1. Types of Selection Methods
1.1. Interviews
1.1.1. a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment
1.1.2. without proper care, it can be unreliable, low in validity, and biased against a number of different groups
1.1.3. in terms of legality, the subjectivity embodied in the process, as well as the opportunity for unconscious bias effects, often makes applicants upset
1.1.4. To increase the utility
1.1.4.1. keep the interview structured, standardized, and focused on accomplishing a small number of goals
1.1.4.2. use multiple interviewers who are trained to avoid many of the subjective errors
1.2. References, Application Blanks, and Background Checks
1.2.1. collect background information from the applicants themselves
1.2.2. Reference check
1.3. Physical Ability Tests
1.3.1. Predicting performance but also to predicting occupational injuries and disabilities
1.3.2. Test:
1.3.2.1. muscular tension
1.3.2.2. muscular power
1.3.2.3. muscular endurance
1.3.2.4. cardiovascular endurance
1.3.2.5. flexibility
1.3.2.6. balance
1.3.2.7. coordination
1.4. Cognitive Ability Tests
1.4.1. differentiate individuals based on their mental rather than physical capacities
1.4.2. Test:
1.4.2.1. Quantitative ability
1.4.2.2. Verbal comprehension
1.4.2.3. Reasoning ability
1.5. Personality Inventories
1.5.1. personality measures tend to categorize individuals by what they are like
1.5.2. Test:
1.5.2.1. Five Major Dimensions of Personality Inventories
1.5.2.1.1. extroversion
1.5.2.1.2. adjustment
1.5.2.1.3. agreeableness
1.5.2.1.4. conscientiousness
1.5.2.1.5. openness to experience
1.5.2.2. Emotional intelligence
1.5.2.2.1. self-awareness
1.5.2.2.2. self-regulation
1.5.2.2.3. self-motivation
1.5.2.2.4. trait or perspective they might bring to the team that is not already there
1.5.2.2.5. social skills
1.6. Work Samples
1.6.1. attempt to simulate the job in a pre-hiring context to observe how the applicant performs in the simulated job
1.6.2. assessment center
1.6.2.1. describe a wide variety of specific selection programs that employ multiple selection methods to rate either applicants or job incumbents on their managerial potential.
1.7. Honesty Tests and Drug Tests
2. Selection Method Standards
2.1. Reliability
2.1.1. the degree to which a measure is free from random error
2.1.2. personnel selection involves measuring characteristics
2.2. Validity
2.2.1. the extent to which performance on the measure is related to performance on the job
2.2.2. reliability is a necessary but insufficient condition for validity because reliably measure many characteristics that may have no relationship to whether someone can perform a job
2.2.3. Criterion-Related Validation
2.2.3.1. show that there is an empirical association between scores on the selection measure and scores for job performance
2.2.3.2. varieties
2.2.3.2.1. Predictive validation seeks to establish an empirical relationship between test scores taken prior to being hired and eventual performance on the job
2.2.3.2.2. Extra effort and time needed. Superior to concurrent validation
2.2.3.3. Concurrent validation assesses the validity of a test by administering it to people already on the job and then correlating test scores with existing measures of each person’s performance
2.3. Generalizability
2.3.1. The degree to which the validity of a selection method established in one context extends to other contexts
2.3.2. two primary “contexts”
2.3.2.1. different situations
2.3.2.2. different samples of people
2.3.3. validity is necessary but not sufficient for generalizability
2.4. Utility
2.4.1. the degree to which the information provided by selection methods enhances the bottom-line effectiveness of the organization
2.5. Legality
2.5.1. All selection methods should conform to existing laws and existing legal precedents
2.6. Personnel selection
2.6.1. the process by which companies decide who will or will not be allowed into organizations