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Answer & Explanation:Read 4.pdfTraining & Development
1. List three benefits of distance learning programs.
Explain how they are beneficial to the organizations allowing their employees
to partake in them.
2. Compare the two types of training methods: informational
methods and experiential methods.
3. What, other than ROI (Return On Investment), is often
used to determine the value of training? Now explain how it determines the
value of training.*Please read the attached file as a guide and reference to answer the questions as well. Use APA format for in-text citations and references. A minimum of 250 word count for each question, which will add up to 800 for the assignment. You can go over, but now below the word count requirement.
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Chapter
6
Personnel Selection
W
R
I
O B J E C T I V EGS
H
After reading this chapter,
you should be able to
T
1. Understand the concepts
of reliability, validity, and utility.
,
2. Understand the validity evidence for various selection methods.
Copyright © 2013 The McGraw-Hill Companies. All rights reserved.
3. Discuss approaches to the more effective use for application blanks,
reference checks, biographical
data, testing, and various other selection
S
methods programs in order to increase the validity and legal defensibility
H
of each.
E available for drug testing.
4. Discuss the approaches
R of different approaches to interviewing.
5. Describe the validity
R
6. Explain how the various
types of job candidate information should be
integrated and evaluated.
Y
2
7
It sounds simple: Match9employees with jobs. Researchers have made this task easier by
developing selection methods that successfully predict employee effectiveness. Still, there
3
is a void between what research
indicates and how organizations actually do personnel selection. Real-world personnel
selection
is replete with examples of methods that have been
B
proven to be ineffective or inferior.
U retention) is key to organizational effectiveness. The most
Personnel selection (and
OVERVIEW
Use of validated selection
models: A HPWS
characteristic
successful firms use methods that accurately predict future performance. The use
of validated selection models is another of the High-Performance Work Practices
linking this HR process to corporate financial performance. Organizations are, or
should be, interested in selecting employees who not only will be effective but who
will work as long as the organization needs them and, of course, will not engage in
counterproductive behaviors such as violence, substance abuse, avoidable accidents,
and employee theft.
A multiple-hurdle process involving an application, reference and background checks,
various forms of standardized testing, and some form of interview is the typical chronology
of events for selection, particularly for external hiring decisions. Internal decisions, such
as promotions, are typically done with less formality. Personnel selection is the process
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First Step is Work analysis
of gathering and assessing information about job candidates in order to make decisions
about personnel. The process applies to entry-level personnel and promotions, transfers,
and even job retention in the context of corporate downsizing efforts. This chapter introduces you to personnel selection, describes some of the most popular types of hiring/
screening procedures, reviews the research evidence on each, and discusses the social and
legal implications of the various options.
The chapter begins with an overview of measurement issues related to personnel selection and staffing. Next the various selection methods are introduced in their usual order
of use. Application blanks, background checks, and reference checks are discussed first.
Then the various forms of standardized tests that purport to assess applicants’ suitability
or KASOCs are reviewed. The use, validity, and possible adverse impact of various types
of selection methods are considered, including general mental ability tests and personality
tests. The final sections of the chapter discuss employment interviews and methods that
have been shown to increase their validity, the use of more sophisticated (and expensive)
selection procedures such as assessment centers, performance testing and work samples,
W
and drug and medical tests in the preemployment
selection process. The context of the discussion are the legal implications ofRthe various personnel practices and pointing out where
there are clear discrepancies between what typically happens in practice and what acaI This is one chapter where the distance between
demic research indicates should happen.
academic research findings andG
recommendations and actual selection practices is
great. The good news is that the gap is closing.
H
Wackenhut Security (recently acquired
by G4S) had its share of selection challenges.
Although recruitment efforts and aTsluggish economy attracted a large number of applicants for its entry-level armed and unarmed security guard positions, there was concern
, high voluntary employee turnover. The turnover rate
about the quality of those hired and
for some positions exceeded 100 percent—meaning that the quit rate in 1 year exceeded
the number of available positions. Wackenhut Security also was dissatisfied with the qualS
ity of its supervisory personnel.
