Purpose of Business and thus I/O Psychology Must make the production, distribution, and consumption of products, goods, and services as efficient and cost.

Purpose of Business and thus I/O Psychology

•Must make the production, distribution, and consumption of products, goods, and services as efficient and cost effective as possible.

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Ludwig von Bertalanffy - General System Theory - 1950General system theory, therefore, is a general science of wholeness... The meaning of the somewhat mystical expression, http://www.nwlink.com/~donclark/history_isd/bertalanffy.html

“The whole is more that the sum of its parts” is simply that constitutive characteristics are not explainable from the characteristics of the isolated parts. The characteristics of the complex, therefore, appear as new or emergent... - Ludwig von BertalanffySystems theory was proposed in the 1940's by the biologist Ludwig von Bertalanffy and furthered by Ross Ashby. von Bertalanffy was reacting agaInst both reductionism and attempting to revive the unity of science. If one were to analyze current notions and fashionable catchwords, he would find “systems” high on the list - Ludwig von BertalanffyA system is a complex of interacting elements. von Bertalanffy also noted that they are open to, and interact with their environments. In addition, they can acquire qualitatively new properties through emergence, thus they are in a continual evolution. System thinking is both part-to-whole and whole-to-part thinking about making connections between the various elements so that they fit together in a whole.

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An Introduction to Selection

Part 1 An Overview of Human Resource Selection

CHAPTER

1

Basic Viewpoint of this Text

• Selection programs can be useful if: Proper steps are taken to develop selection

instruments that collect job-related information from applicants

This information is then used appropriately in making selection decisions.

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Section Topics

• The importance of selection in conjunction with other human resource functions, especially human resource planning and recruitment.

• The steps to be taken in developing a useful selection program.

• The inherent difficulties and constraints of selection that must be addressed in developing a program.

• The specific legal demands of selection. These take the form of laws, executive orders, court decisions, and guidelines for selection practices.

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Definition of Selection

• 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.

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Selection Issues

• Collecting and Evaluating Information KSAs (Knowledge, Skills, and Abilities)

The factual information about how to do the job and the necessary skills and abilities an individual must possess in order to perform the job.

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Selection versus Hiring

• Selection When job-related information is collected from

applicants and offers of employment are given to those who apparently possess the necessary KSAs to do well on the job.

• Hiring When offers of employment are given with no

evaluation of the applicant’s job-related qualifications.

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Selection Issues

• Initial Job Selection and Internal Movement Similar tasks Initial jobs - external applicants Internal movement (i.e., promotions) – internal

candidates (current employees) Information and evaluation processes differ

• Constraints and Future Interests Economic conditions Federal (EEO) and state laws (FEPs)

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Selection and Strategic HRM

• Strategic Human Resource Management (SHRM) Activities that align the number of employees and

their performance with the goals of the firm Requires that the human resource (HR) systems of the firm

are coordinated and interact smoothly with one another.

• Forecasting HR

1. Future labor demand

2. Future labor supply

3. Aligning demand to supply

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1–14

FIGURE 1.1 Interaction of Selection and Other HRM Systems

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Selection and Recruitment

Selection more closely related to recruitment than to other HRM programs

Consists of activities that influence the number and types of individuals who apply for a position

Affects applicants’ decisions about whether to accept a job offer (increases the probability that candidates will accept a position if it is offered)

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1–16

FIGURE 1.3 Steps in the Development of a Selection Program

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Job Analysis

Identification of Relevant Job Performance Dimensions

Identification of Knowledge, Skills, and Abilities (KSAs) Necessary for Job

Development of Assessment Devices to Measure KSAs

Validation of Assessment Devices1. Content2. Criterion

Use of Assessment Devices in the Processing of Applicants

Developing a Selection Program

• Job Analysis Information Job analysis

Gathering of information about a job in an organization– The tasks, results (products or services) equipment, material

used, and environment (working conditions, hazards, work schedule, etc.) that characterize the job

Purposes of information Inform applicants about the nature and demands of the job Provide a database for the other steps in the developmental

process

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Developing a Selection Program (cont’d)• Identifying Relevant Job Performance Measures

What determines how job performance is measured and what level of performance is regarded as successful?

Physical outputs Interactions with customers Contributions to team efforts

What length of time (performance interval) to measure?

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Developing a Selection Program (cont’d)• Identifying Worker Characteristics

KSAs and other characteristics that a worker should possess in order to perform the job successfully are potential selection evaluation measures:

Work (Job) requirements Worker attributes Worker characteristics

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Developing a Selection Program (cont’d)• Development of Selection Devices

Device must measure the KSAs identified as needed for the job.

Device must able to differentiate among applicants.• Validation Procedures

Empirical validation A representative sample of individuals and correlation

measures of how well the individuals are performing the job.

Content validation Systematically taking data (the judgments of workers and

managers), and using them to determine the relationship between the selection test and job performance.

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Constraints in Developing a Selection Program

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Other Factors Affecting Work Performance

Other Factors Affecting Work Performance

Limited Informationon Applicants

Limited Informationon Applicants

Measurement of Jobs, Individuals, and Work

Performance

Measurement of Jobs, Individuals, and Work

Performance

Selection Program

Development

Selection Program

Development

Uniform Guidelines on Employee Selection Procedures (1978)

Click on above to proceed to related site.

They are your friends so get to know them!

Current Issues in Selection

• Broadly Defined Team-Based Jobs Emphasize KSAs necessary for teamwork Emphasize interpersonal skills and use of incumbent

team members in the selection of new members Describe jobs in terms of processes rather than

specific job activities Work analysis methods should allow for considerable

flexibility as job incumbents and organization change• The Growth Of Small Business

Large organizations have been reducing the number of employees, while small businesses have been increasing their numbers

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Plan of This Book• Chapters 1 and 2

An overview of the selection program and its legal environment.• Chapters 3 through 6

The major measurement issues in selection within the legal direction of the courts and the use of measurement data in selection decision making.

• Chapters 7 and 8 Job analysis and the identification of KSAs as the basis of

selection.• Chapters 9 through 15

The various selection instruments, measurement concerns, and the most appropriate use of each instrument.

• Chapter 16 A summary of the methods of measuring job performance for

use in selection programs.

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Key Terms and Concepts

• Selection• Hiring• KSAs• Strategic human resource management (SHRM)• Recruitment• Job Analysis• Validation• Measurement

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