Human Resource Selection

by Gatewood, Robert; Feild, Hubert S.

• ISBN13: 9780030319334
• ISBN10: 0030319331
• Edition: 5th
• Format: Hardcover
• Copyright: 2000-08-08
• Publisher: South-Western College Pub

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