The company contracted with BA&C
H (Behavioral Analysts and Consultants), a Florida
psychological consulting firm that specializes in staffing problems and personnel selecE
tion. Wackenhut asked BA&C to develop a new personnel selection system for entry-level
guards and supervisors. UnderlyingRthis request was a need for Wackenhut to improve its
competitive position in this highlyR
competitive industry by increasing sales and contracts,
decreasing costs, and, most important, making certain its security personnel do the job.
Y
The company, which already compensated
its guards and supervisors more than others
in the industry, wanted to avoid any increase in compensation. The company estimated
that the cost of training a new armed guard was about $1,800. With several hundred guards
2 often failed to even recover training costs in sales.
quitting in less than a year, the company
Wackenhut needed new selection7methods that could increase the effectiveness of the
guards and supervisors and identify those guard applicants who not only performed well
9 the company.
but would be most likely to stay with
You will recall from Chapter 4 that
3 work analysis should identify the knowledge, abilities, skills, and other characteristics (KASOCs) or competencies that are necessary for
B on the job. In this case, BA&C first conducted a job
successful performance and retention
analysis of the various guard jobs U
to get better information on the KASOCs required for
the work. After identifying the critical KASOCs, BA&C developed a reliable, valid, and
job-related weighted application blank, screening test, and interview format.
The process of selection varies substantially within this industry. While Wackenhut initially used only a high school diploma as a job specification, an application blank, a background check, and an interview by someone in personnel, competitors used more complex
methods to select employees. American Protective Services, for example, the company that
handled security for the Atlanta Olympics, used a battery of psychological and aptitude
tests along with a structured interview. Wackenhut wanted selection systems that were
even more valid and useful than what their major competitors were using. Their marketing
strategy would then emphasize their more sophisticated screening methods.
As with the job analysis and the recruitment process, personnel selection should be directly linked to the HR planning function and the strategic objectives of the company. For
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6 / Personnel Selection
Figure 6-1
Steps in the Development
and Evaluation of a
Selection Procedure
JOB ANALYSIS/HUMAN RESOURCE PLANNING
Identify knowledge, abilities, skills, and other characteristics (KASOCs) (aka: competencies).
Use a competency model tied to organizational objectives.
RECRUITMENT STRATEGY: SELECT/DEVELOP SELECTION PROCEDURES
Review options for assessing applicants on each of the KASOCs:
Standardized tests (cognitive, personality, motivational, psychomotor).
Application blanks, biographical data, background and reference checks, accomplishment record.
Performance tests, assessment centers, interviews.
DETERMINE VALIDITY FOR SELECTION METHODS
Criterion-related validation or validity generalization.
Expert judgment (content validity).
DETERMINE WEIGHTING SYSTEM FOR DATA FROM SELECTION METHODS
W
example, the mission ofR
the Marriott Corporation is to be the hotel chain of choice of frequent travelers. As part of this strategy, the company developed a successful selection sysI
tem to identify people who could be particularly attentive to customer demands. Wackenhut
G marketing strategy aimed at new contracts for armed security
Security also had a major
guards who would be extremely
vigilant. The new selection system would be designed to
H
identify people more likely to perform well in this capacity.
Figure 6-1 presents aTchronology of our recommended strategy for selection system
development and the major
, options available for personnel selection. The previous chap-
Copyright © 2013 The McGraw-Hill Companies. All rights reserved.
ters on work analysis, planning, and recruitment have gotten us to the point of selecting
job candidates based on relevant and job-related information from one or more selection
methods. Each of these methods
is reviewed in this chapter. But keep in mind that the focus
S
should be on selecting or developing tools that will provide valid assessments on the critical
KASOCs, competencies,Hand job specifications most important for strategy execution. The
work analysis should identify
E the strategically important KASOCs or competencies from
which the job specifications will be derived. Then particular selection methods (selection
tools) should be adoptedR
to assess people in terms of these particular job specifications.
