英文版人力資源管理概論-Employee Testing and Selection

EmployeeTestingandSelectionWhyCarefulSelectionisImportantTheimportanceofselectingtherightemployeesOrganizationalperformancealwaysdependsinpartonsubordinateshavingtherightskillsandattributes.Recruitingandhiringemployeesiscostly.ThelegalimplicationsofincompetenthiringEEOlawsandcourtdecisionsrelatedtonondiscriminatoryselectionproceduresTheliabilityofnegligenthiringofworkerswithquestionablebackgrounds?2005PrenticeHallInc.Allrightsreserved.6–2AvoidingNegligentHiringClaimsCarefullyscrutinizeinformationsuppliedbytheapplicantonhisorheremploymentapplication.Gettheapplicant’swrittenauthorizationforreferencechecks,andcarefullycheckreferences.Saveallrecordsandinformationyouobtainabouttheapplicant.Rejectapplicantswhomakefalsestatementsofmaterialfactsorwhohaveconvictionrecordsforoffensesdirectlyrelatedandimportanttothejobinquestion.Balancetheapplicant’sprivacyrightswithothers’“needtoknow,”especiallywhenyoudiscoverdamaginginformation.Takeimmediatedisciplinaryactionifproblemsarise.?2005PrenticeHallInc.Allrightsreserved.6–3BasicTestingConceptsReliabilityTheconsistencyofscoresobtainedbythesamepersonwhenretestedwiththeidenticalorequivalenttests.Arethetestresultsstableovertime?TestvalidityTheaccuracywithwhichatest,interview,andsoonmeasureswhatitpurportstomeasureorfulfillsthefunctionitwasdesignedtofill.Doesthetestactuallymeasurewhatweneedforittomeasure??2005PrenticeHallInc.Allrightsreserved.6–4SamplePictureCardfrom

ThematicApperceptionTest?2005PrenticeHallInc.Allrightsreserved.6–5Figure6–1

Howdoyouinterpretthispicture?Source:HarvardUniversityPress.Usedwithpermission.TypesofValidityCriterionvalidityAtypeofvaliditybasedonshowingthatscoresonthetest(predictors)arerelatedtojobperformance(criterion).Aretestscoresinthisclassrelatedtostudents’knowledgeofhumanresourcemanagement?ContentvalidityAtestthatiscontentvalidisonethatcontainsafairsampleofthetasksandskillsactuallyneededforthejobinquestion.Dothetestquestionsinthiscourserelatetohumanresourcemanagementtopics?IstakinganHRcoursethesameasdoingHR??2005PrenticeHallInc.Allrightsreserved.6–6ExamplesofWebSitesOfferingInformation

onTestsorTestingPrograms/data/G371.htmProvidesgeneralinformationandsourcesforalltypesofemploymenttests./buros/jsp/search.jspProvidestechnicalinformationonalltypesofemploymentandnonemploymenttests./testcoll/index.htmlProvidesinformationonover20,000tests./InformationfromKaplantestpreparationonhowvariousadmissionstestswork./default.asp?source=GW-emptestOneofmanyfirmsofferingemploymenttests.?2005PrenticeHallInc.Allrightsreserved.6–7Figure6–2

HowtoValidateaTestStep1:AnalyzethejobPredictors:jobspecification(KSAOs)Criterion:quantitativeandqualitativemeasuresofjobsuccessStep2:ChoosethetestsTestbatteryorsingletest?Step3:AdministerthetestConcurrentvalidationCurrentemployees’scoreswithcurrentperformancePredictivevalidationLater-measuredperformancewithpriorscores?2005PrenticeHallInc.Allrightsreserved.6–8HowtoValidateaTest(cont’d)Step4:RelateTestScoresandCriteriaCorrelationanalysisActualscoresonthetestwithactualperformanceStep5:Cross-ValidateandRevalidateRepeatStep3andStep4withadifferentsampleofemployees.?2005PrenticeHallInc.Allrightsreserved.6–9ExpectancyChart?2005PrenticeHallInc.Allrightsreserved.6–10Figure6–3

