c h a p t e r part two - staffing the organization selecting employees 8

C h a p t e rC h a p t e r

PART TWO - STAFFING THE ORGANIZATION

SelectingEmployees

88

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Chapter 8 Overview

The Selection Process

Validation of Selection Procedures

Reliability

Uniform Guidelines on Employee Selection Procedures

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The Selection Process Application Form

EEOC Requirements Processing Accuracy of Information Applicant Flow Record

Preliminary Interview Formal Testing

Aptitude Tests Psychomotor Tests Job Knowledge and Proficiency Test Interest Tests Personality Tests Polygraph Tests Graphology Drug and AIDS Testing Genetic Testing

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Figure 8.1

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Steps in the Selection Process

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The Selection Process Application Form

EEOC Requirements Processing Accuracy of Information Applicant Flow Record

Preliminary Interview Formal Testing

Aptitude Tests Psychomotor Tests Job Knowledge and Proficiency Test Interest Tests Personality Tests Polygraph Tests Graphology Drug and AIDS Testing Genetic Testing

The Selection Process Application Form

EEOC Requirements Processing Accuracy of Information Applicant Flow Record

Preliminary Interview Formal Testing

Aptitude Tests Psychomotor Tests Job Knowledge and Proficiency Test Interest Tests Personality Tests Polygraph Tests Graphology Drug and AIDS Testing Genetic Testing

The Selection Process Application Form

EEOC Requirements Processing Accuracy of Information Applicant Flow Record

Preliminary Interview Formal Testing

Aptitude Tests Psychomotor Tests Job Knowledge and Proficiency Test Interest Tests Personality Tests Polygraph Tests Graphology Drug and AIDS Testing Genetic Testing

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 6

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

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Figure 8.2

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Relationship between Job Analysis and Validity

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Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

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Figure 8.3

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Predictive Validation Process

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Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

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Figure 8.4

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Concurrent Validation Process

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Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

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Figure 8.5

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Determining Adverse Impact in an Employer’sWork Force

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Figure 8.6

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Determining Adverse Impact in an Employer’sHiring Decisions

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Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

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