R
Y
SELECTION METHODS:
ARE THEY EFFECTIVE?
2
This review includes a summary
of the validity of each major approach to selection and
7
an assessment of the relative cost to develop and administer each method. Three key terms
9 reliability, validity, and utility. While these terms are strongly
related to effectiveness are
related to one another, 3
the most important criterion for a selection method is validity.
Remember the discussion of the research on High-Performance Work Practices. One
B
of the HR practices shown to be related to corporate financial performance was the perU using “validated selection methods.”1 The essence of the term
centage of employees hired
validity is the extent to which scores on a selection method predict one or more important
criteria. While the most typical criterion of interest to selection and staffing specialists is
job performance, companies also may be interested in other criteria such as how long an
employee may stay on the job or whether the employee will steal from the organization,
be violent, or be more likely to be involved in work-related accidents. But before addressing the validity of a method, let’s look at one of the necessary conditions for validity: the
reliability of measurement.
What Is Reliability?
The primary purpose of personnel selection is measuring the attributes of job candidates.
A necessary condition for a selection method to be valid is that it first be reliable. Reliability concerns the degree of consistency or the agreement between two sets of scores
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Good reliability:
.8 or higher
on some measurement device. Reliability refers to freedom from unsystematic errors of
measurement. The consistency in measurement applies to the scores that derive from the
selection method. These scores can come from a paper-and-pencil test, a job interview,
a performance appraisal, or any other method that is used to measure characteristics and
make decisions about people. The CIA uses a very long multiple-choice test as an initial
screening device for job applicants to be agents. If applicants were to take the test twice
3 weeks apart, their scores on the test would stay pretty much the same (the same thing can
be said for SAT scores). These tests can be considered reliable. The level of reliability can
be represented by a correlation coefficient. Correlations from 0 to 1.0 show the extent of
the reliability. Generally, reliable methods have reliability coefficients that are .8 or higher,
indicating a high degree of consistency in scores. No selection method achieves perfect
reliability, but the goal should be to reduce error in measurement as much as possible and
achieve high reliability. If raters are a part of the selection method, such as job interviewers
or on-the-job performance evaluators, the extent to which different raters agree also can
represent the reliability (or unreliability) of the method.
Wuse of graphology (or handwriting analysis) for personRemember our criticism about the
nel selection we discussed in Chapter
R 1? Handwriting analysis is used by some U.S. companies and even more European firms as a method of selection. But this method is first of all not
even reliable, much less valid. If theI same handwriting sample were given to two graphologists, they would not necessarily agree
G on the levels or scores on various employment-related
attributes (e.g., drive, judgment, creativity, intelligence), supposedly measured based on a
H has low reliability as an assessment of these attributes.
handwriting sample. Thus the method
(But even if the two graphologists did
T agree on relative levels of some attribute, this agreement would not necessarily mean that their assessments are valid.)
, One of the reasons the SAT, the GRE, the GMAT,
Reliable methods tend to be long.
and the LSAT seem to take forever to complete is so these tests will have very high levels
of reliability (and they do). Reliabilities for “high stakes” tests such as the GMAT, the
S
SAT, and the LSAT are quite high. For example, the average reliability estimates are .92,
.90, and .89 for the GMAT total score,
H the Verbal score, and the Quantitative score, respectively.2 But while high reliability is a necessary condition for high validity, high reliE
ability does not ensure that a method is valid. The GMAT may be highly reliable, but do
R success in business school? This question addresses
scores on the GMAT actually predict
the validity of the method.
R
Y
What Is Validity?
Validity is close in meaning
to “job relatedness”
Criterion-related validity
The objective of the Wackenhut Security consultants was to develop a reliable, valid,
legally defensible, user-friendly, and inexpensive test that could predict both job perfor2 guards. The extent to which the test was able to
mance and long job tenure for security
predict an important criterion such7as performance was an indication of the test’s validity. The term validity is close in meaning but not synonymous with the critical legal term
job relatedness, which is discussed9in Chapters 3 and 4. Empirical or criterion-related
validity involves the statistical relationship
between scores on some predictor or selection
3
method (e.g., a test or an interview) and performance on some criterion measure such as
Bsupervisory ratings, job turnover, employee theft). At
on-the-job effectiveness (e.g., sales,
Wackenhut, a study was conductedUin which scores on the new screening test were correlated with job performance and job tenure. Given a certain level of correlation, such a study
would support a legal argument of job relatedness.
