MGMT 3720 Lecture 10Outline of Last Lecture Chapter 16- Organizational cultureI. Common characteristics of organizational cultureII. Functional and dysfunctional effectsIII. Factors that create and sustain organizational cultureIV. How culture is transmitted to employeesV. How an ethical culture can be createdVI. Positive organizational cultureVII. Spiritual cultureVIII. National culture effectOutline of Current Lecture Chapter 17- Human resource policies and practicesI. Substantive selection methodsII. Contingent selectionIII. Four main types of trainingIV. Informal training methodsV. On-the-job and off-the-job trainingVI. Methods of performance evaluationVII. How managers can improve performance evaluationsThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.VIII. Leadership role in HR organizationsCurrent LectureModel of selection process in organization:1. Applicant applies for job  Initial selection- Initial selection devices are the first information applicants submit and are used for preliminary rough cuts to decide whether the applicant meets the basic qualifications for a job. - Requires an application form. - Not a good predictor of performance, but are a good initial screen- . During this initial stage, the application may undergo background checks such aschecking credit histories or criminal records. Letters of recommendation are a form of background check. 2. Applicant meets basic qualifications  Substantive selection- This is where it is determined who are the most qualified out of the applicants that met basic qualifications. Examples: Written tests, Performance tests, interviews3. Applicant is among best qualified  Contingent selection- This is where final checks are made before offering a job to the applicants. Examples: Drug tests, background checks- If the applicant comes out positive in drug check or has an unfavorable background check then they will fail the contingency selection and be rejected.4. Applicant receives job offer.Substantive Selection (happens after initial selection):1. Written tests: - Tests of intelligence, aptitude, ability, interest, and integrity.- Intelligence tests are particularly good predictors for jobs that require cognitive complexity.- Earlier in time, resumes were more reliable and you could find out a lot about the employee by calling past managers, etc. Now people can lie more and you don’t get that much information out of the managers.Evidence shows that these tests are good predictors, care should be taken that the test actually measures criteria matched to the job responsibilities 2. Performance simulation tests:- More complicated to develop and administer than written tests- Have higher face validity, which measures whether applicants perceive the measures to be accurate- Their popularity has increased. The three best-known performance simulation tests are work samples, assessment centers, and situational judgment tests. - Work sample tests are hands-on simulations of part or all of the job that must be performed by applicants. Work samples yield valid data superior to written aptitude and personality tests. Also shows how they interact with others.- Assessment centers evaluate a candidate’s managerial potential. Line executives, supervisors, and/or trained psychologists evaluate candidates as they go through one to several days of exercises that simulate real problems. Assessment centers have consistently demonstrated results that predict later job performance in managerial positions. - Situational judgment tests ask applicants how they would perform in a variety of job situations and compare their answers to those of high-performing employees. One studycomparing situational judgment tests to assessment centers found the assessment center was a better predictor of job performance, although the difference was not large. Ultimately, the lower cost of the situational judgment test may make it a better choice for some organizations than a more elaborate work sample or assessment center.- If you do badly on the interview, then even if you did well on the tests, your chances ofgetting a job offer are unlikely.3. Interviews:- The selection device most frequently used and it carries a great deal of weight. The candidate who performs poorly in the employment interview is likely to be cut, regardless of his/her experience, test scores, or letters of recommendation, and vice versa. This is important because of the unstructured form of most selection interviews.- The unstructured interview—short in duration, casual, and made up of random questions—is an ineffective selection device. The data are typically biased and often unrelated to future job performance. Without structure, interviewers tend to favor applicants who share their attitudes, give undue weight to negative information, and allow the order in which applicants are interviewed to influence their evaluations. - To reduce such bias and improve the validity of interviews, managers should adopt a standardized set of questions, a uniform method of recording information, and standardized ratings of applicants’ qualifications. Contingency selectionOnce an applicant has passed substantive selection such as background checks, interviews, and so on, the individual is ready to be hired subject to a final check. - One common, but controversial, contingent method is a drug test. Many applicants thinktesting without reasonable suspicion is invasive or unfair and say they should be tested on job performance factors, not lifestyle choices that may not be relevant. Employers might counter that drug use and abuse are extremely costly, not just in financial terms but also in terms of people’s safety. They have the law on their side: the U.S. Supreme Court has concluded that drug tests are “minimally invasive” selection procedures that as a rule, do not violate individuals’ rights. - Under the Americans with Disabilities Act, firms may not require employees to pass a medical exam before a job offer is made. They can conduct medical exams after making a contingent offer, to determine whether an applicant is physically or mentally able to dothe job.International Variation in Selection Processes- Selection practices differ by business culture.- Countries emphasize different techniques.- Structured interviews are popular in some countries, but not others.- Some