Human Resource Selection (Gatewood et al.) Chapters 1-5

Conflict between recruitment and selection objectives

1. Applicants might avoid gathering certain information they would like to obtain for selecting organizations (e.g. pay or hours, other information needed to determine P-O fit) 2. Conflicting objectives between organization activities involving attracting and selecting individuals (e.g. employers might do recruiting activities during structured selection interviews to make the organization seem more attractive; however, this impacts the validity of the interview information) 3. Some organizations only accentuate positive aspects of the jobs and the organization to remain attractive, whilst applicants need accurate information to select employers with a good fit 4. Job seekers engage in activities to make themselves seem more attractive, such as falsifying information on a resume; however, organizations need accurate information

Action plans

1. Controlling flow rates for retirements, layoffs, promotions, inflows 2. Controlling the flow shares of women and minorities 3. Meeting desired replacement ratios so that you have a desired number of ready replacements per position 4. Determine whether you should "make or buy" talent to achieve future staffing goals If you have the choice, "buy" rather than "make" Find high-ability workers; then, develop programs to increase their performance further -career planning Action plans are important to determining how to keep your employees engaged

Steps in the recruitment and selection process

1. Defining requirements: what type of job needs doing and what type of person could do that job 2. Recruitment: attract a suitable quality and quantity of applicants 3. Selection: pre-screening and in-depth assessments to reach suitability decisions (validation) 4. Negotiation: agreeing on terms and conditions 5. Induction: facilitate transition into new work role 6. Evaluation: review effectiveness of selection procedure (validation, utility)

Forms of inadvertent bias

1. Halo 2. Leniency 3. Severity 4. Central tendency

AAP for the selection of women and minority applicants

1. Identifying and visiting colleges with large proportions of women and minority students, 2. Staffing recruiting teams with women and minority members, 3. Developing internship programs, and 4. Training interviewers and other selection decision makers in appropriate techniques

Three main purposes of recruitment

1. Increasing pool of talented employees 2. Legal and social obligations regarding demographic composition of the workforce 3. Increasing success rate of the selection process by reducing the percentage of applicants who are either poorly qualified or who lack the desired WRCs for the recruiting organization

Issues to pay attention to regarding measuring job performance for use as criteria in selection

1. Individualization 2. Relevance 3. Measurability 4. Variance 5. Single criterion vs. multiple criteria

Options of the organization when adverse impact is present

1. Organizations may cease to use the selection devices under question and adopt other devices that do not result in adverse impact, or 2. Organizations may defend their practices by showing that its selection practices are valid (validation study to support the contention that the selection instruments are job-related)

Cut-off scores

1. Pass/Fail: the least stringent cutoff is a score above which all applicants are judged equally acceptable 2. Banding: similar scores are grouped together (e.g., 81-90, 91-100) 3. Rank ordering: rank all applicants individually and proceed down the list of applicants When the second and third forms of cutoff scores are used and if adverse impact results, the organization must not only demonstrate the validity of the selection devices but also justify the assumption of these methods that scores above a minimum are indicative of higher job performance

Three defense options

1. Proving business necessity, 2. Bonafide occupational qualifications (BFOQ), or 3. Validity

Model of the Recruitment Process

1. Recruitment objectives 2. Recruitment strategy 3. Recruitment activities 4. Recruitment results

Career planning - Why?

1. Rising concerns for high quality of work life in U.S. 2. Chronic need for capable, talented employees in a shrinking workforce 3. Rising aspirations of new workers coupled with a diminished rate of growth and advancement opportunities

Career planning - How?

1. Study the consequences of designing HRM systems to assist individuals through developmental tasks 2. Identify existing career sequences 3. Identify discrimination in the career system 4. Describe and analyze organizational, workforce, and environmental factors

Workforce planning

1. Talent inventory 2. Supply & demand forecasts: attempts to estimate future labor requirements 3. Action plans 4. Control & evaluation procedures 5. Career Planning

Evidence of Discrimination

A charge of discrimination can be brought against an organization with little substantiating evidence other than the fact that an individual was not selected for a position It is important to carefully examine a company's selection practice While individual selection decisions may be favorable towards some and unfavorable towards other applicants, it is important to distinguish between isolated selection decisions that are discriminatory and patterns of discriminatory decisions that are evident from a series of decisions

