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1、1Advanced topics in HR Employee Selection and Staffing MGT 467/667Dr. Yvonne Stedham2Pre-requisitesMGT 323Organizational BehaviorMGT 367Human Resource Management3Course Content and PurposeMajor? v Management, IB, OtherFocus on HR?vManagement degree with concentration in HRvPractical background in HR
2、vLimited interest in HR4Course Materials available on 5ReadingsNine articlesv In-class handout, on reserve in library, website, or find onlineFive with assignments or quizzesSign-up for presentations6Employee SelectionCourse Introduction 1.Content Overview2.Format Overview (Syllabus) Readings/ HRMag
3、azine/WSJ/FortuneSHRM Society for Human Resource Management ()Personal IntroductionsInstructorStudents Background Sheet7Employee SelectionCourse Introduction What do you know about HR?Organizational Performance and HRExternal Environment8What do you know about HR?Table Tents1.What is Human Resource
4、Management? How does it contribute to the success of an organization?2.List the specific functions entailed in HRM.3.What does KSAs stand for? What is a JE and a JA? What is the FMLA?4.List the most important federal anti-discrimination laws.5.What are the primary provisions of Title VII? What is a
5、BFOQ?9What do you know about HR?6.Distinguish two types of Sexual Harassment.7.Does money motivate employees? Explain.8.How do you determine whether an individual has the skills and knowledge required for job?9.What is the primary purpose of an employee interview?10.To what extent is employee turnov
6、er desirable?10The Staffing FunctionRecruitment Generating a pool of qualified applicantsSelection Assessing/Measuring Applicant KSAs Development of KSA Measures11DefinitionsThe most important HR functionBudget and time spent Definition - StaffingMutual process by which the individual and the organi
7、zation become matched to form the employment relationship. Mutual Process: Series of interrelated activities - R, S, DM, job offers, hiring.12DefinitionsDefinition - Selection The process of obtaining and using information about job applicants to determine who should be hired.Focus here is on how to
8、 collect relevant info on applicants KSAs. 13Course FormatSyllabus14IntroductionsStudents Table Tents and Background Sheets?vName and MajorvExpected graduation vWork ExperiencevInterest in HRvAspirations15Selection, Staffing, and the bottom line: A FrameworkWhy a course in employee selection?What is
9、 the relationship between organizational effectiveness and HRM?16HR and Organizational PerformanceWhat is an organization?What is organizational effectiveness?How does HR contribute?17HR and Org effectivenessIndividual effectiveness is the foundation for organizational effectiveness.Individual effec
10、tiveness depends on .18HR and Org effectivenessIndividual effectiveness = Performance Individual effectiveness = f(Ability,Motivation)Performance = Ability * Motivation19HR and Org EffectivenessMatchIndividuals (Knowledge, Skills, Abilities and Needs) WithJobs (Requirements and Rewards)20The HRM Fra
11、mework21Introductory Exercise 1.Have you ever been involved in hiring an employee? Describe.2.Did you like being involved in the hiring process? Why/why not?3.When selecting an employee, what do you think is the most important criterion to consider? Why?4.How do you know whether you have an effectiv
12、e hiring/selection process in place?22External Environment1.Economic Developments2.Labor Market and Social Changes3.Legal Environment23Economic conditions Competing in the Third WaveWhat is the Third Wave?Implications for HR?Implications for selection?24Economic ConditionsFrom land based to capital
13、based to knowledge based = From agriculture to factory to computer25Economic ConditionsvInformation Age Implications for demand for labor - Types of jobs and KSA requirementsImplications for selection KSA AssessmentManagement of Knowledge WorkersvInternational competition26Economic ConditionsOld eco
14、nomy: Mass production high volume and efficiencyNew economy current Info age transitionprivate sector: product - service and quality; variety and choice; customization; convenience; timeliness; public sector: taxpayer demand . Education, healthcare, welfare, competition KSA requirements27Role of HRT
15、he Human Equation - Putting people first, Jeffrey PfefferSeven common practices:1.Employment security. 2.Selective hiring, 3.Self-managed teams and decentralization, 4.High compensation, 5.Extensive training, 6.Reduction of status differences, 7.Sharing information28Role of HRThe Human EquationPutti
16、ng people first Jeffrey PfefferTheoretical foundation how/why do these practices work? Increased involvement and commitment, more control and say in their work, work smarter because they are encouraged to build skills and competence.29HRM Four PillarsInvolvement Communication CommitmentCommunity30HR
17、 Department and Its InfluenceDepartment vs Functions/Activities (Japan, Europe)Influence of organizational units on organizational decisions two viewpoints:vStrategic contingenciesvResource dependency31Labor MarketvDemand Derived Demand Quantity - Job growth: about 20%, service Quality - Types of jo
18、bs and KSAsvSupply Workforce Quantity and Quality NumberComposition Diversity, Generations, ValuesKSAs32Labor MarketPsychological ContractReading (September 4)33Labor MarketGenerations at work1.WWII Generation 60+2.Baby Boom 40-603.Generation X 20-404.Millennial Generation birth-20 (Gen Y) 34Generat
19、ionsWWII 60+vOutlook: practicalvWork Ethic: dedicatedvView of Authority: respectfulvLeadership by: hierarchyvRelationship: personal sacrificevPerspective: Civic35GenerationsBaby Boom 40-60vOutlook: optimisticvWork Ethic: drivenvView of Authority: love/hatevLeadership by: consensusvRelationship: pers
20、onal gratificationvPerspective: teamAlso: workholic defined by work, competitve, trophies, rebellion36GenerationsGeneration X 20-40Outlook: skepticalWork Ethic: balancedView of Authority: unimpressedLeadership by: competenceRelationship: reluctant to commitPerspective: self37GenerationsMillennials 2
21、0and youngerenvironmentally consciousconnectedmore tolerant of differencesgenerally optimisticachievement oriented team playerssociablewant to fit in not revolutionize38Generations in the WorkplaceWWIIBBXYOutlookpracticaloptimisticskepticalconnectedWork EthicdedicateddrivenbalancebalanceLeadershiphi
22、erarchyconsensuscompetencecompetenceRelationshippersonal sacrificepersonal gratificationreluctant to commit?39External Environment Summary Economic ConditionsInformation AgeManagement of Knowledge WorkersJob GrowthThe New EconomyImplications for Selection40SummaryLabor MarketvDemand v- QUN and v- QU