Note:ThisexpectancychartshowstherelationbetweenscoresmadeontheMinnesotaPaperFormBoardandratedsuccessofjuniordraftspersons.Example:Thosewhoscorebetween37and44havea55%chanceofbeingratedaboveaverageandthosescoringbetween57and64havea97%chance.TestingProgramGuidelinesUsetestsassupplements.Validatethetests.Monitoryourtesting/selectionprogramKeepaccuraterecords.Useacertifiedpsychologist.Managetestconditions.Revalidateperiodically.?2005PrenticeHallInc.Allrightsreserved.6–11Table6–1HighPerformanceInsight?2005PrenticeHallInc.Allrightsreserved.6–12FranciscanHealthSystemoperatesskillednursingcarefacilitiesinOhio.Itfacedseveralproblems,includinghighturnoverof146%/year.Theproblem:HighturnoverTheirsolution:Cutturnoverto71%/year

Theydevisedanursingassistanttestbatteryconsistingofthreetests:

Anemploymentinventory

Apersonalitysurvey

AjobpreferencesinventoryUsingTestsatWork?2005PrenticeHallInc.Allrightsreserved.6–13Areyoupronetoaccidentsatwork?ThistesthelpsyourateyourchancesUsingTestsatWorkMajortypesoftestsusedbyemployersBasicskillstests(45%)Drugtests(47%)Psychologicaltests(33%)UseoftestingLessoveralltestingnowbutmoretestingisusedasspecificjobskillsandworkdemandsincrease.ScreenoutbadordishonestemployeesReduceturnoverbypersonalityprofilingSourceoftestsTestpublishers?2005PrenticeHallInc.Allrightsreserved.6–14Computer-InteractiveTestingTypesoftestsSpecializedworksampletestsNumericalabilitytestsReadingcomprehensiontestsClericalcomparingandcheckingtestsOnlinetestsTelephoneprescreeningOfflinecomputertestsVirtual“inbox”testsOnlineproblemsolvingtests?2005PrenticeHallInc.Allrightsreserved.6–15HighPerformanceInsight?2005PrenticeHallInc.Allrightsreserved.6–16FranciscanHealthSystemoperatesskillednursingcarefacilitiesinOhio.Itfacedseveralproblems,includinghighturnoverof146%/year.Theproblem:HighturnoverTheirsolution:Cutturnoverto71%/year

Theydevisedanursingassistanttestbatteryconsistingofthreetests:

Anemploymentinventory

Apersonalitysurvey

AjobpreferencesinventoryTypesofTestsTestsofcognitiveabilitiesIntelligenceTestsTestsofgeneralintellectualabilitiesthatmeasurearangeofabilities,includingmemory,vocabulary,verbalfluency,andnumericalability.AptitudetestsTeststhatmeasurespecificmentalabilities,suchasinductiveanddeductivereasoning,verbalcomprehension,memory,andnumericalability.?2005PrenticeHallInc.Allrightsreserved.6–17TypesofTests(cont’d)TestsofmotorabilitiesTeststhatmeasuremotorabilities,suchasfingerdexterity,manualdexterity,andreactiontime.TestsofphysicalabilitiesTeststhatmeasurestaticstrength,dynamicstrength,bodycoordination,andstamina.?2005PrenticeHallInc.Allrightsreserved.6–18ProblemfromtheTestof

