Selection & Placement 2
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Transcript of Selection & Placement 2
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RELIABILITY --- Example: Measurement of Students Aptitude
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VALIDITY
- the extent to which a performance measure assesses all the relevant andonly the relevant aspects of job performance
CRITERION-RELATED VALIDATION
o a method of establishing the validity of a personnel selection method
by showing a substantial correlation between test scores and job
performance scores
a. PREDICTIVE VALIDATION
y a criterion-related validity study that seeks to establish an
empirical relationship between applicants test scores and
their eventual performance on the job
b. CONCURRENT VALIDATION
y a criterion-related validity study in which a test is
administered to all the people currently in a job and then
incumbents scores are correlated with existing measures of
their performance on the job
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CONTENT VALIDATION
o a test-validation strategy performed by demonstrating that the items,
questions or problems posed by a test are a representative sample of the
kinds of situations or problems that occur on the job
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GENERALIZABILITY
- the degree to which the validity of a selection method established inone context extends to other contexts
VALIDITY GENERALIZATION
o an alternative for validating selection methods for companies that
cannot employ criterion-related or content validation
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UTILITY
- the degree to which the information provided by selection
methods enhances the effectiveness of selecting personnel in real
organizations
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UTILITY --- Example: Sales Revenue vs Extroversion Score
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LEGALITY
- all selection methods should conform to existing laws and existing
legal precedents
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TYPES OF SELECTION METHODS
INTERVIEWS
- defined as a dialogue initiated by one or more persons to gather information and
evaluate the qualifications of an applicant for employment
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GENERALGUIDELINES FOR CONDUCTING INTERVIEWS
1. Choose a setting with little distraction.
2. Explain the purpose of the interview.3. Address terms of confidentiality.
4. Explain the format of the interview.
5. Indicate how long the interview usually takes.
6. Ask them if they have any questions before you both get started with the interview.
7. Don't count on your memory to recall their answers.
REMINDERS:
Keep the interview structured, standardized, and focused on accomplishing a
small number of goals
Ask questions dealing with specific situations that are likely to arise on the job and
use these to determine what the person is likely to do in that situation
Use multiple interviewers
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REFERENCES, BIOGRAPHICAL DATA,
AND APPLICATION BLANKS
- References can be very subjective since the applicant can choose who writes
the letter the reticence of the writer to include damaging information that
could rebound and affect their company
- Biographical information may motivate some applicants to misrepresent
themselves