23、L - Labor ShortagevSupply v- QUN and v- QUL - Composition and KSA type and level; and, needs and values of employees41SummaryLabor MarketvDiversity of valuesvGenerational DifferencesWWIIBaby BoomersGeneration XGeneration Y42Legal EnvironmentThe Employment RelationshipPsychological Contract September
24、 4Employment ContractFormal agreement, voluntary: Defines and governs the terms and conditions of the employment relationship; promises and expectations change with timeWritten or oral - both are legally enforceable43Workplace TortsCivil wrong = violation of a duty by the ER that leads to harm or da
25、mages suffered by others 44Common LawRefers to laws applied in the English-speaking world when there were few statutes. Courts wrote opinions explaining the bases for their decisions These opinions became precedents for later decisions in similar cases45Workplace TortsBreaches of legal duty by ER wh
26、en establishing or modifying the initial relationship (common law)46Workplace TortsExamples1.Fraud or misrepresentation: lie/mislead applicant when communicating conditions and terms - ER violates a duty to be truthful in the presentation of information2. Negligent hiring: ER violates duty to protec
27、t Ees and customers against unreasonable and foreseeable risk of harm3. Wrongful Discharge47Wrongful DischargeTort civil wrong due process just causeGood faith fair dealingImplied contractContract renewalPerformance evalsFire for cause (Employment at Will)Violation of company policyPoor performance4
28、8Need for Laws and RegulationsBalance of Power Laws limit discretion of ER in establishment of terms and conditionsProtection of EEsEmployment Standards - Minimum acceptable terms and conditions of employment min. wage, overtime, safety and health (FLSA 1938, OSHA)49Need for lawsIndividual RightsLab
29、or Relations, Civil Rights Protection, Restrictions on employment-at-will implied contract50Legal EnvironmentConsistency of Treatment: Procedural justice Standardized SystemsProtection of ERsPermissble and impermissible practices: CRA specifies what is OK e.g., to use ability testsAdministrative pre
30、dictability and stability51Sources of Laws and RegulationsCommon Law: England; Court-made Law; Case-by-case decisions Precedence (Germany and other country code-based law); States develop and administer own common law.Constitutional Law: Supersedes; Prohibits deprivation of employment right without
31、due process.52Legal EnvironmentStatutory Law: Derived from written statutes that are passed by legislative bodies (Federal Congress; State Legislature/Assemblies; Local Municipal/Councils)Agencies: Interpret, administer, enforce law. DOL (OFCCP); EEOC; FEP; publish rules and regulatory guidelines th
32、at are given “great deference” by courts. Federal Register; Code of Federal Regulations.53EEO Framework U.S. Constitution5th Amendment:Due Process of law - Prohibition upon federal government; no person shall be deprived of life, liberty, or property; does not speak directly to specific subjects suc
33、h as employment Courts prefer to defer to existing statutory laws because it is more specific!14th Amendment:Prohibition for States to enacts any law that does not “guarantee” equal protection for all.54EEO Framework - Statutory LawsCivil Rights Act 1866: Right to make and enforce contracts for empl
34、oyment for all citizens as enjoyed by white citizens.Civil Rights Act of 1871:Right to sue if deprived of any rights or privileges guaranteed by the Constitution and laws for ALL citizens. Must show intention.Equal Pay Act 1963:Equal pay for equal work regardless of SEX (female employees only); amen
35、dment to FLSA .55EPAEqual pay for equal work regardless of SEX (female employees only); amendment to FLSA .“Equal” Work: Substantially similar Requirements concerning skill, effort, responsibilities, working conditions.Exceptions: Seniority; Merit; Quantity of production; Note: If in violation of EP
36、A, ER may not LOWER wages.Consider - Internal equity and job evaluation; Comparable worth.56Title VII of CRA 1964:Coverage: ERs with 15 or more employees; Federal, State, Local governments; Educational Institutions; Employment Agencies; Labor Unions; CongressNot covered: Private Clubs; Religious Org
37、anizations.CRA 1964: Several Titles each focusing on discrimination in a different “sector” of society (education, right to vote, ) Title VII focuses on discrimination in employment.57Title VIIEnforcement: EEOCLanguage of TVII:703 (a) Employer may not discriminate on the basis of race, color, nation
38、al origin, sex, and religion in any employment decision.58Title VIIColor: White, black, yellow, brown, red.Race: Local geographic or global human population distinguished by genetically transmitted physical characteristics Caucasian; Negro; Hispanic; Oriental; Indian.National Origin: Citizenship; He
39、ritage; Any country, nation.Religion: All kinds; not associated with any of the other characteristics; Christian, Hindu, Muslim, Buddhist.59Title VII703 (b) . Nondiscriminatory apprenticeship program704 (a) . Unlawful to discriminate if opposed unlawful employment practice assisted in TVII investiga
40、tion.704 (b) . Prohibits ads concerning employment indicating preference for any of the prohibited factors.1978 Amendment: Pregnancy Discrimination Act - prohibits discrimination on the basis of pregnancy, childbirth, or related condition. Reinstatement right for similar position; no loss of seniori
41、ty; coverage of disability insurance.60Title VII - Exemptionsthat are written into the lawDiscrimination on the basis of the “protected factors” is permissible when such qualification is a bona-fide occupationl qualification (BFOQ) = reasonably necessary to the operation of that particular business
42、or enterprise; burden of proof is with ER; very narrowly interpreted - preferences of ER, coworkers, clients are irrelevant.Seniority Systems: Bona fide seniority or merit systems are lawful if no intention to discriminate; job or departmental systems are not seen as “bona fide”, plant or company-wi
43、de systems are seen as “bona fide”.61Exemptions to TVIITesting: Employer may give and act upon professionally developed ability tests if they are not used to discriminate on the basis of the protected factors.Preferential Treatment: It is unlawful to interpret TVII as requiring preferential treatmen
44、t of individuals of protected groups - reverse discriminationNational Security: Discrimination is permitted62Further TVII IssuesFetal ProtectionJohnson Controls 1991: An employers exclusion of fertile women, but not fertile men, could not be justified on grounds that the rule protected the womans re