MechanicalComprehension?2005PrenticeHallInc.Allrightsreserved.6–19Figure6–5

Whichgearwillturnthesamewayasthedriver?Source:Reproducedbypermission.Copyright1967,1969byThePsychologicalCorporation,NewYork,NY.Allrightsreserved.Author’snote:1969isthelatestcopyrightonthistest,whichisstillthemainoneusedforthispurpose.MeasuringPersonalityandInterestsPersonalitytestsTeststhatuseprojectivetechniquesandtraitinventoriestomeasurebasicaspectsofanapplicant’spersonality,suchasintroversion,stability,andmotivation.DisadvantagePersonalitytests—particularlytheprojectivetype—arethemostdifficultteststoevaluateanduse.AdvantageTestshavebeenusedsuccessfullytopredictdysfunctionaljobbehaviorsandidentifysuccessfulcandidatesforoverseasassignments.?2005PrenticeHallInc.Allrightsreserved.6–20The“BigFive”ExtraversionThetendencytobesociable,assertive,active,andtoexperiencepositiveeffects,suchasenergyandzeal.Emotionalstability/neuroticismThetendencytoexhibitpooremotionaladjustmentandexperiencenegativeeffects,suchasanxiety,insecurity,andhostility.OpennesstoexperienceThedispositiontobeimaginative,nonconforming,unconventional,andautonomous.AgreeablenessThetendencytobetrusting,compliant,caring,andgentle.ConscientiousnessIscomprisedoftworelatedfacets:achievementanddependability.?2005PrenticeHallInc.Allrightsreserved.6–21OtherTestsInterestinventoriesPersonaldevelopmentandselectiondevicesthatcomparetheperson’scurrentinterestswiththoseofothersnowinvariousoccupationssoastodeterminethepreferredoccupationfortheindividual.AchievementtestsTestthatmeasurewhatapersonhasalreadylearned—“jobknowledge”inareaslikeaccounting,marketing,orpersonnel.?2005PrenticeHallInc.Allrightsreserved.6–22OtherTests(cont’d)Web-Based(Online)testingEliminatescostlyandinefficientpaper-and-penciltestingprocesses.Allowsforrole-playingbyapplicants.Useofcomputer-basedscoringeliminatesraterbias.Providesimmediatescoringandfeedbackofresultstoapplicants.Canbereadilycustomizedforspecificjobs.?2005PrenticeHallInc.Allrightsreserved.6–23WorkSamplesWorksamplesActualjobtasksareusedintestingapplicants’performance.WorksamplingtechniqueAtestingmethodbasedonmeasuringanapplicant’sperformanceonactualbasicjobtasks.?2005PrenticeHallInc.Allrightsreserved.6–24ExampleofaWorkSamplingQuestion?2005PrenticeHallInc.Allrightsreserved.6–25Figure6–6

WorkSimulationsManagementassessmentcenterAsimulationinwhichmanagementcandidatesareaskedtoperformrealistictasksinhypotheticalsituationsandarescoredontheirperformance.Typicalsimulatedexercisesinclude:Thein-basketLeaderlessgroupdiscussionManagementgamesIndividualpresentationsObjectivetestsTheinterview?2005PrenticeHallInc.Allrightsreserved.6–26WorkSimulations(cont’d)Video-BasedsituationaltestingAsituationaltestcomprisedofseveralvideoscenarios,eachfollowedbyamultiplechoicequestionthatrequiresthecandidatetochoosefromamongseveralcoursesofaction.Whiletheevidenceismixed,theresultssuggestthatvideo-basedsituationaltestscanbeusefulforselectingemployees.?2005PrenticeHallInc.Allrightsreserved.6–27VideoBasedSituationalTestsPresentscandidatewithseveralscenarios:?2005PrenticeHallInc.Allrightsreserved.6–28Maybenotbutthishashappenedbefore.ButIdidn’tworklatelastnight.Lookatthisplace,that’swhy!Itakeadayoffandcomebacktofindthismess.Well,I’mgladyou’rehere.Oh?Whyisthat?VideoBasedSituationalTestsIfyouwerethisassociatewhatwouldyoudo??2005PrenticeHallInc.Allrightsreserved.6–29Lettheotherassociatesresponsibleforthemessknowthatyouhadtotaketheheat.b.Straightenupthedepartment,andtrytoreasonwiththemanagerlater.c.Suggesttothemanagerthathetalktotheotherassociateswhomadethemess.d.Takeitupwiththemanager’sboss.e.Quit!WorkSimulations(cont’d)TheminiaturejobtrainingandevaluationapproachCandidatesaretrainedtoperformasampleofthejob’stasks,andthenareevaluatedontheirperformance.Theapproachassumesthatapersonwhodemonstratesthatheorshecanlearnandperformthesampleoftaskswillbeabletolearnandperformthejobitself.?2005PrenticeHallInc.Allrightsreserved.6–30RapidlygrowingcitygarageneededabetterprocessthananapplicationformandshortinterviewEmployeeselectionwashaphazardwithsomemanagersbeingbetterathiringthanothersSelectedThomsonInternational’sPersonalityProfileAnalysisprogramasathirdstepintheirhiringprocess?2005PrenticeHallInc.Allrightsreserved.6–31CityGarage-StrategicHRBackgroundInvestigationsandReferenceChecksExtentofinvestigationsandchecksReferencechecks(87%)Backgroundemploymentchecks(69%)Criminalrecords(61%)Drivingrecords(56%)Creditchecks(35%)ReasonsforinvestigationsandchecksToverifyfactualinformationprovidedbyapplicants.Touncoverdamaginginformation.?2005PrenticeHallInc.Allrightsreserved.6–32ReferenceCheckingForm?2005PrenticeHallInc.Allrightsreserved.6–33Figure6–7

