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Lecture Human resource management: Gaining a competitive advantage (9/e) – Chapter 6

Chapter 6 - Selection and placement. After reading this chapter, you should be able to: Establish the basic scientific properties of personnel selection methods, including reliability, validity, and generalizability; discuss how the particular characteristics of a job, organization, or applicant affect the utility of any test; describe the government's role in personnel selection decisions, particularly in the areas of constitutional law, federal laws, executive orders, and judicial precedent. | Chapter 6 Selection and Placement Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 5 Evaluation Selection Method Standards Reliability Validity Generalizability Utility Legality 6- Legality All selection methods must conform to existing laws and legal precedents. Three acts form the basis for a majority of suits filed by job applicants: Civil Rights Act of 1991 and 1964 Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 1991 6- Types of Selection Methods JOBS 6- Interviews Selection interviews-a dialogue initiated by one or more persons to gather information and evaluate the applicant’s qualifications for employment. To increase an interview’s utility: Interviews should be structured, standardized, and focused on goals oriented to skills and observable behaviors. Interviewers should be able to quantitatively rate each interview. Interviewers should have a structured note-taking system that will aid recall to satisfying ratings. 6- Experience-Based Situational Interview Items Table 6.2 Experience Based Motivating employees: “Think about an instance when you had to motivate an employee to perform a task that he or she disliked but that you needed to have done. How did you handle that situation?” Resolving conflict: “What was the biggest difference of opinion you ever had with a co-worker? How did you resolve that situation?” Overcoming resistance to change: “What was the hardest change you ever had to bring about in a past job, and what did you do to get the people around you to change their thoughts or behaviors?” Future Oriented Situational Interview Items Table 6.2 Future Oriented Motivating employees: Suppose you were working with an employee who you knew greatly disliked performing a particular task. You needed to get this task completed, however, and this person was the only one available to do it. What . | Chapter 6 Selection and Placement Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 5 Evaluation Selection Method Standards Reliability Validity Generalizability Utility Legality 6- Legality All selection methods must conform to existing laws and legal precedents. Three acts form the basis for a majority of suits filed by job applicants: Civil Rights Act of 1991 and 1964 Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 1991 6- Types of Selection Methods JOBS 6- Interviews Selection interviews-a dialogue initiated by one or more persons to gather information and evaluate the applicant’s qualifications for employment. To increase an interview’s utility: Interviews should be structured, standardized, and focused on goals oriented to skills and observable behaviors. Interviewers should be able to quantitatively rate each interview. .