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Human Resource Selection,9780030319334
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Human Resource Selection

by
Edition:
5th
ISBN13:

9780030319334

ISBN10:
0030319331
Format:
Paperback
Pub. Date:
8/8/2000
Publisher(s):
South-Western College Pub

Questions About This Book?

What version or edition is this?
This is the 5th edition with a publication date of 8/8/2000.
What is included with this book?
  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any CDs, lab manuals, study guides, etc.

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Summary

This leading text offers an advanced treatment of the technical issues involved in developing and implementing selection programs within organizations. The new edition offers the most thorough and up-to-date coverage of HR selection on the market and is appropriate for upper-level undergraduate and graduate courses in management and industrial/organizational psychology departments, as well as for corporate HR departments.

Table of Contents

Part One An Overview of Human Resource Selection 1(72)
An Introduction to Selection
3(28)
Definition of Selection
3(3)
Collecting and Evaluating Information
4(1)
Initial Job and All Internal Movement
4(1)
Constraints and Futures Interests
5(1)
Selection Related to Other Management Programs
6(11)
Strategy and Human Resource Planning
6(2)
Selection and Other HRM Programs
8(1)
Selection and Recruitment
9(8)
Developing a Selection Program
17(5)
Job Analysis Information
18(1)
Indentification of Relevant Job Performance Measures
18(2)
Identification of Worker Characteristics
20(1)
Development of Assessment Devices
20(1)
Validation Procedures
21(1)
Constraints in Developing a Selection Program
22(2)
Limited Information on Applicants
22(1)
Measurement of Jobs, Individuals, and Work Performance
23(1)
Other Factors Affecting Work Performance
24(1)
Current Issues in Selection
24(4)
Broadly Defined and Team-Based Jobs
24(3)
Selection in Small Business
27(1)
Plan of This Book
28(1)
References
28(3)
Legal Issues in Selection
31(42)
Federal Regulation
32(11)
Regulatory Model
32(2)
EEO Laws and Executive Orders
34(9)
Employment Discrimination
43(8)
Discrimination Defined
43(1)
Evidence Required
44(3)
The Use of Statistics
47(4)
The Uniform Guidelines on Employee Selection Procedures (1978)
51(3)
Determination of Adverse Impact
51(1)
Selection Methods
52(1)
Defense of Selection Programs
52(1)
Selection Requirements
52(1)
Job Performance Measures
53(1)
Record Keeping
53(1)
Affirmative Action Programs
54(3)
Federal Contractor
54(1)
Court Order and Consent Decree
55(1)
Voluntary AAP
56(1)
Selection Court Cases
57(8)
Griggs v. Duke Power(1971)
58(1)
United States v. Georgia Power (1973)
58(2)
Spurlok v. United Airlines (1972)
60(1)
Connecticut v. Teal (1982)
60(1)
Watson v. Ft. Worth Bank & Trust (1988)
61(1)
OFCCP v. Ozark Air Lines (1986)
62(1)
Auto Workers v. Johnson Controls (1991)
63(1)
Rudder v. District of Columbia (1995)
63(2)
EEO Summary
65(3)
Basis of Discrimination
66(1)
Evidence of Discrimination
67(1)
Options of the Organization
67(1)
Legal Issues in Small Business
68(1)
References
69(4)
Part Two Foundations of Measurement for Human Resource Selection 73(194)
Human Resource Measurement in Selection
75(38)
Fundamentals of Measurement: An Overview
75(1)
The Role of Measurement in HR Selection
75(11)
The Nature of Measurement
75(4)
Scales of Measurement
79(7)
Standardization of Selection Measures
86(19)
Measures Used in HR Selection
88(2)
Criteria for Evaluating Selection Measures
90(1)
Finding and Constructing Selection Measures
91(1)
Locating Existing Selection Measures
91(8)
Constructing New Selection Measures
99(6)
Interpreting Scores on Selection Measures
105(6)
Using Norms
105(2)
Using Percentiles
107(1)
Using Standard Scores
108(1)
Race Norming
109(2)
References
111(2)
Reliability of Selection Measures
113(48)
What Is Reliability?
113(8)
A Definition of Reliability
114(1)
