New version page

FSU MAN 4301 - Chapter 6: Selecting Employees Who Fit

Upgrade to remove ads

This preview shows page 1-2-3-4-5-6 out of 17 pages.

Save
View Full Document
Premium Document
Do you want full access? Go Premium and unlock all 17 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 17 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 17 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 17 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 17 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 17 pages.
Access to all documents
Download any document
Ad free experience

Upgrade to remove ads
Unformatted text preview:

Chapter 6: Selecting Employees Who FitHow Can Strategic Employee Selection Improve an Organization?- Employee Selection: The process of testing and gathering information to decide whom to hireo A strategic approach to selecting employees can help an organization obtain and keep the talent necessary to produce goods and services that exceed the expectations of customersLO1: How is Employee Selection Strategic?- Short-Term Generalist: Workers hired to produce general labor inputs for a relatively short period of timeo Bargain Labor HR Strategy Fast food workero Not concerned with Job- or Organization-Based Fito Potential- Long-Term Generalist: Workers hired to perform a variety of different jobs over a relatively long period of timeo Loyal Soldier HR Strategyo Utility Workers, government agencies, package delivery companies Employees to produce low-cost goods/services, but with a strong commitmento Organization-Based Fito Potential  Hiring should focus on ability, motivation, & willingness to work various jobs- Short-Term Specialist: Workers hired to provide specific labor inputs for a relatively short period of timeo Free Agent HR Strategyo Investment bankers and advertising executiveso Staffing aimed at hiring people who will bring new skills and produce innovative goods and top-quality serviceo Job-Based Fito Achievement- Long-Term Specialist: Workers hired to develop specific expertise and establish a lengthy career within an organizationo Committed Expert HR Strategyo Pharmaceutical reps, accountant with large firm that sells goods o Organization-Based Fito Potential Making Strategic Selection Decisions1. Balancing Job Fit & Organization Fit- Job-Based Fit: Matching an employee’s knowledge and skills to the tasks associated with a specific job- High ability in math=financial analyst or accountant- Organization-Based Fit: Matching an employee’s characteristics to the general culture of the organization- Conservative person might fit well in company culture of caution and tradition - Higher job satisfaction 2. Balancing Achievement and Potential- Achievement: A selection approach emphasizing existing skills and past accomplishments - Potential: A selection approach emphasizing broad characteristics that foreshadow capability to develop future knowledge and skills LO2: What Makes a Selection Method Good?- Reliability: An assessment of the degree to which a selection method yields consistent results Test-Retest Method: A process of estimating reliability that compares scores on a single selection assessment obtained at different times Alternate-Forms Method: A process of estimating reliability that compares scores on different versions of a selection assessment  Split-Halves Method: A process of estimating reliability that compares scores on two partsof a selection assessment  Inter-Rater Method: A process of estimating reliability that compares assessment scores provided by different raters- Correlation Coefficient: A statistical measure that describes the strength of the relationship between two measureso Range from a low of 0, to a high of 1, which indicates a perfect relationship- Validity: The quality of being justifiable. To be valid, a method of selecting employees must accurately predict who will perform the job wello Generalizability: The extent to which the validity of an assessment method in one context can be used as evidence of validity in another context  Situational Specificity: The condition in which evidence of validity in one setting does not support validity in other settings Validity Generalization: The condition in which evidence of validity in one setting can be seen as evidence of validity in other settings Content Validation Strategy: A process of estimating validity that uses expert raters to determine if a test assesses skills needed to perform a certain job Criterion-Related Validation Strategy: A process of estimating validity that uses a correlation coefficient to determine whether scores on tests predict job performance Predictive Validation Strategy: A form of criterion-related validity estimation in which selection assessments are obtained from applicants before they are hired  Concurrent Validation Strategy: A form of criterion-related validity estimation in which selection assessments are obtained from people who are already employees- Utility: A characteristic of selection methods that reflects their cost effectivenesso Factors Influencing Utility Validity Number of people selected into a position Length of time people stay employed Performance Variability Ratio of applicants to hires for a particular position Cost- Legality and Fairnesso Validity plays an important role in the legality of a selection methodFairness: A characteristic of selection methods that reflects individuals’ perceptions concerning potential bias and discrimination in the selection method- Acceptability: A characteristic of selection methods that reflects applicants’ beliefs about the appropriateness of the selection methodsLO3: What Selection Methods are Commonly Selected?1. Testing- Cognitive Ability Testing: Assessment of a person’s capability to learn and solve problemso Very good at predicting validity generalizationo Useful in determining who to hireo Racial Groups usually score differentlyo Managers often see CAT’s as the most important predictors of work performance- Personality Testing: Assessment of traits that show consistency in behavioro Agreeablenesso Conscientiousnesso Emotional Stabilityo Extraversiono Openness to Experience- Situational Judgment Test: Assessment that asks job applicants what they would do, or should do, in a hypothetical situation- Physical Ability Testing: Assessment of muscular strength, cardiovascular endurance, and coordination- Integrity Testing: Assessment of the likelihood that an individual will be dishonesto Overt: Ask questions about attitudes toward theft and other illegal activitieso Covert: More personality-based and seek to predict dishonesty by assessing attitudes and tendencies towards antisocial behaviors such as violence and substance abuse- Drug Testing- Work Sample Testing: Assessment of performance on tasks that represent specific job actionso Typing, computer programming, driving simulator, electronics repair- Assessment Center: A complex selection method that includes multiple measures obtained from multiple applicants across multiple days2.


View Full Document
Download Chapter 6: Selecting Employees Who Fit
Our administrator received your request to download this document. We will send you the file to your email shortly.
Loading Unlocking...
Login

Join to view Chapter 6: Selecting Employees Who Fit and access 3M+ class-specific study document.

or
We will never post anything without your permission.
Don't have an account?
Sign Up

Join to view Chapter 6: Selecting Employees Who Fit 2 2 and access 3M+ class-specific study document.

or

By creating an account you agree to our Privacy Policy and Terms Of Use

Already a member?