1. Human Resource Management TWELFTH EDITION G A R Y D E S S L E R B I J U V A R K K E Y Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e Employee Testing and Selection Chapter 6 Part 2 | Recruitment and Placement

2. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–2 After studying this chapter, you should be able to: 1.Explain what is meant by reliability and validity. 2.Explain how you would go about validating a test. 3.Cite and illustrate our testing guidelines. 4.Give examples of some of the ethical and legal considerations in testing. 5.List eight tests you could use for employee selection, and how you would use them. 6.Explain the key points to remember in conducting background investigations.

3. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–3 Why Careful Selection is Important Organizational Performance Legal Obligations and Liability The Importance of Selecting the Right Employees Costs of Recruiting and Hiring

4. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–4 Basic Testing Concepts ReliabilityReliability  Consistency of scores obtained by the same person when retested with identical or equivalent tests.  Are test results stable over time? ValidityValidity  Indicates whether a test is measuring what it is supposed to be measuring.  Does the test actually measure what it is intended to measure?

5. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–5 FIGURE 6–1A Slide from the Rorschach Test Source: http://en.wikipedia.org/wiki/File:Rorschach1.jpg, accessed July 27, 2009.

6. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–6 Types of Validity Criterion Validity Content Validity Test Validity Face Validity

7. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–7 How to Validate a Test 1 Relate Your Test Scores and Criteria: scores versus actual performance Choose the Tests: test battery or single test Steps in Test Validation Analyze the Job: predictors and criteria Administer the Tests: concurrent or predictive validation 234 Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample 5

8. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–8 FIGURE 6–2Examples of Web Sites Offering Information on Tests or Testing Programs

9. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–9 FIGURE 6–3Expectancy Chart Note: This expectancy chart shows the relation between scores made on the Minnesota Paper Form Board and rated success of junior draftspersons. Example: Those who score between 37 and 44 have a 55% chance of being rated above average and those scoring between 57 and 64 have a 97% chance.

10. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–10 TABLE 6–1Testing Program Guidelines 1.Use tests as supplements. 2.Validate the tests. 3.Monitor your testing/selection program. 4.Keep accurate records. 5.Use a certified psychologist. 6.Manage test conditions. 7.Revalidate periodically.

11. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–11 Test Takers’ Individual Rights and Test Security Under the APA’s standard for educational and psychological tests, test takers have the right:Under the APA’s standard for educational and psychological tests, test takers have the right:  To privacy and information.  To the confidentiality of test results.  To informed consent regarding use of these results.  To expect that only people qualified to interpret the scores will have access to them.  To expect the test is fair to all.

12. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–12 FIGURE 6–4Sample Test Source: Courtesy of NYT Permissions.

13. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–13 Using Tests at Work Major Types of TestsMajor Types of Tests  Basic skills tests  Job skills tests  Psychological tests Why Use Testing?Why Use Testing?  Increased work demands = more testing  Screen out bad or dishonest employees  Reduce turnover by personality profiling

14. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–14 Computerized and Online Testing Online testsOnline tests  Telephone prescreening  Offline computer tests  Virtual “inbox” tests  Online problem-solving tests Types of TestsTypes of Tests  Specialized work sample tests  Numerical ability tests  Reading comprehension tests  Clerical comparing and checking tests

15. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–15 Types of Tests Cognitive (Mental) Abilities Achievement Motor and Physical Abilities Personality and Interests What Tests Measure

16. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–16 FIGURE 6–5Type of Question Applicant Might Expect on a Test of Mechanical Comprehension

17. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–17 The “Big Five” Extraversion Emotional Stability/ Neuroticism Agreeableness Openness to Experience Conscientiousness

18. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–18 FIGURE 6–6Example of a Work Sampling Question

19. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–19 Work Samples and Simulations Work Samples Miniature Job Training and Evaluation Management Assessment Centers Video-Based Situational Testing Measuring Work Performance Directly

20. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–20 TABLE 6–2Evaluation of Assessment Methods on Four Key Criteria Source: Elaine Pulakos, Selection Assessment Methods, SHRM Foundation, 2005, p. 17. Reprinted by permission of Society for Human Resource Management via Copyright Clearance Center. Assessment MethodValidityAdverse Impact Costs (Develop/ Administer) Applicant Reactions Cognitive ability testsHighHigh (against minorities)Low/lowSomewhat favorable Job knowledge testHighHigh (against minorities)Low/lowMore favorable Personality testsLow to moderate LowLow/lowLess favorable Biographical data inventories ModerateLow to high for different typesHigh/lowLess favorable Integrity testsModerate to high LowLow/lowLess favorable Structured interviewsHighLowHigh/highMore favorable Physical fitness testsModerate to high High (against females and older workers) High/highMore favorable Situational judgment testsModerateModerate (against minorities)High/lowMore favorable Work samplesHighLowHigh/highMore favorable Assessment centersModerate to high Low to moderate, depending on exercise High/highMore favorable Physical ability testsModerate to high High (against females and older workers) High/highMore favorable Note: There was limited research evidence available on applicant reactions to situational judgment tests and physical ability tests. However, because these tests tend to appear very relevant to the job, it is likely that applicant reactions to them would be favorable.

21. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–21 Background Investigations and Reference Checks Investigations and Checks  Reference checks  Background employment checks  Criminal records  Educational qualifications  Credit checks Why?  To verify factual information provided by applicants.  To uncover damaging information.

22. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–22 FIGURE 6–7 Reference Checking Form

23. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–23 Background Investigations and Reference Checks (continued) Former Employers Current Supervisors Written References Social Networking Sites Commercial Credit Rating Companies Sources of Information

24. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–24 Limitations on Background Investigations and Reference Checks Background Investigations and Reference Checks Supervisor Reluctance Employer Guidelines Legal Issues: Privacy Legal Issues: Defamation

25. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–25 Making Background Checks More Useful 1.Include on the application form a statement for applicants to sign explicitly authorizing a background check. 2.Use telephone references if possible. 3.Be persistent in obtaining information. 4.Use references provided by the candidate as a source for other references. 5.Ask open-ended questions to elicit more information from references.

26. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–26 Using Preemployment Information Services 1 Notice of adverse action to applicant/employee Employer certification to reporting agency Acquisition and Use of Background Information Disclosure to and authorization by applicant/employee Providing copies of reports to applicant/employee 234

27. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–27 FIGURE 6–8Handwriting of an Uptight Personality Source: http://www.graphicinsight.co.za/writingsamples.htm#The %20Uptight%20Personality%2, accessed March 28, 2009. Used with permission ofwww.graphicinsight.co.za.

28. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–28 Physical Examination Reasons for preemployment medical examinations:Reasons for preemployment medical examinations:  To verify that the applicant meets the physical requirements of the position.  To discover any medical limitations to be taken into account in placing the applicant.  To establish a record and baseline of the applicant’s health for future insurance or compensation claims.  To reduce absenteeism and accidents.  To detect communicable diseases that may be unknown to the applicant.

29. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–29 Substance Abuse Screening Types of ScreeningTypes of Screening  Before formal hiring  After a work accident  Presence of obvious behavioral symptoms  Random or periodic basis  Transfer or promotion to new position Types of TestsTypes of Tests  Urinalysis  Hair follicle testing

30. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–30 FIGURE 6–9Procedure in Complying with the U.S. Immigration Law 1.Hire only citizens and aliens lawfully authorized to work in the United States. 2.Advise all new job applicants of your policy. 3.Require all new employees to complete and sign the verification form (the “I-9 form”) designated by the Immigration and Naturalization Service (INS) to certify that they are eligible for employment. 4.Examine documentation presented by new employees, record information about the documents on the verification form, and sign the form. 5.Retain the form for three years or for one year past the employment of the individual, whichever is longer. 6.If requested, present the form for inspection by INS or Department of Labor officers. No reporting is required.

31. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 6–31 K E Y T E R M S negligent hiring reliability test validity criterion validity content validity expectancy chart interest inventory work samples work sampling technique management assessment center situational test video-based simulation miniature job training and evaluation