Record-keeping

A major requirement of the Uniform Guidelines • All organizations are required to keep information about the demographic characteristics of applicants and hires and to produce such information, if requested • Organizations with fewer than 100 employees should record by sex, race, and national origin the number of people selected, promoted, and terminated for each job level

Affirmative Action Programs (AAPs)

A set of specific actions taken by an organization to actively seek out and remove unintended barriers to fair treatment in order to achieve equal opportunity

Talent inventory

An organized database of the existing skills, abilities, career interests, and experience of the current workforce Important to retaining top talent; recruiting from the inside

Structured interview or biographical data questionnaire

Appropriate selection method when applicants have demonstrated past behavior/ had experience prior to taking the job

Supply & demand forecasts

Attempts to estimate future labor requirements

Watson v. Fort Worth Bank & Trust (1988)

Cases focusing on subjective selection devices, such as interviews and judgments, could be viewed as disparate impact Organizations may need to validate interview in the same manner as objective tests

The Four-Fifths Rule

Common flow statistic Uses the basic flow statistic and adds that the ratio of any group must be at least 80 percent of the ratio of the most favorably treated group

Planning

Compare required skills to actual skills of employees, to compare nature of present jobs to future jobs.

Step 4 in the development of a selection program

Development of assessment devices to measure WRCs

Court decisions addressing performance management

Favored by courts: 1. The use of job analysis, 2. The development and use of written instructions by the evaluators, 3. The employee's right to review the performance appraisal, and 4. The use of multiple raters The procedure decided an outcome to a far greater extent than the content of the performance measure

Step 1 in the development of a selection program

Job analysis

Griggs v. Duke Power (1971)

Lack of discriminatory intent is not a sufficient defense Selection test must be job-related Employer bears burden of proof in face of apparent adverse impact

Adaptive performance (AP)

Manner in which an employee responds to changes in the work environment (e.g., shorter time for project completion, change in work procedures, change in managers, new work group members)

Recruitment Strategy

Mating" theory of recruitment • Recruiting success occurs if organizations are recruiting at the same time that applicants are searching for jobs • Targeting Strategies • Recruit broadly or to uniquely qualified people? • Type of workers: Experienced workers College students? Passive candidates? • Requirements must be articulated properly

Control & evaluation procedures

Monitor and change as needed

Disparate impact

Occurs when organizational selection standards are applied uniformly to all groups of applicants, but the net result of these standards is to produce differences in the selection of various groups Examples: 1. The requirement of a high school diploma 2. Minimum height requirement for police officers

Reasons for not doing workforce planning

People are often viewed as an operating cost rather than as a major corporate resource or investment It is often assumed that the right number and kind of people will be found when needed HR staff have historically lacked power and influence with corporate management Many use informal systems to plan their workforce

Organizational socialization

Process by which new members learn the culture of an organization

Recruitment Objectives

Recruitment Planning • Determining future human resource needs, as well as the status of the current work force • Should be closely linked to an organization's strategic planning efforts • Number of applicants • Number of openings • Time frame • Type of applicants • Make strategic decisions for reaching objectives • Type of applicants to pursue • Target broadly or focus on person-to-person methods • Message orientation

Statistical validation

Should include women and minorities

Use of criteria in selection

Skills and abilities easily learned during a brief training program are not acceptable as selection requirements Requirements drawn from higher-level jobs are permissible only if it can be documented that a majority of individuals move to the higher-level job within a reasonable time • This time period is not defined precisely, but the Guidelines limit it to a maximum of 5 years

Recruitment Results

Suggested metrics: • New employee job performance • New employee turnover • New hire failure rate • Manager satisfaction with new employees • New employee training success • Cost per hire

Recruitment Activities

The Recruiting Message • Recruit with a realistic message which allows job seekers to opt out • Decide how much job information to give • However, the drawback with the realistic job preview is that research has shown that when a realistic job preview is provided, a lot of the top talent/high potential candidates withdraw from the application process • While pay is not the most important factor to employees when they start the job, it is a deciding factor in whose offer an applicant accepts because it is the only objective source of information candidates receive that allows them to compare between companies • Due to the chance of receiving uneven information pay is a straightforward form of comparison

Criterion validation

The issue of "test fairness" or the comparative performance of various groups on the test should be addressed

Essential job activity

The position exists to perform that specific activity; only a limited number of other employees are available to perform the activity, or the activity can be distributed only among a limited number of employees; the activity is highly specialized, and the person in the position is hired for the special expertise or ability to perform it

