Chapter6slection 120614095825 Phpapp02

Human Resource
Management
TWELFTH EDITION
GARY DESSLER
BIJU VARKKEY
Part 2 | Recruitment and Placement
Chapter 6
Employee Testing and Selection
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
Why Careful Selection is Important

The Importance of
Selecting the Right
Employees
Organizational
Performance

Costs of
Recruiting and
Hiring
Legal
Obligations and
Liability
62
Basic Testing Concepts

Reliability
Consistency of scores obtained by the same person
when retested with identical or equivalent tests.

Are test results stable over time?
Validity
Indicates whether a test is measuring what it is
supposed to be measuring.
Does the test actually measure what it is intended to
measure?

63
Types of Validity
Test
Validity
Criterion
Validity
Content
Validity
Face
Validity
64
How to Validate a Test

Steps in Test Validation
1
Analyze the Job: predictors and criteria
Choose the Tests: test battery or single test
Administer the Tests: concurrent or predictive validation
Relate Your Test Scores and Criteria: scores versus

actual performance
Cross-Validate and Revalidate: repeat Steps 3 and 4

with a different sample

65
TABLE 61
Testing 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.
66
FIGURE 64
Sample Test

Source: Courtesy of NYT Permissions.

67
Using Tests at Work

Major Types of Tests
Basic skills tests
Job skills tests
Psychological tests
Why Use Testing?

Increased work demands = more testing
Screen out bad or dishonest employees
Reduce turnover by personality profiling
68
Computerized and Online Testing

Online tests
Telephone prescreening
Offline computer tests
Virtual inbox tests
Online problem-solving tests
Types of Tests
Specialized work sample tests
Numerical ability tests
Reading comprehension tests
69
Types of Tests
What Tests
Measure
Cognitive
(Mental)
Abilities
Motor and
Physical
Abilities

Personality
and
Interests
Achievement
610
FIGURE 65
Type of Question Applicant Might Expect

on a Test of Mechanical Comprehension

611
The Big Five

Extraversion
Conscientiousness
Agreeableness

Emotional Stability/
Neuroticism
Openness to
Experience
612
Work Samples and Simulations

Measuring Work
Performance Directly
Work
Samples
Management
Assessment
Centers

Video-Based
Situational
Testing
Miniature
Job Training
and
Evaluation
613
TABLE 62
Evaluation of Assessment Methods on Four Key Criteria
Assessment Method
Validity
Adverse Impact
Costs
(Develop/
Administer)
Cognitive ability tests
High
High (against minorities)
Low/low
Somewhat favorable
Job knowledge test
High
High (against minorities)
Low/low
More favorable
Personality tests
Low to
moderate
Low
Low/low
Less favorable
Biographical data
inventories
Moderate
Low to high for different types
High/low
Less favorable
Integrity tests
Moderate
to high
Low
Low/low
Less favorable
Structured interviews
High
Low
High/high
More favorable
Physical fitness tests
Moderate
to high
High (against females and

older workers)
High/high
More favorable
Situational judgment tests
Moderate
Moderate (against minorities)
High/low
More favorable
Work samples
High
Low
High/high
More favorable
Assessment centers
Moderate
to high
Low to moderate, depending

on exercise
High/high
More favorable
Physical ability tests
Moderate
to high
High (against females and

older workers)
High/high
More favorable
Applicant Reactions
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.

Source: Elaine Pulakos, Selection Assessment Methods, SHRM Foundation, 2005, p. 17. Reprinted
by permission of Society for Human Resource Management via Copyright Clearance Center.
614
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.
615
FIGURE 67
Reference
Checking
Form

616
Background Investigations and

Reference Checks (continued)
Former Employers
Current Supervisors
Sources of
Information
Commercial Credit
Rating Companies
Written References
Social Networking Sites

617
Limitations on Background Investigations

and Reference Checks
Legal
Issues:
Defamation
Employer
Guidelines
Background
Investigations
and
Reference Checks
Legal
Issues:
Privacy
Supervisor
Reluctance
618
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 produce more
information from references.
619
FIGURE 68
Handwriting 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.
620
Physical Examination
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 applicants
health for future insurance or compensation claims.

To reduce absenteeism and accidents.
To detect communicable diseases that may be
unknown to the applicant.

621
Substance Abuse Screening

Types of Screening
Before formal hiring
After a work accident
Presence of obvious behavioral symptoms
Random or periodic basis
Transfer or promotion to new position

622

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Human Resource

Employee Testing and Selection

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Why Careful Selection is Important

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Basic Testing Concepts

when retested with identical or equivalent tests.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

How to Validate a Test

Analyze the Job: predictors and criteria

Choose the Tests: test battery or single test

Administer the Tests: concurrent or predictive validation

Relate Your Test Scores and Criteria: scores versus

Cross-Validate and Revalidate: repeat Steps 3 and 4

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Testing Program Guidelines

1. Use tests as supplements.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Source: Courtesy of NYT Permissions.

Using Tests at Work

Why Use Testing?

Computerized and Online Testing

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Type of Question Applicant Might Expect

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

The Big Five

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Work Samples and Simulations

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Evaluation of Assessment Methods on Four Key Criteria

Cognitive ability tests

High (against minorities)

Job knowledge test

High (against minorities)

Low to high for different types

Physical fitness tests

High (against females and

Situational judgment tests

Moderate (against minorities)

Low to moderate, depending

Physical ability tests

High (against females and

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Background Investigations and

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Background Investigations and

Social Networking Sites

Limitations on Background Investigations

Making Background Checks More Useful

Handwriting of an Uptight Personality

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

%20Uptight%20Personality%2, accessed March 28,

requirements of the position.

account in placing the applicant.

health for future insurance or compensation claims.

unknown to the applicant.

Substance Abuse Screening

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

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