45、productive capacity and the physical welfare of the fetus. The safety qualification is limited to those instances where sex or pregnancy presents danger to customers or third parties. A fetus is not a “third party” whose safety is essential to the operation of the employers business, and thus cannot
46、 be the basis of a BFOQ.63Sexual Harassment:Unwelcome sexual advances in exchange for a favorable employment condition. Quid pro quo; Hostile work environment sexual harassment. Employer is liable. Supervisor is liable64Sexual Harassment:Pattern of behavior. Policy and process. Onclae v. Sundowner -
47、 same sex. Faragher v. Boca Raton - ER liable even if the employer had no knowledge of the harassment.Burlington v. Ellerth - allows employers to be sued for quid pro quo even if the employee suffered no tangible loss of job benefits for declining the supervisors sexual advances65Executive Order 112
48、46Contractors doing business with federal government ($ amount of contract specified). Same provisions as TVII AND requires contractors to develop affirmative action plans: Formal, specific personnel programs that are designed to increase the participation of protected groups.1967 sex-based discrimi
49、nation added as prohibited66Age Discrimination in Employment Act 1967Amended 1986. Protects EEs and applicants who are 40 years old and above (no upper limit). No mandatory retirement age (except law enforcement officers, firefighters, tenured professors, executive under certain conditions, top poli
50、cy makers.);No reverse discrimination.67Americans with Disabilities Act 1990Since 1994 covers Ers with 15 or more Ees. 43 mill. Disabled Americans.Protects: Physical or mental impairment that substantially limits one or more life activities (walk, see, .)Record of impairmentRegarded as having impair
51、ment about 1,000 disabilities (affective disorders, biochemically based disorders - AIDS, Cancer, Anxiety Disorders, Eating Disorders, Infertility, Epilepsy)Disability evaluated with adjustive equipment (glasses)68ADAHow it protectsPunitive damagesEssential job functionsReasonable accommodationsRest
52、ructuring of physical facilitiesPerceptual restructuring 1994 5,500 complaints (25% more than were expected)69ADA cultural change; education vs compliance “Be reasonable, thoughtful, caring, and you can comply” Janet Reno70Other LawsRehabilitation Act 1972Vietnam Era Readjustment Act 197471Family an
53、d Medical Leave Act 1993Employers with more than 50 employees have to provide 12 weeks of unpaid leave for family or medical emergencies. Employer must guarantee the employee the same or a comparable job. The employer must also pay the health-care coverage for the EE - which the EE has to be back if
54、 he/she fails to return to work. ERs are allowed to exempt “key” employees defined as the highest paid 10% of their work force whose leave would cause substantial economic harm to the employer. Also exempt are EEs who have not worked at least 1,250 hours (25 hrs a week) in the previous 12 months.72E
55、nforcement of Laws and Court ProcessFiling a Discrimination ComplaintLocal EEO AgencyNERC (Nevada Civil Rights Commission)EEOCInvestigationRight to sue letter73Evidence of DiscriminationIntentional DiscriminationDisparate Treatment: different standards applied to various groupsAdverse Impact: same s
56、tandards are applied but disproportionately less minority applicants are selected74Federal Court ProcessPRESENTATION OF EVIDENCE IN TITLE VII CASESBurden of ProofPlaintiff DefendantPlaintiffPrima Facie Evidence1. Disparate Treatment1. Job-based/legitimate1. Defendant explanationpretext; true McDonne
57、ll Rule: 4 conditionsreason was rejection for prejudice2. Adverse Impact2. Business Necessity, 2. Other BFOQ, Validationmethod 80% or 4/5 Rule75Disparate Treatment 4 Conditions- McDonnel RuleGreen vs McDonnel DouglasPlaintiff must showbelongs to protected classapplied and was qualified for the jobde
58、spite the qualifications - was rejectedposition remained open and the employer continued to seek applications from persons with the complainants qualificationsApplied also for ADEA cases76Adverse Impact: 80% or 4/5 RuleSelection RatiosNumber of nonminority applicants selectedDIVIDED BYNumber of nonm
59、inority applicants applied=Nonminority selection ratioNonminority selection ratio77Adverse Impact: 80% or 4/5 RuleSelection RatiosNumber of nonminority applicants selectedDIVIDED BYNumber of nonminority applicants applied=Nonminority selection ratioNonminority selection ratio78Adverse Impact: 80% or
60、 4/5 RuleSelection RatiosNumber of minority applicants selectedDIVIDED BYNumber of minority applicants applied=Minority selection ratioMinority selection ratio79Adverse ImpactCompare the two selection ratiosIf the ratio for nonminorities is smaller there may be evidence of discriminationIf the ratio
61、 is less than 80% or 4/5 of the nonminority ratio, then there is evidence of adverse impact (because the difference in the ratios is statistically significant)80Adverse Impact - Example100 White applicants20 of the White applicants are selected20:100 = .2 Nonminority Selection Ratio100 African Ameri
62、can applicants5 of the African Americans are selected5:100 = .05 Minority Selection Ratio.05 : .2 = .25 This does not meet the 80% rule!81Adverse Impact - Example100 White applicants20 of the White applicants are selected20:100 = .2100 African American applicants16 of the African Americans are selec
63、ted16:100 = .16.16 : .2 = .80 meets the 80% rule!82General Statistical Evidence for DiscriminationStock Statistics# of women managers in org.DIVIDED BY# of skilled women managers in the work forceTotal # of managers in the org. DIVIDED BYTotal # of skilled managers in the work forceWhat is the relev
64、ant labor market? EEO 1 form 83Landmark Selection CasesResulted in establishing burden of proof requirements84EEO Legislation - How effective?EEO Laws clearly address societal problems - safeguarding fair treatment in employment of traditionally disadvantaged groups.Hire the most qualified applicant
65、 - the role and effect of stereotypes (Steve Robbins Unintentional Tolerance)Internalization v Compliance85ReviewStatutory LawsEarly Civil Rights ActsEqual Pay ActTitle VII of CRA 1964CoverageWho is protected?How?Pregnancy Discrimination Act 197886ReviewExemptions: BFOQ, business necessity, seniorit
