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Human Resource Management
Module 5
Recruitment & Selection
5.1 Selection in Context
5.1.1 Importance of Selection - key competencies for effective
job performance arecore characteristics which can't be changewith
training or development.
5.1.2 Strategic HRM & Selection- different HRM approaches
will effect selection.
Approaches, Methods & Measurements
Flexible Firm Model Commitment-Eort-!erormance "earning #rg$
Peripheral workers-short 1-2-1interviews
Core workers -time consumingprocesses, tests, interviews
1. Assess applicant's attitude &values
2. Realistic o! interviews". Applicant sel#-selection
1. Continuous dvlp,change
2. Applicant adapta!ilit$
5.2 Selection Paradigmassumes certain conditions only met in few
situations.
%ob Anal&sis
'ecisions on Choice o Selection (ools
Recruitment 'ecisions
)alidation !rocedures
Core characteristics%uali#ications'perience
(election )atri'Relia!ilit$
a.
*nter-rater!.
+est-retest,alidit$
a.
Predictive!.
Concurrent)eta Anal$sis
a.
airness!.
Costs opp & /0
c.
Applica!ilit$PredictiveConcurrent
5.2.1 Job Analysis1ststep-selection process should be list of
behaviors orcompetencies need for successful performance of
job.
5.2.2 Decisions on Coice of Selection !ools 2ndstep-selection
tool providesrelevant info about the desired qualities in
candidates.
Selection criteria
*ddiimmeennssiioonnss+
.!ehaviors1competencies00
(election A!ilit$
interview tests2roup *n-tra$ Presentation
discussion e'ercise
Selection (ools
(imulations
*nterpersonalehavior
Pro!lem-solving3ecision-making
Planning &4rgani5ing
Commitment
le'i!ilit$
13e!ora Cooper
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7/24/2019 HW HRM Mod5
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Human Resource Management
Module 5
Recruitment & Selection
5.2." Recr#itment Decisions & Collecting
Data3rdstep-substantial candidates
5.2.$ %aliation 'roce#res 4thstep-did selection tool measure
right!
5.3 Validation Process- selection tool must be reliable
"valid
5.".1 Reliability- consistency of measurement #r$ .%&
through . good( .) question*
nter-rater26 recruiters make same udgments7 (est-retestmeasure
consistenc$ over time
measures o# agreement o# 2 interviewers test 2 time &
compare candidates scores
5.".2 %aliity- selection tool that predicts job performance or
what's is supposed to do -
(r =.+ through .& good with ., adequate*
!redictiecollect scores o# applicants topredict o! per#ormance
onl$ hire
applicants with scores o# 8-190 then takescore o# per#ormance
later to compare
use when recruiting man$ people
Concurrenthave emplo$ees use selectiontool to get scores to use
#or re#erence #or
applicant scoresuse when onl$ recruiting #ew applicants
5."." (sing Correlation coefficients to )stimate Reliability
& %aliity#r*
Correlation coeicient *r+measures the relationship strength
!etween 2 varia!les..egatie correlationis when 1 varia!le increase,
the other decreases car age, gas mileage0!ositie correlationis when
1 varia!le increases, the other increases people height,
weight0
5.".$ Meta Analysis-statistical procedure to produce an accurate
validity rsummary
can't assume a selection tool #or 1 o! works #or another
:eware situation-speci#icit$
5.4 Selection Devices Useflness#Muchinsky %*
4 factors of Useflness
)alidit
airness discriminate0
Costs opp & /0
Applica!ilit$narrowwide range o# o!s0
23e!ora Cooper
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7/24/2019 HW HRM Mod5
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Human Resource Management
Module 5
Recruitment & Selection
5.5 Selection !ools)alidit Fairness Costs Applicabilit
Application Forms poor opp wide
/iodata-scores given to !io in#o1. development stage eisting
emplo$ees
scores #or cut o##02. ;eight each item
$es 7 high interview, or #inal check
0uestionnaire Reerence Reports
poor
$es
low wide
nterie1
1. 3uration2. +$pe o# interviewer trained70". *nterpersonal
atmosphere?. ocus opinionsattitude, eperiences,
knowledge0
5$ 'egree o structurea. Structured
1. competence !ehavior02. o! related @'s". #ied list o#
@'sscores?. !ehavior !ased scales
!. 2nstructuredSituational nterie1
1. $pothetical o! situations2. Critical incident method".
(coring #or e##ective wa$s!atterned /ehaior 'escription nterie1
*!/'+
1. Past events predict #uture
poor
rB.9good0
rB.29-."8
unclear some
high
lower
wide
!schometric (ests
1. sta!lished technicalstatistics2. )easure core
characteristics". )easure speci#ic aspects?. Assumes
characteristics @uanti#ia!le on
continuumAbilit (ests-competitive1. Cognitive-intelligence,
ver!al, numerical,
comprehension 6 r02. (pecial Aptitude-clerical, mechanical".
Ph$sical(ensor$-motor-manual deterit$!ersonalit (ests-t$pical
!ehavior1. traversion2. Conscientiousness". Agreea!leness?.
DeuroticismE. 4penness to eperience
rB.?1-.81
rB.21-."1
rB.1E-.1
lowlowmodlowlowlow
ma$ not highlowi# o##the
shel#0
"3e!ora Cooper
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7/24/2019 HW HRM Mod5
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Human Resource Management
Module 5
Recruitment & Selection
)alidit Fairness Costs Applicabilit
Simulations & Assessment Centers *ACs+
1. *ndividual tasks-interviews,
a!ilit$personalit$ tests, written eercise in-tra$ eercise0
2. *nteractive tasks-group discussions, audiencepresentations,
role pla$ eercise +akes place over time
4!served !ehaviors
*denti#$ consistent !ehaviors
(everal assessors
(peci#ic o! related !ehaviors
high $es high limitedmgrs
pro#essionals
5." Smmar#
%ob Anal&sis
'ecisions on Choice o Selection (ools
Recruitment 'ecisions
)alidation !rocedures
Core characteristics%uali#ications'perience
(election )atri'
Relia!ilit$a.
*nter-rater!.
+est-retest,alidit$
a.
Predictive!.
Concurrent)eta Anal$sis
a.
airness!.
Costs opp & /0
c.
Applica!ilit$PredictiveConcurrent
Selection criteria
*ddiimmeennssiioonnss+
.!ehaviors1competencies00
(election A!ilit$
interview tests 2roup *n-tra$ Presentation
discussion e'ercise
Selection (ools
(imulations
*nterpersonalehavior
Pro!lem-solving3ecision-making
Planning &
4rgani5ing
Commitment
le'i!ilit$
?3e!ora Cooper
