Dessler samer inppt06 (1)

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human resource management ch 6 dessler

Transcript of Dessler samer inppt06 (1)

  • 1. Employee Testing 6 and SelectionCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-1
  • 2. Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-2
  • 3. Selection MethodsTestingBackground Investigation + Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall (#)-33
  • 4. Why Careful Selection is Important Performance Cost Legal obligations(EEO, negligent hiring, defamation) Person and job/organization fit Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-4
  • 5. Basic Testing Concepts Reliability(consistent score) o retest estimation o Equivalent form estimation(experts) o Internal comparison estimate(test item) Validity o Criterion validity o Content validity o Construct validityCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-5
  • 6. Evidence-Based HR: How to Validate a Test Analyze(predictors &criteria) Choose Administer(concurrent &predictive ) Relate Cross-validateCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-6
  • 7. ScoringCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-7
  • 8. Individual Right and Test Security Confidentiality Use of results Scoring by qualified people Fairness PrivacyCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-8
  • 9. Evidence-Based HR: Test Validation Other Issues Rights and security Privacy Tests at work Computerized, onlin e testingCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-9
  • 10. Types of Tests Cognitive abilities Intelligence tests Specific cognitive abilities Motor & physical abilities Measuring personality Interest inventories Achievement testsCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-10
  • 11. Test of cognitive abilitiesIntelligence tests (IQ)tests of general intellectual abilities. Theymeasure a range of abilities, includingmemory, vocabulary, verbal fluency, andnumerical abilityIQ often measured with individualadministered tests like Stanford- binet test
  • 12. Test of cognitive abilitiesSpecific cognitive abilitiesalso measures of specific cognitiveabilities, such as deductivereasoning, verbalcomprehension, memory, and numericalability.Psychologists often call aptitude tests, since they purport measure aptitude forthe job in question
  • 13. FIGURE 65 Type of Question Applicant Might Expect on a Test of Mechanical Comprehension Copyright 2011 Pearson613 Education, Inc. publishing as Prentice Hall
  • 14. Tests of motor and physical abilitiesYou also might need to measure motorabilities, such as finger dexterity, manualdexterity, and (if hiring pilots) reaction time.Tests of physical abilities required ,includestatic strength (such as lifting weights)Dynamic strength (like pull- ups)Body coordination(as in jumping rope)Stamina
  • 15. Measuring personality and interestsPersonality tests measure basic aspects ofan applicants personality, such asintroversion, stability, and motivation.Some of these tests are projective. Thepsychologist presents an ambiguousstimulus (like an inkblot or clouded picture)to the person. The person then reacts to it.Other personality tests are self-reported:applicants complete them themselves
  • 16. What do personality tests measure? The Big Five Predicting performance CaveatsCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-16
  • 17. The Big Five Extraversion Emotional stability/ Conscientiousness Neuroticism Openness to Agreeableness experience Copyright 2011 Pearson617 Education, Inc. publishing as Prentice Hall
  • 18. The Big FineExtraversion: tendency to besociable, assertive, active, and to experiencepositive effect, such as energy and zealNeuroticism: tendency to exhibit pooradjustment and experience negative effect, suchas anxiety, insecurity, and hostility.Openness to experience: the disposition to beimagination, nonconforming, unconventional, and autonomous.Agreeableness : tendency to betrusting, compliant, caring, and gentle.Conscientiousness: comprised of two relatedfacts: achievement and dependability
  • 19. Predicting performancePersonality traits can be predictivesince they do often correlate with jobperformance.Other traits correlate with occupationalsuccess. For example, extraversion correlateswith success in sales and managementjobs.
  • 20. Caveatsthere are three caveats:First, projective tests are hard to interpret.An expert must analyze the test takersinterpretations and make conclusionsabout his or her personality. Second, personality tests can trigger legalchallenges. Third, some dispute that self-reportedpersonality tests predict performance at all.
  • 21. Interest inventoriesInterest inventories compare onesinterests with those of people in variousoccupationsInterest inventories have many uses ,theyare irreplaceable in career planning, sinceperson will likely do better in job thatinvolve activates in which he or sheinterested
  • 22. Achievement testsachievement tests measure whatsomeone has learned.They measure your (jobknowledge) in areas likeeconomics, marketing .They are popular at work
  • 23. Examples of work sample/simulation testsCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-23
  • 24. Work samples and simulationswork samples : examinees are presented withsituations representative of the job for whichtheyre applying, and are evaluated on theirresponses.Work sample technique: predict jobperformance by requiring job candidates toperform one or more sample job tasksAdvantage:1. Measure actual job tasks2. Content3. Dose not delveinto the applicant personality4. Designed properly
  • 25. Work samples and simulationsBasic procedureselect a sample of several tasks crucial toperforming the job, and then testapplicants on themSituational judgment testspersonnel tests designed to assess anapplicants judgment regarding a situationencountered in the workplace. they areeffective and widely used.
  • 26. Work samples and simulationsManagement assessment centersis a 2- to 3-day simulation in which 10 to 12candidates perform realistic managementtasks such as making presentations.Typical simulated tasks include:1. The in-basket2. Leaderless group discussion3. Management game4. Individual presentation5. Objective tests6. The interview
  • 27. Work samples and simulationsSituational testingrequire examinees to respond tosituations representative of the job.video-based testingPresent the candidate with severalonline or pc- based video situation eachfollowed by one or more multiple choice question
  • 28. Work samples and simulationsComputerized multimedia assessmentEmployers increa