Errors of Measurement
115(6)
Methods of Estimating Reliability
121(20)
Test-Retest Reliability Estimates
122(4)
Parallel or Equivalent Forms Reliability Estimates
126(3)
Internal Consistency Reliability Estimates
129(9)
Interrater Reliability Estimates
138(3)
Interpreting Reliability Coefficients
141(16)
What Does a Reliability Coefficient Mean?
141(3)
How High Should a Reliability Coefficient Be?
144(2)
Factors Influencing the Reliability of a Measure
146(6)
Standard Error of Measurement
152(3)
Evaluating Reliability Coefficients
155(1)
Reliability: A Concluding Comment
155(2)
References
157(4)
Validity of Selection Measures
161(74)
An Overview of Validity
161(3)
Validity: A Definition
161(1)
The Relation between Reliability and Validity
162(1)
Types of Validity Strategies
163(1)
Criterion-Related Validity Strategies
164(9)
Concurrent Validity
164(4)
Predictive Validity
168(2)
Concurrent versus Predictive Validity Strategies
170(1)
Requirements for a Criterion-Related Validation Study
171(1)
Criterion-Related Validity over Time
171(1)
The Courts and Criterion-Related Validity
172(1)
Content Validity Strategy
173(11)
Major Aspects of Content Validation
174(4)
Some Examples of Content Validation
178(2)
Inappropriateness of Content Validation
180(4)
Content versus Criterion-Related Validation: Some Requirements
184(1)
Construct Validity Strategy
184(4)
Empirical Considerations in Criterion-Related Validity Strategies
188(24)
Correlation
188(5)
Prediction
193(7)
Factors Affecting the Size of Validity Coefficients
200(6)
Utility Analysis
206(6)
Broader Perspectives of Validity
212(10)
Validity Generalization
213(6)
Job Component Validity
219(3)
Validation Options for Small Businesses
222(3)
The Future of Validation Research
225(1)
References
226(9)
Strategies for Selection Decision Making
235(32)
Characteristics of Selection Decisions
236(6)
Methods for Collecting and Combining Predictor Information
237(1)
The Methods
238(2)
Which Method Is Best?
240(1)
Implications for Decision Makers
241(1)
Strategies for Combining Predictor Scores
242(8)
Multiple Regression
242(2)
Multiple Cutoffs
244(1)
Multiple Hurdle
245(2)
Combination Method
247(1)
Profile Matching
248(2)
Approaches for Making Employment Decisions
250(9)
Top-Down Selection
250(1)
Cutoff Scores
251(4)
Banding
255(4)
A Practical Approach to Making Selection Decisions
259(2)
Auditing Selection Decisions: Learning from Your Successes and Failures
261(1)
Recommendations for Enhancing Selection Decision Making
262(1)
References
263(4)
Part Three Job Analysis in Human Resource Selection 267(2)
Preparing for Job Analysis: An Overview
269(36)
Role of Job Analysis in HR Selection
269(7)
A Definition and Model
269(3)
Growth in Job Analysis
272(1)
Legal Issues in Job Analysis
272(3)
Summary
275(1)
Implementation of a Job Analysis
276(23)
Organizing for a Job Analysis
276(2)
Choosing the Jobs to Be Studied
278(3)
Reviewing the Relevant Literature
281(10)
Selecting Job Agents
291(8)
References
299(6)
Applying Job Analysis Techniques
305(1)
Collecting Job Information
305(2)
A Categorization of Job Analysis Methods
307(1)
A Survey of Job Analysis Methods
308(1)
Job Analysis Interviews
308(8)
Description
308(1)
Considerations on Applicability
309(1)
An Example
309(4)
Guidelines for Use
313(1)
Limitations of the Job Analysis Interview
314(2)
Job Analysis Questionnaires
316(15)
Description
316(1)
The Task Analysis Inventory
317(7)
The Position Analysis Questionnaire (PAQ)
324(6)
Subject Matter Expert (SME) Workshops
330(1)
Supplementary Methods for Collecting Job Information
331(1)
Collection of Job Information: A Comparison of Methods
332(6)
Potential Usefulness of Methods
333(5)
Use of Multiple Job Analysis Methods
338(1)
Analysis of Jobs That Do Not Exist
338(2)
The Future of Job Analysis
340(2)
References
342(5)
APPENDIX TO CHAPTER 8
Some Additional Job Analysis Techniques
347(1)
Critical-Incidents Techniques
347(3)
Description
347(1)
Application
348(1)
Advantages and Disadvantages
349(1)