Frank Ricci et al. v. John DeStefano et al. (2009)

Threat of lawsuit is not a defense for disregarding job-related selection tests Adverse impact can be defended by job relatedness of selection tests

Realistic Job Preview

Use when: • Labor market is good • Low selection ratio • When candidates have low amounts of accurate information about the organization & job

Newcomer information seeking

o The highest priority for newcomers is developing job competence o Employees are more satisfied when they feel they have acquired the information they need o Employees depend a great deal on managers for information o Realistic expectations tend to facilitate successful socialization

How to facilitate the socialization of a diverse workforce

o Use of collective socialization o Use of formal mentoring systems for newcomers o Development of training programs o Use of valid selection procedures o Performance evaluation systems

Designing RJPs

• Encourage self-selection explicitly • Have message credibility • Communicate feelings as well as information • Balance positive & negative information to reflect org climate • Do the preview early

Effectiveness of recruiting methods depends on

• Media richness (multiple informational cues) • Media credibility (expertise & trustworthiness) • Degree of attention required during the information processing (central processing requires more)

Description of selection procedures

• Organizations with more than 100 employees must develop records indicating whether the total selection process for each job, or any part of that selection process, had an adverse impact on any group that constitutes at least 2 percent of the relevant labor market

Attraction-Selection-Attrition Model (ASA)

• People are more likely to apply to jobs with more people who are similar to them • People are also more likely to be selected if they are similar to those at the organization • People who are more similar to those in higher positions, are more likely to advance • Over time organizations become more homogeneous, which hurts the organization

Fairness of recruiting based on perceptions of:

• Procedural justice: consistency of administration • Informational justice: timely or untimely feedback • Interpersonal: how recruiter treated applicant

Importance of using job analysis to develop predictors and criteria

1. A selection system that is job related can be developed, which is far more likely to be viewed by job applicants and the courts as fair. 2. Job applicant's performance on the predictors will be related to performance on the job. 3. Criteria are based on current job data/requirements to conform with guidelines and professional standards, and to avoid legal issues.

Apparent conflict between the two objectives of selection programs

1. Affirmative action programs that seem to provide an advantage to minorities by specifying numerical goals for selecting among demographic groups. 2. Use of paper-and-pencil tests that almost always produce lower average scores for minority applicants than for non-minority applicants

Sequence of events in court case

1. Burden of proof is on the plaintiff to present arguments and facts that would convince the judge or jury that the employer has engaged in practices in violation of one of the EEO laws 2. Plaintiff establishes a prima facie case of discrimination 3. Burden of proof switches and the defendant must present arguments and facts that rebut the charges and provide a legally permissible explanation for the employment practices under question 4. Burden shifts back to the plaintiff, who has a final opportunity to attack the defendant's evidence and challenge previous arguments

How to use selection procedures based on job analytic results

1. Determination of employee specifications needed for effective performance on the job 2. Use of specification as the basis for constructing or choosing the needed selection measures

Groups that are specifically excluded under the ADA

1. Homosexuals and bisexuals, transvestites, transsexuals, 2. Pedophiles, exhibitionists, voyeurists, and those with sexual behavior disorders, 3. Gamblers, kleptomaniacs, pyromaniacs, and 4. Those currently using illegal drugs, as well as active alcoholics

How to use job analysis for selection purposes

1. Identify WRCs necessary for success and retention on the job 2. Select or develop predictors (selection procedures) used in recruitment and selection to forecast future success of employees 3. Develop criteria (measures/standards of performance) for assessing employee performance

Goal of determination of employee specifications

1. Identify job related information that should compose the content of selection procedures 2. Identify the selection procedures that should be used to assess the identified information

Determination of employee specifications

1. Identifying job tasks/work behaviors 2. Rating job tasks/ work behaviors 3. Specifying WRCs necessary for successful job performance 4. Rating the importance of identified WRCs 5. Linking WRCs and other employee specifications to job tasks/ work behaviors 7. Developing the content areas of selection procedures

Constraints in developing a selection program

1. Limited information on the applicants 2. Applicant and organization at cross-purpose 3. Measurement of jobs, individuals and work performance 4. Other factors aside from scores on characteristics may come into the decision 5. Other factors affect work performance: the WRCs of those hired are not the sole determinants of job performance

Two objectives of every selection program

1. Maximizing the probability of making accurate selection decisions about applicants 2. Ensuring that these selection decisions are carried out in such a manner as to minimize the chance of a judgment of discrimination being made against the organization

