fill job openings
The strategic importance of selection
Quality of human resources determines organizational performance. Inappropriate selection decisions are costly.
Significant legal implications

Avoiding Legal problems
use selection criteria based on the job
assess applicant’s ability to meet expectations
scrutinize applicant-provided information
obtain authorization for reference checking
save all records and information
reject applicants who make false statements

The selection process
Designing the selection process
Preparations:
develop selection criteria
specify musts and wants and weight the wants
develop an evaluation form
develop interview questions (for all candidates)
develop candidate-specific questions

Acquiring Employees and the Law
Considerations:
do not ask questions that would violate human rights legislation treat all candidates in the same manner
do not cut short an interview based on preconceived notions about the gender or race of the “ideal” candidate focus on the job description and job specification when gathering information from applicants Step 1: Preliminary Applicant Screening

initial screening is performed by HR department
application forms and résumés are reviewed
candidates not meeting selection criteria are eliminated
remaining candidates matching the job specifications are given further consideration use of technology is becoming increasingly popular

Step 2 Selection Testing
screening device used by approximately two thirds of Canadian organizations assesses specific job-related skills, general intelligence, personality characteristics, mental abilities, interests, and preferences efficient, standardized methods for screening large numbers of applicants must be reliable and valid

Importance of Reliability and Validity
Reliability:
the degree to which selection procedures yield comparable data over time in other words, the degree of dependability, consistency, or stability of the measures used Validity:
the accuracy with which a predictor measures what it is intended to measure

Types of Validity
Differential Validity
confirmation that the selection tool accurately predicts the performance of all possible employee subgroups Criterion-Related Validity
extent to which a selection tool predicts or correlates with important elements of work behaviour Content Validity
extent to which a selection tool (e.g. a test) adequately samples the knowledge and skills needed to perform the job Construct Validity
extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job

Types of Tests used in selection
Management Assessment Centres
Situational Testing
Micro-assessments
Physical Examination, Substance Abuse Testing, Polygraphs
Cognitive Abilities
intelligence tests
emotional intelligence tests
specific cognitive abilities
Motor/Physical Abilities
Personality and Interests
Achievement Tests
Work Sampling

Medical Examination
only permitted after a written offer of employment
reasons for inclusion in the selection process:
to determine qualification of physical requirements and if not, to document accommodation requirements to establish a record and baseline of health for future insurance or compensation claims to reduce absenteeism and accidents by identifying any health issues that need to be addressed

Substance Abuse Testing
in Canada, employers are not permitted to screen candidates for substance abuse substance addiction is considered a disability which cannot be discriminated against during the selection process
elsewhere, pre-employment substance abuse testing may be used to avoid hiring employees who would pose unnecessary risks or perform below expectations

Polygraph Testing
widely rejected in most jurisdictions
unable to produce valid and reliable results
validated tests of honesty or integrity are more useful

Step 3: The Selection Interview
Applicant Objectives:
present positive image
sell their skills and attributes
gather information about job and organization
Interviewer Objectives:
assess qualifications
observe behaviour
predict future performance
communicate information about job, promote organization
determine how well applicant would fit in

Types of interviews
Degree of Structure
unstructured, structured, or mixed/semi-structured
Content
situational, behavioural
Administering the Interview
one-on-one or panel
sequentially or all at once
face-to-face or technology enabled

Common Interviewing Mistakes
influence of nonverbal behaviour
leading
too much/too little talking
similar-to-me bias
poor planning
snap judgments
negative emphasis
halo effect
poor job knowledge
contrast error

Conducting an Effective Interview
planning the interview
establishing rapport
asking questions
closing the interview
evaluating the candidate

Step 4: background Investigation/reference Checking
verify accuracy of information provided
includes
criminal record check
verification of educational qualifications
verification of previous employment
performance-related references from past supervisors
credit check may also be included
Considerations:
obtain written permission
possible public sources (e.g. Facebook)
qualified privilege
negligent misrepresentation

Step 5: Supervisory Interview and realistic job preview
The supervisor:
is best qualified to assess job knowledge/ skills
can answer job-specific questions
must feel comfortable with new hire
can assess fit with current team members
Realistic Job Preview (RJP)
provides applicants with realistic information, both positive and negative, about the job Step 6: Hiring decision and Candidate notification
compile information from all techniques used
evaluate information about each candidate
immediate supervisor usually makes final hiring decision
make offer that specifies terms and conditions of employment give candidates time to think about the offer
notify all finalists who were not selected

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