Fleishman Job Analysis Survey (F-JAS)
350(2)
Description
350(1)
Application
350(2)
Advantages and Disadvantages
352(1)
Functional Job Analysis (FJA)
352(8)
Description
352(1)
Application
353(7)
Advantages and Disadvantages
360(1)
Job Element Method (JEM)
360(3)
Description
360(1)
Application
361(1)
Advantages and Disadvantages
362(1)
References for the Appendix
363(2)
Incorporating Job Analysis Results in Selection Measures
365(40)
Identification of Employee Specifications
365(2)
The Task Analysis Approach
367(20)
Determination of Employee Specifications
367(13)
Determination of Selection Measures Content
380(4)
An Example Selection Plan for the Job of HR Selection Analyst
384(3)
The PAQ Approach
387(9)
Determination of Employee Specifications
387(1)
PAQ Items as Employee Specifications
387(1)
PAQ Job Attributes as Employee Specifications
388(3)
Determination of Selection Measure Content
391(3)
Other Approaches to Identification of Employee Specifications
394(2)
Conclusions
396(1)
The Future of KSAs
396(2)
Identifying Employee Competencies: An Example from Anheuser-Busch
398(3)
References
401(4)
Part four Predictors of Job Performance 405(292)
Application Forms, Training and Experience Evaluations, and Reference Checks
407(64)
Application Forms
407(21)
Nature and Role of Application Forms in Selection
407(1)
Legal Implications of Application Forms
408(1)
Composition of Application Forms
409(1)
Selecting Application Form Content
410(11)
Developing and Revising Application Forms
421(2)
Accuracy of Application Form Data
423(2)
Applications and Resumes
425(1)
Using Application Forms in HR Selection
426(2)
Training and Experience (T&E) Evaluations
428(16)
Nature and Role of T & E Evaluations in Selection
428(4)
Methods of Collecting T & E Evaluation Information
432(9)
Reliability and Validity of T & E Evaluations
441(2)
Recommendations for Using T & E Evaluations
443(1)
Reference Checks
444(19)
Nature and Role of Reference Checks in Selection
444(1)
Types of Reference Data Collected
445(2)
Methods of Collecting Reference Data
447(5)
Source of Reference Data
452(2)
Usefulness of Reference Data
454(2)
Legal Issues Affecting the Use of Reference Checks
456(5)
Recommended Steps for Using Reference Checks
461(2)
Summary Recommendations for Using Applications, T & E Ratings, and Reference Checks in Selection
463(2)
Applications
463(1)
T & E Ratings
464(1)
Reference Checking
464(1)
References
465(6)
Weighted Application Blanks and Biographical Data
471(50)
Weighted Application Blanks
471(12)
The Need for Systematic Scoring of Application Forms
471(1)
The Nature of Weighted Application Blanks
471(2)
Developing Weighted Application Blanks
473(6)
Using WABs in Human Resources Selection
479(4)
Biographical Data
483(28)
What Are Biographical Data?
483(6)
Developing Biodata Questionnaires
489(6)
Scoring Biodata Questionnaires
495(3)
Measurement and Other Characteristics of Biodata
498(8)
Why Is Biodata a Good Predictor?
506(1)
Use of Biodata
507(1)
Criticisms of Biodata
508(3)
Summary Recommendations for Using WABs and Biodata Questionnaires in Selection
511(2)
Weighted Application Blanks (WABs)
511(1)
Biodata Questionnaires
512(1)
References
513(8)
The Selection Interview
521(46)
Uses of the Interview in Selection
522(8)
Recruiting the Application to the Organization
522(2)
Measuring Applicant KSAs
524(2)
Selection Evaluation by an Organization Member
526(3)
Conclusions about the Use of the Interview
529(1)
Discrimination and the Interview
530(4)
Court Cases
530(4)
A Model of Interviewer Decision Making
534(3)
Attempts to Improve the Interview
537(10)
Training of Interviwers
537(4)
Developing Appropriate Interview Questions
541(5)
Screening versus Selection Interview
546(1)
Validity of the Interview
547(3)
Recommendations for Use of the Interview
550(11)
Restrict the Scope of the Interview
550(1)
Limit the Use of Preinterview Data
551(2)
Adopt a Structured Format
553(1)
Use Job-Related Questions
554(2)
Use Multiple Questions for Each KSA
556(2)
