Chapter 5 selection and placement Job applications and resumes Interview Tests Work samples References and Biographical data.

Slides:



Advertisements
Similar presentations
Employee Testing and Selection
Advertisements

STAFFING. KEY ASSUMPTIONS ä People differ ä Jobs differ ä Goal? ä ä Requires ä.
Chapter 06 Selection and Placement
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-1 Managing Human Resources Managing Human Resources Bohlander.
Strategic Staffing Chapter 9 – Assessing External Candidates
Human Resource Management Chapter 10 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Chapter 5: Personnel Decisions
Industrial and Organizational Psychology Assessment Methods For Selection Copyright Paul E. Spector, All rights reserved, March 15, 2005.
Leadership Talent Selection. Uses of Assessment Centers Evaluation of people for promotion or succession Formulation of training plan for strengths &
Selection Overview. Definition Process of collecting and evaluating information about an individual in order to promote or extend an offer of employment.
Human Resource Management: Gaining a Competitive Advantage
Developing a Hiring System Reliability of Measurement.
Concept of Reliability and Validity. Learning Objectives  Discuss the fundamentals of measurement  Understand the relationship between Reliability and.
OS 352 2/28/08 I. Exam I results next class. II. Selection A. Employment-at-will. B. Two types of discrimination. C. Defined and methods. D. Validation.
1 Using a Scored Background Questionnaire for Selection: Construct and Criterion-related Validity Frederick P. Morgeson – Michigan State University Matthew.
CHAPTER 10 Internal Selection.
5-1 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Recruiting and Selecting Employees Chapter 5.
Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 1 Recruitment,
CONCEPT OF SELECTION The next step after requirement is the selection of candidates for the vacant position from among the applicants. This is the most.
Chapter 4: Predictors: Psychological Assessment
© 2013 by Nelson Education1 Selection II: Testing.
Staffing & Strategy Effectively done, staffing has an impact on the bottom line (ineffectively done, also impacts) Financial investment in people should.
1.
Human Resource Management Gaining a Competitive Advantage
Employee Testing and Selection
Selection Test Validity and Reliability; Types of Tests Group 5 Luke Anderson Taylor Burton Zach Haas Chris Hahn Chris Kintz Jason Springer.
6-1 McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. fundamentals of Human Resource Management 3 rd edition by.
Selection and Placement
1 SELECTION 2BC3 Week 5 ________________________ Dr. Teal McAteer DeGroote School of Business McMaster University.
Foundations of Recruitment and Selection I: Reliability and Validity
5-1. Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 5 Coaching.
MGTO 324 Recruitment and Selections Validity II (Criterion Validity) Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong University.
Strategic Role of HRM Firm’s ability to survive and prosper is increasingly a function of the human resources they have Managers’ career success depends.
SELECTION. SELECTION PROCESS BY WHICH AN ORGANIZATION CHOOSES PERSONS WHO BEST MEET THE SELECTION CRITERIA FOR THE POSITION AVAILABLE, CONSIDERING CURRENT.
Chapter 7 Selection Group 7 August 24, Employee Selection Selection is the process of choosing from a group of applicants those individuals best.
Selecting Employees and Placing Them in Jobs
CHAPTER 4 Employee Selection
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-1 Managing Human Resources Managing Human Resources Bohlander.
PowerPoint Presentation Design by Charlie Cook The University of West Alabama Prepared by Joseph B. Mosca, Monmouth University and Marla M. Kameny, Baton.
1 Chapter 6 Selection and Placement. 2 Introduction Why Selection is Important?
6-1 McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. fundamentals of Human Resource Management 3 rd edition by.
“Choosing the Right People” Toyota’s selection system for Georgetown KY plant followed eight phases –(1) Advertising and Recruitment –(2) Orientation and.
Copyright © 2015 Pearson Education Ltd.
1– 1 MGT-351 Human Resource Management Chapter-6 MGT-351 Human Resource Management Chapter-6 Employee Testing and Selection.
Chapter 7 Learning Objectives 1.Discuss how to link training programs to organizational needs. 2.Explain how to assess the need for training. 3.Explain.
Measurement MANA 4328 Dr. Jeanne Michalski
4-6 Copyright © 2015 Pearson Education, Inc. 6-1 Employee Testing Employee Testing and Selection.
CHAPTER 6 Selecting Employees and Placing Them in Jobs
Workplace sociology Gerhard Ohrband 4 th lecture Personnel selection.
Copyright © 2016 Pearson Education, Inc.
Employee Testing and Selection Human Resource Management 14 th Edition, Global Edition Gary Dessler Copyright © 2015 Pearson Education Ltd.
Employee Testing and Selection Discussion Questions
© 2013 by Nelson Education1 Foundations of Recruitment and Selection I: Reliability and Validity.
1 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. CHAPTER 11 Personnel Selection and Onboarding Andrew N. Garman, PsyD, MS Daniel P. Russell,
Human Resource Management Gaining a Competitive Advantage
6 Selecting Employees and Placing Them in Jobs
Copyright ©2016 Cengage Learning. All Rights Reserved
Chapter 8 Selection. chapter 8 Selection Selection – the process by which an organization chooses from a list of applicants the person or persons who.
CHAPTER 5 Methods for Assessing and selecting Employees
CHAPTER 4 Employee Selection
Outline the steps خطوات in the selection اختيار process عملية
Chapter 11 Managing Human Resource Systems
مركز دراسـات لإعداد الكـفاءات الإدارية
Chapter 5 (Part 3): Recruitment & Selection
5 6 Selecting Employees C H A P T E R Training Employees
CHAPTER 4 Employee Selection
Copyright ©2016 Cengage Learning. All Rights Reserved
Chapter 7: Selection.
Chapter 5 Selection and placement
Chapter 6 Selecting Employees
Presentation transcript:

Chapter 5 selection and placement Job applications and resumes Interview Tests Work samples References and Biographical data

Chapter 5 selection and placement Work samples  Assessment centre ( popular method in managerial selection) main activities involved in the assessment centre: Assessment centre The in-basket; The leaderless group discussion; Management game; Individual presentations; Objective test; Structured interview

Chapter 5 selection and placement job applications and resumes Interview Tests Work samples References and Biographical data

Chapter 5 selection and placement a selection example: Summary of Toyota hiring process phase 1 orientation /application(1 hour) objective: to explain the job and collect info. about job candidates phase2 technical skill assessment pencil/paper test general knowledge test (2hours) general maintenance test(6 hours) objective: to assess technical knowledge and potential

Chapter 5 selection and placement Phase 3 interpersonal skill assessment group and individual problem-solving activities (4hours) production assembly simulations Phase 4 Toyota assessment group interview and evaluation objective: to discuss achievements Phase 5 health assessment(2.5hours) Phase 6 on-the-job observation objective: to assess job performance and develop skills

Chapter 5 selection and placement job applications and resumes Interview Tests Work samples References and Biographical data How to evaluate the effectiveness of each selection method?(p )

Chapter 5 selection and placement How to evaluate each selection method? standard 1 validity(p.169) Validity The extent to which performance on the measure is related to the performance on the job. Interview; tests; work sample

Chapter 5 selection and placement validity performance in the interview job performance if score: A A … … Interview is a valid selection method. Validity coefficient 效度系数( an example, p170.)

Chapter 5 selection and placement Important conception: Criterion-Related Validation 效标关联效度 (P170) Two research methods we can use to study CRV Predictive validation need to wait for some time period Concurrent validation P171. Use IQ test to select sales rep.

Chapter 5 selection and placement How to evaluate each selection method? standard 2 Reliability p167. The consistency of a measure; The degree to which a measure is free from random error.(p165)

Chapter 5 selection and placement How to evaluate each selection method? standard 3 Generalizability ( ability to generalize) The degree to which the validity of a selection method established in one context extends to other context.

Chapter 5 selection and placement How to evaluate each selection method? standard 4 Utility The degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in real organizations.

Chapter 5 selection and placement How to evaluate each selection method? standard 5 legality

Chapter 5 selection and placement How to evaluate each selection method? job applications and resumes Interview Tests Work samples References and Biographical data Validity Reliability Generalizbility Utility Legality Table5.5

Selection method validity GMA tests0.51 Work sample tests*0.54 Integrity tests'0.41 Conscientiousness tests0.31 Employment interviews (structured)0.51 Employment interviews (unstructured) 0.38 Job knowledge tests0.48 Behavioral consistency method0.45 Reference check0.26 Biographical data measures0.35 Assessment centers0.37 Years of education0.10

the framework of chapter 5 5 categories of 5 standards selection methods job applications and resumes Interview( structured; situational…) Tests (Cognitive; Personality …) Work samples (Assessment centre) References and Biographical data Validity Reliability Generalizbility Utility Legality