Steps the EEOC takes

1. No-fault settlement 2. Invetigation (if no-fault settlement is not acccepted; during the investigation phase the employer is prohibited from destroying any records related to the charge and is invited to submit a position paper regarding the charge, which becomes part of the investigatory data) 3. Issuance of a statement of "probable cause" or "no probable cause" 4. Conciliation agreement (given "probable cause") 5. Litigation or issuance of right-to-sue notice to the charging party

Sources to determine whether an activity is essential

1. The employer's judgment supported by job analyses, 2. A written job description, 3. The amount of time spent performing the activity, and/or 4. The consequences of not hiring a person to perform the activity

Key questions when conducting a job analysis

1. Which jobs will be analyzed? 2. Who will do the analysis? 3. Which method will be used? a) Existing sources b) Job analysis interviews c) Job analysis questionnaires d) Critical incident technique e) SME workshops

Work-related information

1. Work activities; what a worker does; how, why and when these activities are conducted 2. Tools and equipment used in performing work activities 3. Context of the work environment, such as work schedule or physical working conditions 4. Requirements of personnel performing the job, such as knowledge, skills, abilities (KSAs) or other personal characteristics (physical characteristics or personality)

Inadvertent bias

A more common problem than intentional bias with judgmental scales

Job analysis (defined)

A purposeful, systematic process for collecting information on important work related aspects of a job What is done on the job, and the context in which the activities are performed Used to determine work-related information (e.g., job tasks, durties, work behaviors, critical incidents)

Individualization

A valid measure must collect data about performance that the individual controls; seems logical in theory, it is actually quite difficult to actualize. For example, team or group tasks are becoming increasingly popular, making it difficult to accurately trace performance back to each individual separately, especially if workers are interchangeable.

Civil Rights Act of 1991

Addresses: 1. The extent of evidence that must be demonstrated in discrimination cases (reduced the plaintiffs' burdens of proof), 2. The ceiling for damages for discrimination (allowed victims of intentional discrimination to sue for both compensatory and punitive damages), 3. The adjustment of scores on selection tests for different races (prohibits race norming) , and 4. Ways to remove artificial barriers that limit women and minorities in advancement (Glass Ceiling Commission) 5. More extensive use of jury trials

Limited information on the applicants

Amount of accurate and complete information collected from applicants is hindered by the cost of obtaining the data (e.g. Interview only lasts 30 minutes rather then 3 hours)

Disability

An individual with a disability is someone who (a) had a physical or mental impairment that substantially limits one or more major life activities, (b) has a record of such an impairment, or (c) is regarded as having such an impairment

Qualified individual with a disability

An individual with a disability who meets the job-related requirements of a position, and who, if reasonable accommodation is necessary, can perform the essential function of the job

Applicant and organization at cross-purpose

Applicant's purpose is to get a job amongst many applicants, while the organization's purpose is to pick one or a few people. Therefore, the applicant will try to present their best self during the selection process; there are training methods out there to teach applicants how to look better to organizations.

Work sample test or performance test

Appropriate selection method when applicants can be observed performing the job/ there is means for simulating the job in a test situation/ there is a practical way for measuring simulated job performance

Paper-and-pencil or computer-administered (CAT) test

Appropriate selection method when practical, objective scoring is the central focus

Simple behavioral scale

Based on information about tasks determined from job analysis: the supervisor is asked to rate each subordinate on critical tasks of the job

Behavioral Expectation Scales (BES)

Behavioral Expectation Scales (BES) are judgmental measures developed to define the scale's rating points by using job behaviors as examples

Counterproductive work behaviors (CWBs)

Behaviors that harm the organization or other employees (e.g., stealing, embezzlement, fighting, fraud, sabotage)

Development of assessment devices to measure WRCs

Can be identified into application blanks, biographical data forms, and reference checks; the selection interview; mental and special abilities tests; personality assessment inventories; simulation and performance measures; integrity measures. Two requirements for choosing which selection device: must measure the WRCs the selection specialist has identified as job-relevant, and it should be able to differentiate among applicants (has to be able to discriminate)

Stock statistics

Compare groups at one point in time Comparison between the percentage of a specific demographic group in the organization and the percentage of that same demographic group in an appropriate external comparison group, such as total applicants or the relevant labor force