(Verifythattheapplicanthasprovidedpermissionbeforeconductingreferencechecks)CandidateName:ReferenceName: CompanyName:DatesofEmployment: (From:andTo:)Position(s)Held: SalaryHistory:ReasonforLeaving:Explainthereasonforyourcallandverifytheaboveinformationwiththesupervisor(includingthereasonforleaving)1.Pleasedescribethetypeofworkforwhichthecandidatewasresponsible.2.Howwouldyoudescribetheapplicant’srelationshipswithcoworkers,subordinates(ifapplicable),andwithsuperiors?3.Didthecandidatehaveapositiveornegativeworkattitude?Pleaseelaborate4.Howwouldyoudescribethequantityandqualityofoutputgeneratedbytheformeremployee?5.Whatwerehis/herstrengthsonthejob?6.Whatwerehis/herweaknessesonthejob?7.Whatisyouroverallassessmentofthecandidate?8.Wouldyourecommendhim/herforthisposition?Whyorwhynot?9.Wouldthisindividualbeeligibleforrehire?Whyorwhynot?Othercomments?Source:SocietyforHumanResourceManagement,?2004.BackgroundInvestigationsandReferenceChecks(cont’d)Sourcesofinformationforbackgroundchecks:FormeremployersCurrentsupervisorsCommercialcreditratingcompaniesWrittenreferences?2005PrenticeHallInc.Allrightsreserved.6–34BackgroundInvestigationsandReferenceChecks(cont’d)LegallimitationsonbackgroundchecksPrivacyActof1974FairCreditReportingActof1970FamilyEducationRightsandPrivacyActof1974(andBuckleyAmendmentof1974)FreedomofInformationActof19661990AmericanswithDisabilitiesAct(ADA)?2005PrenticeHallInc.Allrightsreserved.6–35BackgroundInvestigationsandReferenceChecks(cont’d)Referenceproviders’concernsFearoflegalreprisalfordefamationNotwantingtodamagetheapplicant’schancesHelpingtogetridanincompetentemployees?2005PrenticeHallInc.Allrightsreserved.6–36MakingBackgroundChecksMoreUsefulIncludeontheapplicationformastatementforapplicantstosignexplicitlyauthorizingabackgroundcheck.Usetelephonereferencesifpossible.Bepersistentinobtaininginformation.Askopen-endedquestionstoelicitmoreinformationfromreferences.Usereferencesprovidedbythecandidateasasourceforotherreferences.?2005PrenticeHallInc.Allrightsreserved.6–37UsingPreemploymentInformationServicesConcernsaboutcheckingapplicanthistoriesVariousequalemploymentlawsdiscourageorprohibittheuseofsuchinformationinemployeescreening.Courtsviewmakingemploymentdecisionsbasedonsomeone’sarrestrecordasunfairlydiscriminatory.TheEEOCsaysapoorcredithistoryshouldnotbyitselfprecludesomeonefromgettingajob.?2005PrenticeHallInc.Allrightsreserved.6–38CheckingBackgroundInformationStep1—Disclosureandauthorization.Informtheemployee/applicantthatareportwillberequestedandobtainwrittenauthorization.Step2—Certification.Theemployermustcertifytothereportingagencythattheemployerwillcomplywiththefederalandstatelegalrequirements.Step3—Providingcopiesofreports.Theemployermustprovidecopiesofthereporttotheapplicantoremployeeifadverseactioniscontemplated.?2005PrenticeHallInc.Allrightsreserved.6–39CheckingBackgroundInformation(cont’d)Step4—Noticeafteradverseaction.Aftertheemployerprovidestheemployeeorapplicantwithcopiesoftheinvestigativereportsanda“reasonableperiod”haselapsed,theemployermaytakeanadverseaction.?2005PrenticeHallInc.Allrightsreserved.6–40CollectingBackgroundInformationCheckallapplicablestatelaws.Reviewtheimpactoffederalequalemploymentlaws.RemembertheFederalFairCreditReportingAct.Donotobtaininformationthatyou’renotgoingtouse.Rememberthatusingarrestinformationwillbehighlysuspect.Avoidblanketpolicies(suchas“wehirenoonewitharecordofworkers’compensationclaims”).Useinformationthatisspecificandjobrelated.Keepinformationconfidentialanduptodate.Neverauthorizeanunreasonableinvestigation.?2005PrenticeHallInc.Allrightsreserved.6–41Figure6–8