66、y system, testingPreferential Treatment and Reverse DiscriminationFetal ProtectionSexual Harassment (Training Handout)87ReviewDiscrimination CasesReadingsSH and Torts88Measurement in SelectionOverviewSelection decisions are based on what information?Purpose is to .89Measurement in SelectionSelection
67、 decisions are based on what information?Need information about both: JD - KSAs required for the jobPurpose is to match the ind and the job? - KSAs of the individualHow can we mess up?Measure irrelevant KSAsMeasure KSAs inaccurately90How can we “accurately” capture applicants KSAs?We must determine
68、the type and level of KSAs that applicants have. The assumption is that the higher the level of KSAs, the higher will be the level of predicted performance.Level - Measurement - Quantification91Definition of Measurement Application of rules for assigning numbers to objects to represent quantities of
69、 attributes.So that the differences between applicant scores are due to actual differences in KSAs.RulesSpecified algorithms to assign numbers (She is a 10) same results by different users; 92MeasurementAttributes to be measured Physical and psychological Examplesintangible ones must be inferred fro
70、m indicants of these objects.93MeasurementPredictors (KSAs)indicants of relevant attributes - predict criteriaMust be important to the job (job related) Must be measures of attributes that are identified as critical to job successCriterionmeasure or definition of what is meant by employee success on
71、 the job; e.g., employee behaviors, attitudes, supervisor ratings94Measurement and Individual DifferencesMeasurement is prerequisite for any statistical analysis How precisely can we measure can we detect small differences Classification of success as “yes” or “no” OR degree of success?ScaleMeans by
72、 which individuals can be distinguished on a specific variable95ScalesNominal scale: Scale composed of mutually exclusive categories (sex, race, job class); the numbers are “labels”; only frequenciesOrdinal scale: Ranks objects (hi, lo); differences between numbers yield additional information but n
73、ot on the magnitude of the differences among ranks; e.g., percentile (represents the proportion of persons taking a test who made below a given score 70th percentile means that 70% scored lower and 30% scored higher; does not tell how much higher and lower)Interval scale: Arbitrary no absolute zero;
74、 interpretation of differences 40 vs 80 points does not mean 2 times the level of skill; e.g., zero on a test for math skills does not mean that the individual has zero math skillsRatio scale: physical measures (height) and counting; has absolute zero.96Groups Answer the following questions:1.What a
75、re descriptiove statistics? Purpose and examples?2.Why do we look at both the mean and SD?3.What is a correlation? In Selection, what do we correlate?4.What does a correlation of.8 and a t-value of 7.44 tell us?5.What is a normal distribution?6.What is statistical significance hypothesis testing?97S
76、tandardization of Selection MeasuresDefinition Selection Measure: Systematic instrument, technique, or procedure for assigning scores to a characteristic or attribute of an individualDetect a true differenceStandardized if: Content measures same information; Administration - information collected th
77、e same way; Scoring rules for scoring are pre-specifiedIndividual DifferencesApplying the scale, each applicant receives a score how do we interpret the scores? What do they mean?98Understand your dataCentral tendency Mean Mode most often observed scoreMedian 50% of the scores are above and 50% are
78、below this score99Understand your dataFrequency DistributionHow many times did we get each score? First understanding of what our sample (applicant pool looks like) did applicants tend to score higher or lower or are scores evenly distributed?Frequency distribution is a frame of reference to give me
79、aning to scores.Most characteristics are normally distributed bell curve! That means that most applicants score around average (have an average level of the characteristic, a few have more and a few have less.100Understand your dataVariationMean of squares of the deviation scores (variance) depends
80、on the extent to which scores cluster together The square root of the variance is the standard deviation a large standard deviation means that the scores a widely spread around the mean, a small standard deviation means that the scores are clustered around the mean101Understand your dataHistogram102
81、Understand your dataFrequency103Understand your dataSkewnessScores are symmetrically or asymmetrically distributed around the mean; If the scores are symmetrically distributed then the mean = median; 104Understand your dataThe distribution is positively skewed if the bulk of the scores is above the
82、mean and the mean is larger than the median; Negatively skewed if the bulk of the scores is below the mean and the mean is smaller than the median.105Skewness106Skewness A distribution is skewed if one of its tails is longer than the other. The first distribution shown has a positive skew. This mean
83、s that it has a long tail in the positive direction. The distribution below it has a negative skew since it has a long tail in the negative direction. 107Sample DataApplicantTest A Score (max 50)Test B Score (max 30)130262181433515427105252764225721218351894720103525108Understand your dataDescriptiv
84、e Statistics FrequenciesMeanMedianModeRangeSD = 109Assignment #1Purpose: Review of Statistical Concepts and Overview of Measurement ConceptsTest A and Test B - measure the same KSAType of DataDescriptive Statistics - Range A, Range B = SD for A compared to BInterval size for Test B and Test A Normal
85、ly distributed test scores VS our test resultsNegatively or positively skewed? (32.5)Significance t-test and p-value110Stat Assignment #1Descriptive StatisticsTwo employment tests with scores for 10 employeesWhich test should be used? Which applicant should be hired?Determine the correlation between
86、 test scores and performance. The magnitude and significance of the correlation are used to determine which test should be used.111Are two variables related?CorrelationMeaningr = ZxZy) where ZX = Xi-meanSD N 112Is this a chance relationship?Statistical SignificanceHypothesis TestingT-statistics113Un
87、derstand your dataNormal Distribution114Probability DistributionsIn order to draw conclusions about the scores that applicants receive, we have to evaluate whether our results are statistically significant We want to make inferences (draw conclusions) from our sample about the populationStatistical
