Chapter 1 - an Introduction to Selection
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Chapter 1 - An Introduction to Selection
FOUNDATION FOR A SELECTION PROGRAM(PPT 1-3)
In today’s competitive business environment, managers want to increase the performance of their employees.
Selection is the basis for employee performance.
Selection programs are useful if:
1. They develop instruments that collect job-related information from applicants.
2. This information is used appropriately.
Part I of this text will cover: (PPT 1-4)
1. The steps to be taken to develop a selection program
2. The various forms of job performance
3. The steps necessary to identify worker characteristics that lead to job success
4. The specific legal demands of selection (laws, executive orders, court decisions, etc.)
5. The composition of recruitment programs that will attract appropriate applicants
Definition of Selection(PPT 1-5)
The process of collecting and evaluating information about an individual in order to extend an offer of employment.
Such employment could be either a first position for a new employee or a different position for a current employee
The selection process is performed under legal and environmental constraints and addresses the future interests of the organization and of the individual
Definition of Selection-Collecting & Evaluating Information (PPT 1-6)
The selection specialist must systematically collect information from applicants about how much of the necessary characteristics each possesses:
WRCs (Work-related characteristics)
Human attributes related to job performance, including personality
KSAs – (Knowledge, skills and abilities)
A traditional term used in HR, excluding factors such as personality
Distinguish between selection and hiring.(PPT 1-7)
Selection occurs when job-related information is collected from applicants and offers of employment are given to those who possess the WRCs to do well on the job.
Often, hiring occurs when a job is offered with no evaluation of the applicant’s job-related qualifications.
Definition of Selection-Selection for Initial Job and Promotion
Selection for an initial job: (PPT 1-8)
1. Applicants are external to the organization, commonly students, graduates, or unemployed
2. Recruited through formal mechanisms
3. These produce many applicants
4. When many applicants, costs are a factor; a brief selection instrument will reduce to few
5. Remaining applicants undergo several steps
6. Decisions formalized by statistical means or input by multiple people
Selection for Promotion: (PPT 1-9)
1. Candidates are internal to the organization.
2. A limited number or no formal recruitment techniques are used.
3. Because the applicants are members of the organization, there is much information about them, including performance reviews, etc.
4. Often evaluation is informal, subjective. We do not agree with subjective selection decisions.
Definition of Selection - Constraints and Future Interests (PPT 1-10)
Ideally, an organization makes selection decisions with a great deal of control over the number of applicants, the information gathered and its evaluation; but:
Great fluctuations in the market of applicants
Economic conditions
Federal (EEO) and state laws
Future interests of both parties must be considered
Definition of Selection-Is There Evidence That Selection Is Important? (PPT 1-11)
The resource-based theory of organizations holds that they can gain advantage over competitors by having and holding a valuable resource in short supply
A recent study concluded that selection and training applied to even low-skill jobs could yield returns in customer service, retention of employees, and profits
Selection and Other Human Resource Systems(PPT 1-12)
Many systems are important for employee performance, as shown in Figure 1.1
To get the maximum benefit from these HR systems, firms must design all systems so they greatly enhance employees’ work performance
Selection is more closely related to recruitment than to other HRM programs
Figure 1.1- Interaction of Selection & Other HRM Systems (PPT 1-13)
Developing a Selection Program (PPT 1-14)
The adequacy of each step shown in Figure 1.2, strongly determines the adequacy of the selection process
Job Analysis Information
Identifying Relevant Job Performance Measures
Identification of Work-Related Characteristics
Development of Selection Measures
Validation Procedures
- Figure 1.2- Steps in the Development of a Selection Program (PPT 1-15)
Constraints in Developing a Selection Program (PPT 1-16)
The essence of selection is prediction, but
Limited Information on Applicants
Applicant and Organization at Cross-Purposes
Measurement of Jobs, Individuals, and Work Performance often not precise
Other Factors Affect Work Performance
Selection Research versus Selection Practice
What is Selection Doing That’s Good for the World?
Some important areas of selection: (PPT 1-17)
Big Data – increasingly growing and complex testing and gathering of data
The Magnitude of Demographic Group Differences and their Effects – In measuring the WRCs that applicants possess, there are consistent differences among demographic, ethnic and racial groups
The Use of Internet-Based Selection Measures
Plan of this Book(PPT 1-18)
This book is divided into four parts:
Part 1, Foundation for a Selection Program
Part 2, Measurement in Selection
Part 3, Selection Measures
Part 4, Using Selection Data
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