Flow statistic

Compare proportions that occur at two points in time The comparison is made from numbers gathered at two different points in time before and after selection has taken place The purpose is to determine how minority members fared in the selection process in comparison with non-minority members When the percentage for the minority group is significantly smaller than the percentage for the non-minority group, evidence of discrimination is present

Task performance - production data

Consists of the results of work, which can be observed, counted, and directly compared from one worker to another; other terms for production data include output, objective measures, and nonjudgmental performance measures. Includes data about both quantity and quality of production. Considered as most favorable by employers because → It is easy to gather and routinely collected for business operations, such as production planning and budgeting. → However, operational records are usually focused on total work administrative units, rather than individual output. → It is the direct result of job actions. → It is thought to be unchallengeable and readily accepted by workers due to its objective nature. → However objective measures as production data is often beyond the control of an individual

Employee performance measures

Criteria Performance evaluations, productivity assessments, job tenure, counter productive work behaviors (CWBs) (e.g., abesenteeism, tardiness, incivility)

Identification of relevant job performance dimensions

Determining how job performance is measured and what level of performance is regarded as successful. Can be a quantitative measure (x units produced) or how much one person in a team has accomplished (more difficult to measure). Information of what constitutes successful job performance is used to help develop which WRCs should be measured in the selection process.

Discrimination

Differences in scores on the selection test result in certain group members being selected rather than members of another (minority) group even though there is not a valid, job-related explanation for the adverse impact

Equal Employment Opportunity Commission (EEOC)

Enforcement agency for Title VII Typically, the charge of discrimination must be filed within 180 days of the alleged act

Disparate impact evidence

Evidence mainly addresses whether various demographic groups have been affected in the same manner by employment decisions Statistical data are a major part of disparate impact cases; statistics are used to analyze the pattern of selection decisions over a period of time Intention of the employer normally is not addressed, only the outcomes of decisions

EEO laws

Federal laws whose purpose is the elimination of discrimination in HR management decisions

Disparate treatment

Form of discrimination; occurs when different standards are applied to various groups or individuals even though there may not be an explicit statement of intentional prejudice 1. Not hiring women with young children while hiring men with such children 2. Hiring minority group members to fill cleaning jobs in a restaurant while similarly qualified white people are made cashiers or waiters

Measurability

Generating a number that represents the amount or quality of work performed is challenging. Sometimes output can only be measured over time, as positive contributions made by an individual may take a while to show an effect and clear trend on profitability; in the meantime an associated measure to evaluate performance is needed.

Organizational citizenship behaviors (OCBs):

Helping behaviors that an employee directs to other employees (e.g., assisting in finishing a task, sharing knowledge that is important to the job, and contributing to discussions about solutions to job problems)

Task performance

How well workers complete job activities (i.e. job tasks) measured in terms of countable output, or work products (e.g., cars, clothing, toys, household furnishings, etc.)

Step 2 in the development of a selection program

Identification of relevant job performance dimensions

Step 3 in the development of a selection program

Identification of work related characteristics (WRCs) necessary for job

Business necessity

If the selection requirement were not used, the risk to members of these groups would be substantially raised (safety requirement)

Relevance

Individuals are employed primarily to perform well on the critical parts of the job and as such these should be included in job performance measures. Since other job performance measures, such as promptness and attendance are easily obtainable, the critical dimensions of job performance may easily be overlooked

Importance of context

Influences the type of people the job will attract and the person-organization fit Evaluation of what criteria need to be met to perform depends on the context (small family-owned business vs. large retail chain

Most salient issue with judgmental scales

Intentional and inadvertent bias is a more common problem than intentional bias

Task performance - judgmental data

Involves an individual, who is familiar with the work of another (e.g., supervisor), judging an employee's work. Usually obtained by using a rating scale with numerical values and is typically performed by the immediate supervisor. → Trait rating scales → Simple behavioral scales → BARS or BES → 360-degree or multi-source feedback

Role of job analysis in HR selection

Job analysis --> work-related information --> 1. Work-related characteristics (WRCs), or Employee Specification AND 2. Employee performance measures, or Criteria--> Selection procedures, or Predictors

Behaviorally Anchored Rating Scales (BARS)

Judgmental measures developed to define the scale's rating points by using job behaviors as anchors

Work-related characteristics (WRCs)

Knowledge, Skills, Abilities, Personality traits, Physical requirements, Licenses/certifications, Tools/equipment

Recruitment

Organizational activities (such as choosing recruiting sources, developing recruitment ads, deciding how much money to spend) that influence the number and types of applicants who apply for a position and affect applicants' decisions about whether of not to accept a job offer.