88、significant results are not random but are truly describing the population.115Probability DistributionsProbability distribution or probability density function the normal distribution is a theoretical density functionIt is symmetric if: mean=mode=median116Normal DistributionStandardized normal distr
89、ibution mean = 0 and SD = 168% of the scores are within + and 1 SD around the mean117Normal DistributionIn selection we assume that most characteristics that we measure are normally distributed in the population that means if we had an endless number of observations our frequency distribution would
90、look like a normal curveThis is important because evaluating the statistical significance of what we are interested in (hypotheses testing) is based on the assumption of a normal distribution.118Normal DistributionIf we assume a normal distribution, we can calculate z-scoresthat means we can transfo
91、rm our raw scores (the score that the applicants received) into a score “on the normal curve” by deducting the mean from each raw score and dividing that number by the SD (this is called the Z score); So for each raw score, we get a z scorethat is important because we can now more easily calculate o
92、ther statistics such as correlations119Hypothesis TestingIn order to draw valid conclusions from our sample, we must show that our results are statistically significant and not randomWe would like to reject the null hypothesis which says that our results are not truly reflecting the populationFor ex
93、ample: We want to conclude that the correlation between test scores and performance that we calculated for our sample is “true” Null Hypothesis: rxy = 0 which means that there is no relationship between x (test scores) and y (performance score).120Hypothesis TestingIf H0 is true (no relationship) bu
94、t we reject it, we make a Type I error which would be bad and we want to avoid it;Therefore, we allow only a minimum level of error in rejecting the H0 (traditionally .05 or .01 this is your alpha level). Based on the observed correlation and the number of observations in our sample, we calculate a
95、t-statistic. We then find the corresponding values, based on the sample size and the alpha level in the table for the t-distribution. t= rxxIf our obtained t-value is larger than the value in the table then our result is significant and we can reject the notion that there is not really a relationshi
96、p between the two variables. 121p-Valuep-value for a sample outcome is the probability that the sample outcome could have been more extreme than the observed one Large p-values support H0 while small p-values support the alternative hypothesis. Compare the p-value to the specified alpha risk. If p T
97、asks= KSA RequirementsMeasures for KSAsContent Validity?Selection Procedure148Major Steps for Implementing a Construct Validation StudyThe construct must be carefully defined and hypotheses formed concerning the relationships between the constructs and other variablesA measure hypothesized to assess
98、 the construct is developed149Major Steps for Implementing a Construct Validation StudyStudies testing the hypothesized relationships between the construct measured and other, relevant variables are conducted.150Major Factors Affecting the Size of Validity CoefficientsReliability of Criterion and Pr
99、edictorRestriction of RangeCriterion Contamination151ValidityInterpretation of Validity CoefficientsMagnitude and SignificanceStandard error of estimate shows how much error there may be in the predicted score.It is determined as the SD in the performance scores times the square root of 1 minus the
100、squared validity coefficientCross-validationCorrection for attenuationCorrection for Restriction of RangeCriterion Contamination152Utility AnalysisUsing dollar-and-cents terms as well as other measures such as percentage increase in output,it shows the degree to which the use of a selection measure
101、improves the quality of individuals selected over what would have happened if the measure had not been used. 153An Equation for Calculating the Utility of a Selection ProgramExpected Dollar Gain from Selection= NsrxySDyZx-NT(C)Expected Dollar Gain from Selection=return in dollars to the organization
102、 for having a valid selection program 154An Equation for Calculating the Utility of a Selection ProgramNs=number of job applicants selected rxy=validity coefficient of the selection procedureSDy=standard deviation of job performance in dollars155An Equation for Calculating the Utility of a Selection
103、 ProgramZx=average score on the selection procedure of those hired expressed in z or standardized score form as compared to the applicant poolNT=number of applicants assessed with the selection procedureC=cost of assessing each job applicant with the selection procedure156Strategies for Selection De
104、cision-MakingHow to transform DATA into relevant information.Data Collection.Data CombinationJudgmental and Mechanical MethodsSelection Decision-Making Strategies.Multiple Regression - Compensatory Model.Multiple Hurdles.Combination.Profile Matching157Regression AnalysisY = f(X) - linear relationshi
105、pCollect data on X and YScatterplotEstimate the equation that describes the linear relationship between X and YEstimate in such a way so that the predictions that are made for based on X using the equation contain a minimal amount of errorLeast Squares Estimates - beta = regression coefficientThe eq
106、uation for estimation is Y = beta0 +beta1X1158ExampleAssignment #3 - Multiple RegressionEmpirical Weights for Selection DevicesX1 = Initial Screening InterviewX2 = Ability TestX3 = Final InterviewY = beta + beta1 X1 + beta2 X2+beta3 X3The weights reflect the extent to which each selection device con
107、tributes to explaining performanceQuestion: Is a compensatory model what we want?159Stat Assignment #3Validity160Assignment #3Validation of several selection devices and interpretation and use of validity informationInitial interviewSupervisor interviewTechnician interviewMechanical ability testReli
108、ability: Best was mechanical ability test, then technician interview161Validity QuestionsValidity of the initial interviewValidity of the supervisor interviewValidity of the technician interviewValidity of the mechanical ability test162Customer Service Skills Test163Designing a Selection Procedure 1
109、.Job Analysis 2.Identification of relevant job performance dimensions 3.Identification of KSAs necessary for the job 4.Development of assessment devices to measure KSAs 5.Assessing the quality of the assessment devices - reliability and validity6.Use of assessment devices164JA ReadingWhat is JA? Def