Apply a Formal Scoring Format
558(1)
Train the Interviewer
559(2)
Small Business Selection
561(1)
References
561(6)
Ability Tests
567(34)
History of Ability Tests in Selection
567(2)
Definition of Ability Test
568(1)
Mental Ability Tests
569(4)
Development of Mental Ability Tests
569(1)
What Is Measured
570(1)
The Wonderlic Personnel Test
571(1)
General Comments about Mental Ability Tests
572(1)
Mechanical Ability Tests
573(3)
The Bennett Mechanical Comprehension Test
573(1)
The MacQuarrie Test for Mechanical Ability
574(2)
Clerical Ability
576(1)
The Minnesota Clerical Test
576(1)
Physical Abilities
576(6)
Physical Abilities Analysis
577(1)
Three Components of Physical Performance
578(2)
Legal Issues
580(2)
The Validity of Cognitive Ability Tests
582(6)
Project A
582(1)
Validity Genralization Studies
582(6)
Ability Tests and Discrimination
588(6)
Defferential Validity
589(1)
Comparison of Mental Ability Tests and Other Selection Instruments
590(3)
Conclusions
593(1)
Recommendations for the Use of Ability Tests in Selection
594(4)
Review Reliability Data
594(2)
Review Validity Data
596(1)
Use in Small Business
597(1)
References
598(3)
Personality Assessment
601(32)
Definition and Use of Personality in Selection
601(6)
Arguments for and against Use in Selection
602(1)
Personality Traits
603(2)
Interaction of Personality Traits and Situations
605(2)
Personality Measurement Methods
607(16)
Inventories in Personality Measurement
607(11)
The Interview in Personality Measurement
618(3)
Behavioral Assessment in Personality Measurement
621(2)
Recommendations for the Use of Personality Data
623(5)
Define Personality Traits in Terms of Job Behaviors
623(1)
The Appropriateness of the Selection Instrument
624(1)
The Nature of Job Performance
625(1)
Legal Issues in the Use of Personality Tests
626(1)
Use in Small Businesses
627(1)
References
628(5)
Performance Tests and Assessment Centers
633(34)
Performance Tests
633(15)
Differences from Other Selection Devices
633(1)
Limitations
634(1)
Consistency of Behavior
635(1)
Examples of Performance Tests
635(4)
The Development of Performance Tests
639(5)
An Example of the Development of a Performance Test
644(2)
The Effectiveness of Performance Tests
646(2)
Assessment Centers
648(16)
Assessment Centers in Industry
649(1)
Assessment Center Exercises
650(5)
The Training of Assessors
655(4)
The Effectiveness of Assessment Centers
659(5)
Use of Performance Tests and ACs in Small Business
664(1)
References
664(3)
Integrity Testing, Drug Testing, and Graphology
667(30)
Integrity Testing
667(12)
Polygraph Testing
668(3)
Paper-and-Pencil Integrity Tests
671(3)
The Usefulness and Validity of Integrity Tests
674(5)
Drug Testing
679(7)
Drug Tests
680(2)
Accuracy of Chemical Tests
682(1)
Comparison of Testing Methods
683(1)
Legal Issues in Employment Drug Testing
683(2)
Guidelines for Drug Testing Programs
685(1)
Graphology
686(8)
Analysis of Handwriting Features
687(3)
Validity of Graphology in Selection
690(1)
A Case Example
691(3)
References
694(3)
Part Five Criteria Measures 697(38)
Measurement of Job Performance
699(36)
Types of Job Performance Measures
700(18)
Production Data
700(2)
HR Personnel Data
702(4)
Training Proficiency
706(2)
Judgmental Data
708(10)
Appropriate Characteristics of Selection Criteria Measures
718(5)
Individualization
718(1)
Controllability
719(1)
Relevance
720(1)
Measurability
720(1)
Reliability
720(1)
Variance
721(1)
Practicality
721(1)
Lack of Contamination
722(1)
Specificity for Selection
722(1)
What If Some of the Characteristics Aren't There?
722(1)
Issues in Criterion Use
723(3)
Single versus Multiple Criteria
723(2)
Stability of Job Performance
725(1)
Job Performance Measurement and EEO Issues
726(3)
The Uniform Guidelines
727(1)
Court Decisions
728(1)
Performance Review for Teams
729(1)
Performance Measurement in Small Business
730(1)
That's All Folks!
730(1)
References
730(5)
Name Index 735(7)
Subject Index 742


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