Disparate treatment evidence

Plaintiff must show that:: 1. He or she belongs to a protected class (a demographic group included in an EEOC law) 2. He or she applied and was qualified for a job for which the company was seeking applicants 3. Despite these qualifications, he or she was rejected 4. After this rejection, the position remained open and the employer continued to seek applicants from people who had the complainant's qualifications • This highlights than an employer's intention to discriminate must be shown

Selection procedures

Predictors Tests, employment interviews, application blanks, etc.)

Title VII Civil Rights Act of 1964

Private employers, unions, employment agencies, joint labor-management committees, and federal, state, and local governments are prohibited from discriminating on the basis of sex, race, color, religion, or national origin

Age Discrimination in Employment Act (ADEA) of 1967

Prohibits discrimination against individuals who are 40 years of age or older Underlying premise: there are large individual differences among workers at any age, and as such age is not a valid indicator of the ability to perform

Americans with Disabilities Act of 1990

Prohibits discrimination against qualified people with disabilities in all areas of employment Applies to employers with 15 or more workers Prohibits use of qualification standards, employment tests, or selection criteria that tend to screen out individuals with disabilities unless the standard is job-related and consistent with business necessity Prohibits inquiries about a person's disability • Pre-employment medical examinations are restricted to examinations that are job-related and consistent with business necessity and can be performed only after an initial employment offer has been made • However, medical examinations such as drug testing are not covered under the ADA

Staffing

Provide standards for testing qualifications of applicants and to serve as a basis for validating selection criteria.

Validation of assessment devices

Provides evidence that data from selection instruments is related to job performance (i.e. how useful the selection tool is); validation is often through the use of correlation coefficients; 1. Content validation: systematically takes the data produced by the judgments of workers and managers and uses them to determine the relationship between the selection test and job performance. 2.Criterion validation

Intentional bias:

Raters may deliberately distort the ratings to either be favorable or unfavorable; this is difficult to detect for evaluators unless there is extreme deviation from one rater in a group of raters

Uniform Guidelines on Employee Selection Procedures (1978)

Represent the joint statement of the agencies (i.e., EEOC, DOL, DOJ, and CSC) empowered by law to enforce the EEO laws Not legally binding, serve as a primary reference for court decisions and have been cited in various cases Describe what evidence will be considered in judging discrimination and how an employer may defend a selection program Only addressed to selection systems that produce adverse impact Cover any method of selection that results in an employment decision

Trait rating scales

Requires the supervisor to evaluate subordinates on the extent to which each individual possesses personal characteristics thought to be necessary for good work performance

Interaction of selection and other HRM systems

Selection and Recruitment are more closely related than other HRM programs, as they are concerned with placing individuals (who are not already working for the firm) into jobs, whereas other HRM activities (e.g., training, compensation, and performance management) are concerned with current employees. Requirements tested in selection limit where recruitment seeks to attract applicants e.g. a HR manager in a unionized workplace needs a knowledge of how to interpret union contracts so recruitment sources from law schools, industrial relations programs and HR programs

Strategic job analysis

Serves to change an existing role and defines the tasks and WRCs that are predicted to be necessary for the future role. Steps: 1. Analysis of the job to identify current tasks and WRCs 2. Workshop with subject matter experts, who are knowledgeable about the current job, to discuss how future issues (e.g., technological change) are likely to affect the job 3. Collection of information on expected future tasks and WRCs from individuals, who are knowledgeable about these expected job changes (e.g., managers) 4. Identification of differences between present and future judgments about the job; tasks and KSAs, for which the greatest change is anticipated, are isolated

Single criterion vs. multiple criteria

Simplicity vs. indicative of job performance

EEO executive orders

Statements made by the executive branch of the government intended to eliminate discrimination in HR management decisions, but aimed at organizations that do business directly with the government

Selection for jobs that are about to change or are new

Strategic job analysis

Other factors affect work performance

The WRCs of those hired are not the sole determinants of job performance; factors post-hiring that are internal to the organization affect performance as well (e.g., training, work design, compensation systems, appraisal, and feedback methods etc.)

Strategic human resource management (SHRM)

The activities that are used to align the number of employees and their performance with the goals of the firm (employees must perform the work necessary to reach the goals). SHRM requires that the HR systems of the firm are coordinated and act smoothly with one another (i.e., HR systems for selection should be coordinated with recruitment, training, compensation and job performance review).