110、ine!165Selection Methods IntroductionFor each methodTo measure which KSAs/DesignAdverse ImpactValidity166Application Forms and ResumesIntroductionInformation about the applicants background and present status - brief and general OR long and detailed?Based on . Past behavior is a good predictor of fu
111、ture behaviorTo determine minimum qualifications and general suitability for job; permanent record;Determine relative strengths and weaknessesIt is assumed that all data collected are used Training and Experience RequirementsJob-related training - formal and informalType of training; length; quality
112、167Application Form .Careful with degree requirementsWhy?Certification requirementsExample168Application BlankSpecific job-related experience and accomplishmentsMaintained Filing System: YES NOUsed computer and Microsoft Word for Windows 2000 word processor to type letters and reportsUsed a Dictapho
113、ne to transcribe correspondenceSpecific tasks are listed indicate YES NOFor YES, describe experience169Application BlankMethods for collecting TE evaluation infoBehavioral Consistency Method Description of job behavior by ER and applicant p. 439Task based and KSA based methods p.439 -441170Applicati
114、on BlankLikely candidate for Adverse Impact - Why?Current forms - 100% had at least 1 inappropriate question; on average 7 inappropriate questions.What was your maiden name?What is your date of birth? What is your age?What is your height and weight?What language do you commonly use?What is your reli
115、gious faith?List the number and ages of your children?Do you have any physical or mental disabilites?List your birthplace.Have you ever been arrested?Do you own your car/residence?171Application Forms .Adverse Impact: HighValidity: On average .1 - corrected for attenuation .13Select content Job-rela
116、ted - Job-related languageUsefulnessFairness - Face Validity172Validity of T&E Evaluation Methods (Schmidt and Hunter, 1998)173References and RecommendationsTo verify informationIssuesAssess applicants job experienceAssess applicants effectiveness in those jobs - what done and how well?174References
117、Not appropriate to assess personality .Sources of and methods to collect Reference DataMethods: In-person; Mail p.448; Letter of R; PhoneSources: Former ER; Personal; Investigative agencies; Public record; Usefulness of reference dataReliability: .4 or lessReference giver-better if immediate supervi
118、sorOld and new jobs are very similar?Adverse Impact ?175References .Validity - not much evidence - favorable info - job relatedbetter if content of the new and old job are very similarlow validity because low reliability and restricted rangeRecommendations Dont use subjective infowritten consent by
119、applicantask only specific job-related infoDevelopment of reference checking systemGuidelines for defensible references page 426 and 427176Application, resume, referencesDesign PurposeWhich KSAs?RecommendationsAdverse Impact?Validity?177WABChoose criterionSample sizeAs many predictors of HR outcomes
120、 as possibleRegression = weights for itemsAI but can show validity178BIO DataQuestions about personal background and life experiences Why? 179BIO DataPast behavior= Future behaviorACTAutobiographical questions: academic achievement, work attitudes, self-perception, feelings, values, educational expe
121、riences,hobbies, family relations, use of leisure time, early work experiences - focus on motivation?180BIO DataEnhances info in ABTypes of BIO data items181BIO DataBIO data are good predictors of job success (validity) and have less adverse impact on minorities than do many traditional tests; Face
122、validity? 182BIO DataInclude as one of several predictorsCriteria: tenure; performance in training; performance ratings; productivity Mean validity coeff: .35; Engineering .41; clerical .52; management .38; sales .5Must be based on JA and must be empirically scored; reliable and accurate if verifiab
123、le183Developing BIO DataSTEPS IN CONSTRUCTIONSelecting a JobAnalyzing the Job and Defining the Criterion Life History DomainForming Hypotheses of Life History ExperiencesDeveloping a Pool of Biodata ItemsPrescreening and Pilot-Testing Biodata Items184Develop BIO Data for Professor in HR?185Developin
124、g a Selection Procedure: Selection Process for Logistics ProfessorJA = Tasks= KSA RequirementsMeasures for KSAsContent Validity?Selection Procedure186Employment InterviewKSAs to be measuredValidityAdverse Impact187Employment InterviewSelection interview: dialogue, gather information evaluate qualifi
125、cationsSelection interview: varies in type content Generally, the interviewlacks standardization in questions and evaluationis not focusedis worker rather than job-content orientedrequires the interviewer to fulfill multiple functionsInterviews involve cognitive and social processesInformation proce
126、ssing and decision-makingInterpersonal influences188Employment InterviewResearch Interview does not add to selecting the most qualified candidate because.189InterviewSources of problemsimpression formation human perception190InterviewInformation processing and decision-making1.observe behaviors2.att
127、ribute to traits 3.impressions about applicant 4.depend on interviewers 1.knowledge structure, 2.a priori beliefs, 3.recall of informationE.g.: High GPA = Diligence, hard work; Competitive sport = Aggressiveness; PA = Social Skills191Employment InterviewModel: Interviewers Information Processing and
128、 Decision-MakingImportance of knowledge structures192Improve the Validity of the Interview1.Decide on location and seating2.More than one interviewer Panel3.KSAs to be measured: interpersonal, communication skills4.Job-related questions only - Multiple Questions (Behavioral)5.Limit pre-interview inf
129、o6.Semi-structure7.Use a rating format8.Train the interviewer193Physical AttractivenessWhat do you think?194IntroductionReview the role of physical attractiveness in employment selection.Physical attractiveness is more salient during periods of impression formation such as selection.195Definition of
130、 AttractivenessPhysical featuresHairNoseThe degree to which ones facial image elicits favorable reactions from othersHigh reliability196Impact of AttractivenessAttractive people have positive traitsLess attractive people have less positive traitsAttractive applicants are perceived to be more qualifi
131、ed for employment Organizations retain employees high in attractiveness and ability197Relationship between sex and physical attractivenessWomen are evaluated more than menGender-linked biasMay have impact on equal employment opportunity198Job Related FactorsType of jobMale applicants are preferred f
