1.7C Problem 2 – Selective Selection
General info
Two key principles underlie the use of selection/assessment procedures in
organizations:
People are not equally suited to all jobs
Future job performance is predictable and can be estimated
Our selection procedures have to meet certain characteristics to be effective:
Three major domains of job performance:
1. Task performance → the proficiency with which employees perform core activities that are relevant
to the job
2. Citizenship performance → the contributions of the employee to the organizational, social,
psychological environment to help to accomplish organizational goals
3. Counterproductive behavior → any intentional behavior of an employee viewed by the organization
as contrary to its legitimate interests
- cognitively loaded predictors → the strongest correlates of task performance
- non-cognitive predictors → the best predictors in the citizenship and counterproductive behavior
Role of human raters:
- there is a positive impact of rater training and experience within the organization on the quality of
performance measurement and predictive validity
The process of designing and implementing a personnel selection
procedure
, Job analysis → Selection/assessment criteria – Advertising – Selection Methods →
Selecting out – Selecting in → Selection decisions → Feedback → Validate selection
decisions
Or
Job analysis → Competency model → Selection → Feedback → Change the
competency model
Job analysis:
o Job-oriented → focuses on the work itself, producing a description in terms of
the equipment used, the end results or purposes of the job, resources and
materials utilized
o Worker-oriented → concentrates on describing the psychological or behavioral
requirements of the job, such as communicating, decision-making and
reasoning
o Future oriented → focuses on knowledge, skills and abilities associated with
the new roles that are being created due to the rapid pace of change in
modern organizations
- job analysis information may be used to design:
- Sign-based personnel selection procedures → focuses on making inferences
about the kind of psychological characteristics (signs) needed for successful
job performance
General info
Two key principles underlie the use of selection/assessment procedures in
organizations:
People are not equally suited to all jobs
Future job performance is predictable and can be estimated
Our selection procedures have to meet certain characteristics to be effective:
Three major domains of job performance:
1. Task performance → the proficiency with which employees perform core activities that are relevant
to the job
2. Citizenship performance → the contributions of the employee to the organizational, social,
psychological environment to help to accomplish organizational goals
3. Counterproductive behavior → any intentional behavior of an employee viewed by the organization
as contrary to its legitimate interests
- cognitively loaded predictors → the strongest correlates of task performance
- non-cognitive predictors → the best predictors in the citizenship and counterproductive behavior
Role of human raters:
- there is a positive impact of rater training and experience within the organization on the quality of
performance measurement and predictive validity
The process of designing and implementing a personnel selection
procedure
, Job analysis → Selection/assessment criteria – Advertising – Selection Methods →
Selecting out – Selecting in → Selection decisions → Feedback → Validate selection
decisions
Or
Job analysis → Competency model → Selection → Feedback → Change the
competency model
Job analysis:
o Job-oriented → focuses on the work itself, producing a description in terms of
the equipment used, the end results or purposes of the job, resources and
materials utilized
o Worker-oriented → concentrates on describing the psychological or behavioral
requirements of the job, such as communicating, decision-making and
reasoning
o Future oriented → focuses on knowledge, skills and abilities associated with
the new roles that are being created due to the rapid pace of change in
modern organizations
- job analysis information may be used to design:
- Sign-based personnel selection procedures → focuses on making inferences
about the kind of psychological characteristics (signs) needed for successful
job performance