Job analysis

The gathering of information about a job in an organization, including tasks, outcomes produced, equipment, materials used, and environment. Serves the purpose of conveying to applicants information about the nature and demands of the job, and provides a database for the other steps in the development of the selection program

Variance

The measurement scores/ratings must have differences. Little to no variation due to standardization or inappropriate use of the measurement device, renders the performance evaluations meaningless

Bonafide Occupational Qualification

The members of a specific demographic group are the only ones who could adequately or appropriately perform the job This defense usually is used for sex or religious discrimination It is not possible to frame a BFOQ defense for race or color

Other factors aside from scores on characteristics may come into the decision

The need to balance the demographic composition in the workforce. Thus, a company may decide to specifically hire more females).

Reasonable accommodation

The organization is required to make changes in the work process for an overqualified individual with a disability unless such accommodation would impose an "undue hardship" on the business Examples: 1. Making facilities readily accessible (e.g., ramps, larger restrooms), 2. Restructuring jobs, 3. Altering work schedules or equipment, 4. Reassigning jobs, 5. Modifying examinations and training materials, and 6. Providing interpreters

Job performance measurement

The purpose of selection is to identify those individuals who will perform well on the job; thus work performance data examines the effectiveness of the selection program.

Compensation

The specific qualifications of the individual selected may affect their compensation tier. On the other hand, the salary offer that is determined through the organization's recruitment and selection activities affects the applicant's decision to accept the offer or not.

Adverse impact

There are differences between demographically different individuals or groups with regard to the outcome of some selection procedure or process

Job performance

Traditionally, job performance has been measured in terms of task performance; today, job performance also includes contextual performance

Initial training

Training is designed to teach necessary job skills and abilities to those who have accepted an offer as a result of the selection process. Content, length, and nature of training are affected by the level of skills and abilities of those selected. If the new employees skills and abilities are well developed for the job (as assessed in selection) then minimal training will suffice.

Which employee specifications will be covered in selection measure

Use SME ratings of tasks, KSAs and the links between them to screen out those tasks and KSAs not centrally important to the selection procedures • Task or work behaviors must be performed by at least 67% of employees • At least 67% of SMEs must judge that new employee must be able to perform the task or work behavior at the start of a job • Tasks or work behaviors must have an average important rating of at least 2.0 = important • WRCs must have a mean importance rating of at least 2.0 by KSAs • WRCs must be rated as necessary at job entry by at least 67% of SMEs • WRCs must be linked by SMEs to an important job task or work behavior that meets rating criteria (1) through (3)

Multiple criteria

Use is supported based on job analysis studies that identify multiple tasks, which are indicative of multiple aspects of job performance Appropriate for validation Allows linking predictor to each job performance area for later use in selection, training and career development

Single criterion

Use of composite score of job performance in validation translates into viewing job performance as overall or global performance Composite score is appropriate for selecting individuals who perform well in an overall manner May be deficient for other purposes

Measurement of jobs, individuals and work performance

Use of quantitative information such as numbers is favored over qualitative measures as it facilitates ease of comparison between candidates, however employers must take care to ensure that the numbers generated are accurate depictions of the characteristics of the applicant, the job or the performance under study. (Note that the measurement of certain KSAs can be difficult.)

360-Degree Feedback

Useful technique for evaluating managers given that the nature of managerial work is complex and includes many interpersonal relationships such that the ratings from just a supervisor would provide very limited information

Identification of work related characteristics (WRCs) necessary for job

Using both job analysis and job performance data, WRCs become the basic pool of characteristics to be evaluated in applicants.

Step 5 in the development of a selection program

Validation of assessment devices

Major life activities

Walking, speaking, breathing, performing manual tasks, seeing, hearing, learning, caring for oneself, or working

Limitation of the Four-Fifths Rule

When a low percentage of all applicants is selected, a small difference between the white and black selection percentages can indicated adverse impact When many applicants are selected, however, much larger differences in the two selection percentages would not indicate adverse impact

Selection for a new job

• Individuals within the organization who can envision what the new job will be like, • Others outside the organization who have specific technical knowledge about the needed changes (e.g., someone skilled in corporate strategy and technological change) • People with tasks similar to the new role • Determine whether the new job entails running different equipment; see manufacturer's representative to determine what is needed