1 ROBERT L. MATHIS JOHN H. JACKSON Selecting Human Resources Selecting Human Resources Chapter 8 SECTION 2 Staffing the Organization Presented by: Prof. Dr. Deden Mulyana, SE.,M,Si. http:/www.deden08m.wordpress.com http:/www.deden08m.wordpress.com 8–2 Learning Objectives • After you have read this chapter, you should be able to: Diagram the sequence of a typical selection process. Identify three types of selection tests and legal concerns about their uses. Discuss several types of selection interviews and some key considerations in conducting these interviews. Explain how legal concerns affect background investigations of applicants and use of medical examinations in the selection process. Describe the major issues to be considered when selecting candidates for global assignments.
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MJ11eCh08Selecting Human Resources … · “Good training will not make up for bad selection. ... • Resumes as Applications Resumes are applications for EEO purposes. Resumes should
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1
ROBERT L. MATHIS
JOHN H. JACKSON
Selecting Human ResourcesSelecting Human Resources
Chapter 8
SECTION 2Staffing the
Organization
Presented by:
Prof. Dr. Deden Mulyana, SE.,M,Si.
http:/www.deden08m.wordpress.com
http:/www.deden08m.wordpress.com 8–2
Learning Objectives
• After you have read this chapter, you should be able to:
� Diagram the sequence of a typical selection process.
� Identify three types of selection tests and legal concerns about
their uses.
� Discuss several types of selection interviews and some key
considerations in conducting these interviews.
� Explain how legal concerns affect background investigations of
applicants and use of medical examinations in the selection
process.
� Describe the major issues to be considered when selecting
candidates for global assignments.
2
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Selection and Placement
• Selection
�The process of choosing individuals with
qualifications needed to fill jobs in an organization.
�Organizations need qualified employees to succeed.
� “Hire hard, manage easy.”
� “Good training will not make up for bad selection.”
• Placement
�Fitting a person to the right job.
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Typical Division of HR Responsibilities: Selection
Figure 8–1
3
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HR Employment Functions
• Receiving applications
• Interviewing applicants
• Administering tests to
applicants
• Conducting background
investigations
• Arranging physical
examinations
• Placing and assigning
new employees
• Coordinating follow-up of
new employees
• Exit interviewing
departing employees
• Maintaining employee
records and reports.
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Placement
• Person-job Fit
�Matching the knowledge, skills and abilities (KSAs) of
people to the characteristics of jobs (tasks, duties and
responsibilities–TDRs).
�Benefits of person-job fit
� Higher employee performance
� Lower turnover and absenteeism
• Person-organization Fit
�The congruence between individuals and
organizational factors.
KSAs = TDRs = Job Success?
4
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Criteria, Predictors, and Job Performance
• Selection Criterion
� A characteristic that a person must have to do a job successfully
• Predictors
� The measurable or visible indicators of a selection criterion
• Validity
� The correlation between a predictor and job performance
• Reliability
� The extent to which a predictor repeatedly produces the same
results, over time
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Job Performance, Selection Criteria, and Predictors
Figure 8–2
5
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Combining Predictors
• Multiple Hurdles
�Establishing a minimum cutoff (level of performance)
for each predictor, and requiring that each applicant
must score at least the minimum on each predictor to
be considered for hiring.
• Compensatory Approach
�Scores on all predictors are added together, allowing
a higher score on one predictor to offset a lower score