These 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. !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Lecture!6!!Outline(of(Last(Lecture((I.What!is!job!analysis?!II.Job!description,!job!specification,!and!linking!III.How!to!conduct!a!job!analysis;!various!methods!Outline(of(Current(Lecture((I. Recruitment!II. 3!key!dimensions!of!employer!information!III. Personnel!selection!IV. Correct!vs!incorrect!hiring!decisions!Current(Lecture!I. Recruitment!a. Influence!attraction!b. 3!stages!of!preFhire!process!à!generating!applicants,!maintain!applicant!status,!influencing!job!choice!c. Recruitment!influences!the!effectiveness!of!selection!practices!à!selection!ratio!d. Selection!ratio:!ratio!of!number!of!people!hired!to!number!of!applicants!(e.g.!3!jobs!and!4!people!apply!à!SR=.75)!i. SR!has!a!huge!impact!of!the!effectiveness!of!a!selection!system!ii. Labor!force!population!à!applicant!population!(have!necessary!background!by!using!KSAO!job!analysis)!à!applicant!pool!à!qualified!applicant!à!offers!à!hires!II. 3!key!dimensions!of!employer!information!a. employer!familiarity!à!make!people!aware!that!the!organization!is!a!possible!employer!b. employer!reputation!c. employer!image!(information)!!d. 3!determinants!of!source!credibility!à!trust,!expertise,!liking!i. current!employee!referral!is!often!the!more!effective!than!formal!recruitment!!ii. most!trusted!à!friends,!job!incumbents!!iii. least!trusted!à!interviewers!e. Message!content!i. Message!specific!material!is!more!effective!à!“meaningful!summer!work”!vs!“poverty!activist”!!!!(((PSY(3711(((((1st(Edition(! !ii. Important!application!intentions!à!company!culture,!advancement!opportunities,!work!itself,!compensation!benefits!!iii. Important!for!offer!acceptance!à!location,!company!reputation,!industry!f. Recruiters!and!site!visits!i. Recruits!have!the!potential!to!be!more!harmful!than!helpful!1. Applican ts!are!turned!off!b y!aversive!treatment!2. Applican ts!in terpret!recruit!behavior!as!a!signal!o f!thei r!chances!of!receiving!an!offer!3. Recruiter!behavior!appears!most!important!wh en!job !is!n either!attractive!nor!unattractive!ii. Individual!treatment!during!visits!has!moderate!impact!on!job!choice!g. Realistic!job!previews!i. Idea!is!to!give!applicants!a!balanced!view!of!life!and!work!in!an!organization!by!showing!both!the!good!and!bad!features!ii. Applicants!tend!to!feel!more!wellFinformed!by!FJP,!but!potentially!less!likely!to!accept!1. RJP!needs!to!be!realistic!but! not!p essimisti c!2. Don’t!equall y!weight!posi tive!and !negative!info rmation!h. Recruiters!want!to!increase!number!and!quality!of!applicants!III. Personnel!selection!a. Study!and!practice!of!identifying!the!best!people!for!a!job!b. Bottom!line!impact!of!personnel!selection!is!relatively!easy!to!demonstrate!c. Basics!i. People!differ!in!quality!and!quantity!of!work!produced!ii. Organizations!want!to!hire!people!who!will!produce!a!huge(amount!of!near!perfect(work!iii. We!have!!to!first!learn!something!about!the!person!to!make!a!difference!when!selecting!people!d. Methods!and!constructs!i. Careful!to!differentiate!between!the!measurement!method!(selection!instrument)!and!what!is!actually!measured!à!constructs!vs.!operational!measures!ii. We!can!measure!the!same!characteristics!of!individuals!in!a!number!of!different!ways!à!interview,!biographical!info,!paper/pencil!test,!simulation!iii. The!name!we!use!for!a!selection!measure!can!tell!us!close!to!nothing!about!what!is!measured!à!interview!vs.!job!knowledge!test!! !iv. The!information!we!gather,!how!we!measure!it,!and!the!method!we!use!to!combine!the!information!is!called!the!“selection!system”!v. Deciding!what!we!want!to!know!about!a!person!is!a!critical!concern!for!selection!vi. We!want!information!that!is!à!maximally!predictive!(valid),!unbiased,!job!relevant,!face!valid,!inexpensive!and!quick!to!gather!vii. Where!to!start?!1. Best!place!to!begin!i s!a!KSAO!job !anal ysis!2. Then!we!want!to!know!what!ab out! the!in divi dual !i s!relevant!for!the!job!3. Or!look!at!previous!research!and!of fFtheFshelf !in struments!viii. Where!NOT!to!start!1. Firm!handshake!test!2. “If!you!cou ld !be!a!tree!what!kind!of !tree!would!you!b e?”!3. Horoscope,!graphology,!psychics!ix. Base!rates:!the!proportion!of!the!applicant!population!that!would!be!considered!acceptable;!50%!is!a!pretty!good!rate!x. Both!selection!ratio!and!base!rate!oversimplify!!1. Selection!ratio !à!p eople!do n’t!always!app ly!in !bi g!groups,!not!everyone!who!gets!a!job!will!take!it!2. Base!rate!à!job!performance!is!not!a! dich otomy!(con tin uou s!variable),!specifying!acceptable!vs!unacceptable!!IV. Correct!vs!incorrect!hiring!decisions!a. Hire!an!acceptable!employee!or!not!hiring!a!bad!employee!b. Easier!to!get!acceptable!workers!when!i. Most!people!are!acceptable!to!begin!with!(high!base!rate)!ii. We!can!be!very!picky!(low!selection!ratio)!iii. Have!a!great!predictor!of!future!performance!c.