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HRA Week 5 Notes

by: Sam Hipe

HRA Week 5 Notes BA362

Marketplace > Arcadia University > Business > BA362 > HRA Week 5 Notes
Sam Hipe
GPA 3.13

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About this Document

Moving on from our first exam, we are starting on how employers use tests for new hires
Human Resource Administration
R. Madison
Class Notes
HR, Administration, Management, business, Tests, recruitment
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This 4 page Class Notes was uploaded by Sam Hipe on Friday October 7, 2016. The Class Notes belongs to BA362 at Arcadia University taught by R. Madison in Fall 2016. Since its upload, it has received 2 views. For similar materials see Human Resource Administration in Business at Arcadia University.


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Date Created: 10/07/16
HRA Week 5 10/04/2016 Chapter 1 for Short Answer Question 2 1. Workforce demographics 2. How people work 3. Globalization 4. Economic trends 5. Labor force 6. Technology  Job Specification vs. Job Description Chapter 6: Talent Management Talent Management – holistic and integrated process of planning, recruiting, developing, managing, and compensating  employees Process  Decide what positions to fill  Build a pool of job candidates  Obtain application forms  Use selection tools  Decide to whom to make an offer  Orient, train, and develop employees  Appraise employees  Compensate employees to maintain their motivation Employee Testing and Selection  Why is it important to test and select employees? (According to us) o Background checks o Competency exam  Why? o Performance (person­job fit)  Personality o Costly (recruit/hiring)  Could lead to bad reputation o Legal obligations o Person and job/organization fit o Making sure the applicant’s “KSACs” match with the job  Basic Testing and selecting Employees o Reliability  Is requirement #1 of a selection tool  The consistency of scores obtained by the same person when retested with the identical tests or with  alternate forms of the same test  What makes a test unreliable?  Physical conditions  Differences in the test taker  Differences in test administration  The questions may do a poor job of sampling the material o Validity: the accuracy with which a test, interview, or other selection tool measures what is purports to  measure or fulfills the function it was designed to fill  Does it measure what it’s supposed to measure?  Test performance is a predictor of job performance.  How to demonstrate validity?  Criterion validity o Statistical relationship between scores and job performance. Tested well/performed  well and vice­versa  Content validity o Selection procedure’s content reflects/represents importance aspects (skills/tasks) of  job performance  Construct validity o An abstract idea (honesty or morale) is measured and important to job performance  How to validate a test  Analyze the job (job descriptions and specifications are key). Know predictors of success  Choose the test. Use several = battery  Administer the test. Sources (1) current employees. Scores match performance? Pros/Cons to  concurrent validation; (2) administer to applicants (predictive validation); if hired, compare  performance to test results  Relate your Test scores and Criteria  Cross­validate and revalidate o Other considerations  Bias: prejudice in favor of or against one ting, person, or group compared with another, usually in a  way considered to be unfair  Utility analysis: is it practical (pay) to use the test? Cost vs. benefit. Is the quality of hire utilizing the  selection measure that much greater than without?  Need background information and job analysis  Usually from experience or gut  Validity generalization: is there evidence that a measure’s validity in one situation can be applied to  another situation? Important consideration for smaller firms  Are there tests from other companies that smaller businesses can use?  Employment Opportunity  2 key factors o Ability to prove the tests or any selection techniques, are related to success or failure in a job o Tests do not unfairly discriminate against either minority or nonminority subgroups 10/6/2016  Employee Selection is Important*** (***will be on next exam) o Performance (person­job fit)  Personality o Costly (recruit/hiring)  Could lead to bad reputation o Legal obligations o Person and job/organization fit o Making sure the applicant’s “KSACs” match with the job  Testing = person’s behavior  Using tests to cut costs and boost profits o Ex. Key Bank  Key employees were tellers, and call center employees  Selection/training process costs = $10,000 per person  Turnover rate: 13%  Solution: virtual job tryout candidate assessment screening tool. Realized a reduced turnover rate  of 4%  Savings = $1.7 Million in 12 months Test Taker’s Individual Rights and Test Security  Why?  Diversity Counts o Gender issues may distort results of selection tests o Key culprit = socialization perspectives  How do employers use tests at work? o General testing areas  Basic skills (read, write, arithmetic) – 41%  Job skills – 67%  Psychological – 29%  What motivates you?  Temperament  How you interact with people  Types of tests o Test of cognitive abilities (general reasoning)  Range of abilities, i.e. memory, vocab, verbal, numerical  Intelligence tests (IQ) – derived score  Specific cognitive abilities – deductive reasoning, verbal comprehension  Aptitude tests (specific to job in question) o Test of motor and physical abilities o Measuring personality and interests  Measured aspects: stability, introversion, motivation  Importance: hired on qualifications; fired because of attitude, temperament  Tests – (1) projective; (2) self­reported o Interest inventories  Comparison with others in various occupations  Insight into occupation better “suited” for interests; high fit occupation  Crowd sourcing  Makes for stronger employment base o Achievement tests  Measure what has been learned  Work samples and simulations o Examination of representative situations and applicant response o Benefits  Harder to fake answer  Not likely to be unfair to minorities (task focused on actual job content)  No invasion of privacy (no personality insight)  Solid indicator of performance  Using work sampling for employee selection o Basic procedure (sample of several tasks) o Situational tests: judgement and video based o Management assessment centers (company specific)  Setup by the company  Benefit the company  Role is to better understand potential management candidates  Less of a tool these days as companies are no longer able to afford o The miniature job training and evaluation approach o Realistic job preview – reality helps o Choosing a selection method (review Table 6.1 complete list) (GOING TO BE AN ESSAY QUESTION)  Understand the tools, don’t just list them  Background Investigations and Other Selection Method o Why background check? How? o Why check references? Useful?  So people speak on your behalf to help you get the job  Not as useful as it used to be due to legal reasons  Using Pre­employment information services o Be aware  EEO Laws apply – timing of action; unreasonable investigation  Federal/state laws on acquisition and use of background information  Accuracy of criminal background information (positives for wrong person) o Credit reports, employment records, lawsuits o Done usually for higher level positions  Can put the company in jeopardy o Databases are not always correct  Polygraph and Lie Detectors  Graphology  Physical Exams  Substance Abuse Screening and Drug Testing Legal Issues  Comply with Immigration Law


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