132、or masculine occupationsFemale applicants are preferred for feminine occupationsPA is generally an asset for menPA might be a handicap for women depending on a types of jobs199Physical Attractiveness vs. Age Discrimination Older applicants are judged as less attractive as younger applicantsPreferenc
133、e for the young is surrogate preference for the youngThree negative explanations:Older workers are less effectiveYoung hires = better return on investmentPreference for the PA200Race vs. Physical AttractivenessNo attention has been directed to race PA interactionsBased on other research:PA blacks ar
134、e more desirable dates and essay writersNo real understanding if stereotype extends to non-white applicantsPerformance ratings are affected by the race of the rater201Conceptual and methodological problems in Physical Attractiveness researchRestriction in range in the measurementControl vs. generali
135、zabilityNormative biasesMagnitude of the physical attractiveness bias202Implications for the Study of Physical AttractivenessPhysical Attractiveness is related to some types of decisionsSome crucial questions in regards to the relative magnitude of PA biasWhether it functions differentially for wome
136、n as compared to menWhites as compared to nonwhitesWhether age is a surrogate for PA203Physical AttractivenessImplication and Conclusions Examples 204Interview SimulationRelevant TasksRelevant KSAs - combine into categories or dimensionsKSAs to be measure in the interviewLinkage between Question and
137、 KSAQuality of QuestionsInterview Structure/ Process - 1. Measure interpersonal, communication skills2. Job-related questions only - Multiple Questions (Behavioral)3. Limit pre-interview info4. Use a panel5. Use a rating format6. Train the interviewer7. Semi-structure205 Really Final Update 206Perso
138、nality AssessmentMethods - DesignJob RelatednessAdverse ImpactValidity207PersonalityPersonality refers to a persons unique and relatively stable pattern of thoughts, feelings, and actionsPersonality is an interaction between biology and environmentGenetic studies suggest heritability of personalityO
139、ther studies suggest learned components of personality208Measures of PersonalityInterviewsUnstructured: “Tell me about yourself”Structured: Set list of questionsObservation: Psychologist learns about personality by observing the personObjective tests: Self-inventories that involve paper and pencil t
140、estsProjective tests: Subjects reveal aspects of their personality when they talk about ambiguous stimuli209Projective TestsProjection is an idea developed by Freud in which people are thought to reveal their true feelings and thoughts when describing ambiguous stimuliA projective test presents a se
141、ries of ambiguous stimuli and asks that a subject describe each stimulusThe idea is that their verbal descriptions will reveal key aspects of their personality210Specific Projective TestsRorschach TestConsists of 10 inkblotsReliability and validity of this test is lowThematic Apperception Test (TAT)
142、TAT also consists of a series of ambiguous figures211Personality Measurement IssuesObjective self-report personality tests can be criticized on the basis ofDeliberate deception and social desirability biasCan the test detect deception and attempts to enhance social desirability?Diagnostic difficulti
143、es: the test may not be sufficiently specific to allow for diagnosisInappropriate use: when tests are used for purposes other than their designed useUse of a personality test to influence the outcome of a presidential election212Personality TraitsTraits are relatively stable and consistent personal
144、characteristicsTrait personality theories suggest that a person can be described on the basis of some number of personality traitsAllport identified some 4,500 traitsCattel used factor analysis to identify 30-35 basic traitsEysenck argued there are distinct traits in personality Extraversion/introve
145、rsion Neuroticism213The “Big 5”Modern personality research argues for 5 basic personality traits (OCEAN)Openness: whether a person is open to new experiencesConscientiousness: whether a person is disciplined and responsibleExtroversion: whether a person is sociable, outgoing and affectionateAgreeabl
146、eness: whether a person is cooperative, trusting, and helpful Neuroticism/Emotional Stability: whether a person is unstable and prone to insecurity214Interview Role Play Interviewer Interviewee(Volunteers?)215Overview of the Big “5”216Reading Intelligence .Main point .217Reading Intelligence .Genera
147、l intelligence = gDefine: Ability to solve “complex” problems Big 5Better predictor of performance?General intelligence PLUS conscientiousnessLearning on the job/trainingComplex jobAutonomy on the job218Myers Briggs Type IndicatorTemperament Theory16 Personality Types219Four Dimensions of Personalit
148、y TypeHow we interact with the world and where we direct our energy (E/I)The kind of information we naturally notice (S/N)How we make decisions (T/F)Whether we prefer to live in a more structured way or a more spontaneous way (J/P)220ExtraversionIntroversionInterest OrientationEIOuter world of actio
149、ns, objects, and peopleInner world of ideas and concepts221SensingiNtuitionPerceptionSNImmediate reality and direct experienceInferred meanings and relationships222ThinkingFeelingJudgmentTFReliability of logical order cause and effectPriorities based on personal importance and values223JudgmentPerce
150、ptionEnvironment OrientationJPJudging attitude Control of events and systematic planningSpontaneity Curious, awaiting events and adapting to them224Myers Briggs Dimensions of TemperamentYour preferences in actionExtraversion / IntroversionWhere do you get your energy - what “charges your batteries”
151、- group think vs. introspection, perhaps.Sensing / IntuitionHow do you gather information. Present / future, practical / imaginative, details / patterns, sequential / randomThinking / FeelingHow do you make decisions ?Thinking/feeling, laws/circumstances, justice/mercyJudgment / PerceptionHow do you
152、 organize your environmentPlanned / open ended, control / adapt, resolved / pending225ISTJ“Take Your Time and Do It Right”ISFJ“On My Honor, to Do My Duty”INFJ“Catalyst for Positive Change”INTJ“Competence + Independence = Perfection”ISTP“Doing the Best I Can With What Ive Got”ISFP“Its the Thought Tha
153、t Counts”INFP“Still Waters Run Deep”INTP“Ingenious Problem Solvers”ESTP“Lets Get Busy!”ESFP“Dont Worry, Be Happy”ENFP“Anythings Possible”ENTP“Lifes Entrepreneurs”ESTJ“Taking Care of Business”ESFJ“What Can I Do For You?”ENFJ“The Public Relations Specialist”ENTJ“Everythings Fine Im in Charge”226227Abs