The statistical relationship is usually reported as a correlation coefficient. This describes the relationship between scores on the predictor and measures of effectiveness (also
called criteria). Correlations from −1 to +1 show the direction and strength of the relationship. Higher correlations indicate stronger validity. Assuming that the study was conducted
properly, a significant correlation between the scores on a method and scores (or data) on
some important criterion could be offered as a strong argument for the job relatedness of
the method. Under certain circumstances, correlation coefficients even in the .20s can signify a useful method. However, higher correlations are clearly better. In general, an increase
in the validity of a selection method will translate into a proportional increase in the average
dollar value of the annual output from employees who are selected with this method.
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6 / Personnel Selection
Copyright © 2013 The McGraw-Hill Companies. All rights reserved.
Validity Generalization
While higher correlations are generally better, the size of the sample (and other factors)
are very important for achieving statistical significance. Validity studies with small sample
sizes will often not achieve significance mainly because of the error in the study. Many
selection methods have average validities between .20 and .40. Samples of a minimum
of 100 scores are strongly recommended in order to empirically validate in a particular setting.3 So, do scores on the GMAT predict success in business school? Clearly, they do with
an average validity of about .5 across hundreds of studies.
Another key issue that will have an impact on the results and interpretation of empirical studies is the conceptual match between a particular criterion of interest (e.g., some
element of job performance) and any particular predictor. Cognitively loaded predictors
(those correlated with general mental ability [GMA]) are the strongest predictors of task
performance, while so-called noncognitive predictors such as personality and motivational
measures are better predictors of contextual performance/citizenship behavior (e.g., effects
on co-workers) and counterproductive behavior (e.g., employee theft).
A critical concept related to validity is generalizability. This term refers to the extent
to which the validity ofW
a selection method can generalize to other employment settings
or situations. At the most
R basic level, generalizability concerns whether the validity of
a selection method established based on a study or studies in other situations can be
I in which no new correlational data are collected. Validity
inferred for a new situation
generalization (VG) invokes
G evidence from past studies on a selection method that is
then applied to a new and similar setting. Many studies have used appropriate scientific
methods to establish theHvalidity and generalizability of constructs, such as cognitive or
general mental ability and
T emotional intelligence, and also particular instruments and
methods developed to measure these constructs. Meta-analytic techniques are used
to establish VG for a ,method. Meta-analysis is a methodology for quantitatively
accumulating results across studies. Meta-analytic findings are generally more reliable than results obtained from an individual study and help researchers draw concluS
sions. Like other areas of scientific inquiry, meta-analytic methods have evolved and
new refinements continue
H to emerge. These improvements have increased the accuracy
of meta-analytic methods and estimates of the validity of these particular selection tests
E
and methods.4
R
VG is an excellent alternative
to empirical validation for selection methods when a
criterion-related validation
study
cannot
be done because of inadequate sample sizes or
R
other reasons. Employers could invoke an appropriate VG study to argue that a particular
Y their setting as well. This approach is recommended if there is
test or method is valid for
insufficient data to allow for an empirical study by this employer (i.e., at a minimum, less
than 100 pairs of scores on an instrument correlated with performance data on the same
2
individuals).
A VG argument for validity
7 can be invoked if an organization can first locate previously
conducted empirical studies showing that the same or similar methods (e.g., tests) are valid
9
for a particular job or purpose.
The organization should then produce an analysis showing
that the job for which the
method
is used (or will be used) for selection is the same as, or
3
very similar to the job(s) that were involved in the empirical studies of the VG study and
B used in the VG s …
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