Chapter 6 Flashcards
Steps for acquiring new employees
HR planning, recruiting, selecting, hiring
Selection vs. training approaches to HR planning (PC)
Selection: hire people with the KSAOs you need (layoff those you don’t)
Training: change the KSAOs of the people you have
Issues w/ employee referrals
can be useful for ensuring better quality hires, but can lack diversity.
Applications of technology (how recruiters reach candidates)
Company websites, online job boards (handshake), social networking, recruiting videos/ads, targeted ad placement.
Increases quantity, not necessarily quality, high tech may not be high-touch, fairness ad discrimination
Bias in recruiting case study (Facebook)
Facebook was charged with bias against women in job advertisements.
Job ads were targeted by gender
Courts viewed this as algorithmic bias
A person’s gender cannot limit their ability to learn about a job or get hired.
Types of fit in PE
Types of fit
Person job fit - do you fit your specific job/position
Person organization fit: do you fit with the company?
Person supervisor fit - do you get along with your supervisor
Schneider (1987) Attraction, Selection and Attrition Theory
The people make the place
Attributes of workers (not the environment, technology or organization) are the fundamental determinants of organizational behavior
Implications of Schneider Theory for organizational survival & change
organizations must actively fight restriction of range (types of people in an organization) or they will be unable to adapt to meet market demands
Changing structure or processes is less likely to enact change
Key 4 decisions in creating applicant selection methods
Assessment methods (which and how many methods are used)
Selection staging decision (how to order assessment methods)
Retention for next stage: # of applicants proceeding to next stage
Weighting of information: the weight of assessment methods
The 3 options for weighting/determining stringency on how many applicants succeed during selection
multiple cutoffs, multiple hurdles, differential weighting of predictors
Multiple cutoffs definition
All applicants take all assessment methods, then minimum passing scores (cutoffs) are established for each method, requires at least minimal competence in all areas
Multiple hurdles definition
Similar to multiple cut-offs, but applicants must pass each method to move on
Meet the cutoff → proceed to next method
Fall short → rejected
Also non-compensatory, but more cost effective (stages can be ordered based on cost)
Differential weighting of predictors definition
Assessment scores are weighted depending on importance
Compensatory method: high scores in one area can compensate for low scores in another
Importance weights often determined using multiple regression
MR: statistical technique that uses scores from each predictor in an area to best predict the outcome
Factors that influence decisions to accept jobs
Pay & benefits, location, working arrangements, job/organization desirability, timing of offer, family and friends, Person-Environment (P-E) Fit
How does an organization know if its staffing system is working?
** cost, time, turnover, criterion validity
What is criterion validity?
how well does the assessment predict an outcome? (ex: job performance) “ are those being hired the best performers?”
Predictive vs. Concurrent validation study designs
Predictive: Time period 1 (job applicants) obtain predictor scores - hire? Time period 2 (current employees) obtain criterion scores
Concurrent: Time period 1 (current employees) obtain predictor scores & obtain criterion scores
Cross validation & why it is important
replicating the results of one study in a second sample to see if the coefficients found in both are the same (must use multiple samples)
Validity generalization (+ how it relates to meta-analysis)
Uses meta-analysis to determine predictor importance
I/O psychologists used to believe that the validity of selection tools were specific to a job and an organization.
Now we know that many assessment method validity are generalizable across jobs and organizations.
Utility of selection devices for eval. of staffing system
** Base rate, selection ratio, validity of selection device
Base rate
Rate of “good performance” among current employees
If 95% of employees perform job well → BR = 0.95
The lower the base rate, the greater the opportunity to improve performance using selection methods
Selection ratio
(should be low)
Ratio of employees hired to job applicants
8 hired / 10 applicants → SR = 80%
In general, lower selection ratios are better for organizations
Validity of selection device
Using valid predictors increases true positives/negatives and reduces false positives/negatives
^ these acting together can help determine if benefits of selection methods outweigh the costs.
Civil Rights Act of 1964
prohibits discrimination based on protected group status
Gender, national origin, race and religion (age, pregnancy, disabilities, sexual orientation added later)