154、tractSymmetricalAsymmetricalConcreteConceptualAnalyticalStructuralSocialEMERGENETICS, LLC228ExpressivenessThe outward display of emotions toward others and the world-at-largeFirst-thirdQuiet Alone0-33 percentileSecond-thirdReserved Spontaneous34-66 percentileThird-third Gregarious Performer67-100 pe
155、rcentileEMERGENETICS, LLC229AssertivenessThe degree of energy invested in expressing thoughts, beliefs and feelingsFirst-thirdPeacekeeper Amiable0-33 percentileSecond-thirdEasy Going Competitive33-66 percentileThird-third Driving Telling67-100 percentileEMERGENETICS, LLC230The willingness toaccommod
156、ate the thoughtsand actions of othersFlexibilitySecond-thirdStrongOpinionsLikes different point of view34-66 percentileLikesambiguity67-100 percentilePuts othersneeds before selfThird-thirdLikes definedsituationsLikes control0-33 percentileFirst-thirdEMERGENETICS, LLC231Emotional IntelligenceI/O psy
157、chologists have long been interested in the relationship between intelligence and success within the work environmentIn addition to the KSAs traditionally associated with task performance, success in todays organizations may require a more personal configuration of individual competencies232Emotiona
158、l Intelligence (cont.)Accordingly, the set of competencies which deal with the recognition, regulation, and expression of moods is currently receiving considerable attention in the academic and business literaturesThese competencies may be subsumed under the rubric of Emotional Intelligence (EI)233W
159、hat is Emotional Intelligence?The ability to perceive accurately, appraise and express emotion The ability to access and/or generate feelings when they facilitate thought The ability to understand emotion and emotional knowledge The ability to regulate emotions to promote emotional and intellectual
160、growth. 234Emotional Intelligence (cont.)Interestingly, within the EI paradigm, there exists several theories which attempt to better understand and explain the skills, traits, and abilities associated with emotional intelligence:Bar-On (1988, 2000): EQ-iGoleman (1995): ECI235Emotional Intelligence
161、(cont.)Each theory attempts to understand how individuals perceive, understand, utilize, and manage emotions in an effort to predict and foster personal effectiveness236Emotional Intelligence (cont.)Where Bar-On and Mayer and Salovey frame their theories as general theories of social and emotional i
162、ntelligenceGolemans theory is specific to the domain of work performanceWorking with Emotional Intelligence (1998)237Emotional Intelligence (cont.)Goleman further separates his theory from that of others by asserting that EI competencies can be learned and emphasizes that the identification of these
163、 competencies can be used to predict work performance across a wide variety of organizational settings238Elements ofEmotional Intelligence1.Self-Awareness2.Self-Management3.Social Awareness4.Relationship Management239Elements ofEmotional Intelligence (cont.)The elements of EI can be categorized unde
164、r two sets of competencies:Personal CompetenciesSocial Competencies240Elements ofEmotional Intelligence (cont.)Personal Competencies:Self-Awareness: knowing ones internal states, preferences, resources, and intuitionsSelf-Management: managing ones internal states, impulses, and resourcesMotivation:
165、emotional tendencies that guide or facilitate reaching goals241Elements ofEmotional Intelligence (cont.)Social Competencies:Empathy: awareness of others feelings, needs, and concernsSocial Skills: adeptness at inducing desirable responses in others242EISo What?243Emotional Intelligence in the Workpl
166、aceGoleman (2003) argues that a theory and assessment methodology capable of assessing emotional intelligence competencies helps identify individuals likely to succeed in a given organizational roleThe Emotional Competence Inventory 2.0 (ECI 2.0) assesses EI of individuals and organizations244Suppor
167、ting ResearchApplicants scoring high on EI were more likely to be considered for employment (Maynard, 2003)High EQ (EI) is a predictor of job success and high performance (Fox, 2000)Positive correlation between a high EQ and Organizational Commitment and Organizational Citizenship Behaviors (OCB - N
168、ikolaou & Tsaousis, 2002)Negative correlation between a high EQ and reported level of stress at work (Nikolaou & Tsaousis, 2002)245Implications for HR ProfessionalsIndividuals with low EQ scores are more likely to respond negatively to aversive work eventsDecreased productivityHealth concerns246Impl
169、ications for HR ProfessionalsTherefore, in addition to identifying the appropriate KSAs necessary for job successOrganizations may realize a competitive advantage through the utilization of EI inventories as a compliment to traditional ability tests and other predictive measures.247Ability TestingTe
170、sting DefinitionTypes of testsMental Ability Tests - WonderlicMechanical Ability Tests - Bennett and McQuarriePhysical AbilityIntegrity TestsClerical Ability Minnesota TestJob RelatednessAdverse ImpactValidity248Integrity and Drug TestsPurposeMeasurementConditions and Issues249HR and Org effectivene
171、ssIndividual effectiveness =f(Ability,Motivation)Performance = Ability * Motivation250What we have learnedHR and Organizational EffectivenessHRM and Employee Selection1.External Environment2.Principles3.Specific Methods251HR and Org. EffectivenessMatchIndividuals (Knowledge, Skills, Abilities)withJo
172、bs (Requirements and Rewards)252The HRM Framework253SelectionDefinition - Selection: The process of obtaining and using information about job applicants to determine who should be hired. Focus here is on how to collect relevant info on applicants KSAs. Final decision must be accurate and fair.254Cou
173、rse SummaryExternal Environment The Labor Market Generational DifferencesLegal EnvironmentPrinciples of Selection - MeasurementWhat do we measureQuality of MeasuresReliabilityValiditySelection Methods - Which KSAs? Design? Adverse Impact? ValidityApplication Blank/T&E/Bio Data/ReferencesEmployment I
174、nterviewAbility TestsPersonality255ReadingsPsychological ContractTort LawToo Good HireElusive Criterion of FitSeven MisconceptionsAnd: Physical Attractiveness, Intelligence and Conscientiousness256Selection ProjectWhat is CONTENT VALIDITY?Job AnalysisMatrices - LinkagesKSA Measures - Appropriateness, DesignReport - Completeness257Specific JobsStudent NameJob Title258Employee SelectionTHE END259
