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Foundations of Personnel Selection

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... Selection Methods and Make Selection Decisions. Evaluation ... Example Job Analysis Methods. Observation. Work diaries. Stakeholder interviews. Expert panels ... – PowerPoint PPT presentation

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Title: Foundations of Personnel Selection


1
Foundations of Personnel Selection
  • Work Psychology
  • Understanding Human Behaviour in the Workplace

2
The Selection Process
Job Analysis
Identify Selection Criteria
Choose Selection Methods
Implement Selection Methods and Make Selection
Decisions
Attract Candidates
Evaluation Validation
3
Definitions of Competency
  • A competency is defined as the specific
    characteristics and behaviour patterns a job
    holder is required to demonstrate in order to
    perform the relevant job tasks with competence.
  • Trend towards more worker-oriented job analyses
    where job tasks are described with reference to
    the relevant person attributes.
  • Main aim of competency analysis is to derive a
    competency model for the target role.

4
The Purpose of Job Analysis Competency Modelling
  • Job analysis is conducted to define the necessary
    knowledge, skills, attitudes abilities for
    performance in the target job role. Applications
    include
  • Recruitment selection (self-selection)
  • Induction
  • Performance management
  • Career development, counseling
  • Organisational change, diagnosis
  • The existence of a competency model has
    implications for equal opportunities legislation

5
Job Analysis data collection
  • Identify competencies by gathering behavioural
    data from job incumbents existing data sets
  • Job incumbents define the role, such as
  • senior managers
  • managers
  • direct reports/subordinates
  • colleagues
  • customers/ user group

6
Example Job Analysis Methods
  • Observation
  • Work diaries
  • Stakeholder interviews
  • Expert panels
  • Behavioural Event Interviews
  • Critical Incident Technique (Flanagan,1954)
  • Repertory Grid Technique
  • Focus Groups
  • Repertory Grid Technique (Kelly, 1969)
  • Behavioural Checklists
  • Work Profiling questionnaires (e.g.PAQ)
  • Hierarchical Task Analysis
  • Behavioral Mapping

7
Criteria for Choosing a Method
  • Worker or task orientation (precise tasks or
    psychological factors)
  • Level of knowledge required for researcher
  • Qualitative vs. quantitative
  • Job proximity (observed vs. self-report)
  • Capacity to generate usable outcomes
  • Cost (time resource)
  • Sensitivity access
  • Sample size?

8
Research issues
  • Multi-method, multi-level analysis is best -
    findings should converge
  • Analysis informs Person Specification Job
    Description
  • Competencies and job roles are not static
  • JA arises from Person-Job fit assumption
  • In todays organisations large scale recruitment
    is often into newly created jobs so traditional
    techniques may be redundant

9
SLIDE 4.9
10
SLIDE 4.10
11
Reliability Validity
  • Reliability the extent to which the selection
    instrument measures consistently under varying
    conditions.
  • Validity the extent to which the selection
    instrument measures what it claims to measure.

12
Reliability
  • Does the selection instrument measure
    consistently under varying conditions?
  • Test-re-test reliability (stability) coefficient
  • Parallel Forms - e.g. same items of equal
    difficulty
  • Internal Reliability e.g. split-half method,
    alpha coefficient, etc.

13
Validity
  • Faith Validity
  • Face Validity
  • Content Validity
  • Criterion Validity
  • Predictive Validity
  • Concurrent Validity
  • Retrospective Validity
  • Construct Validity

14
SLIDE 4.14
15
Issues in Validation Studies
  • Rarely conducted adequately
  • Problems of prediction
  • Criterion problem (error bias)
  • Restriction of Range
  • Small sample size
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