Source:AdaptedfromJeffreyM.Hahn,“Pre-EmploymentServices:EmployersBeware?”EmployeeRelationsLawJournal17,no.1(Summer1991),pp.45–69;andShariCaudron,“Whoareyoureallyhiring?”,Workforce,November2002,pp.28–32.CollectingBackgroundInformation(cont’d)Makesureyoualwaysgetatleasttwoformsofidentificationfromtheapplicant.Alwaysrequireapplicantstofilloutajobapplication.ComparetheapplicationtotherésuméParticularlyforexecutivecandidates,includebackgroundchecksofsuchthingsasinvolvementinlawsuits,andofarticlesaboutthecandidateinlocalornationalnewspapers.Separatethetasksof(1)hiringand(2)doingthebackgroundcheck.?2005PrenticeHallInc.Allrightsreserved.6–42Figure6–8(cont’d)

Source:AdaptedfromJeffreyM.Hahn,“Pre-EmploymentServices:EmployersBeware?”EmployeeRelationsLawJournal17,no.1(Summer1991),pp.45–69;andShariCaudron,“Whoareyoureallyhiring?”,Workforce,November2002,pp.28–32.ThePolygraphandHonestyTestingThepolygraph(orliedetector)Adevicethatmeasuresphysiologicalchanges,Theassumptionisthatsuchchangesreflectchangesinemotionalstatethataccompanylying.EmployeePolygraphProtectionActof1988.Prohibitsemployers(inmostallcases)fromconductingpolygraphexaminationsofalljobapplicantsandmostemployees.Alsoprohibitedareothermechanicalorelectricaldevicesincludingpsychologicalstressevaluatorsandvoicestressanalyzers.?2005PrenticeHallInc.Allrightsreserved.6–43PermittedUsersofthePolygraphEmployerswithcontractsinvolving:NationaldefenseorsecurityNuclear-power(DepartmentofEnergy)AccesstohighlyclassifiedinformationCounterintelligence(theFBIorDepartmentofJustice)OtherexceptionsHiringofprivatesecuritypersonnelHiringpersonswithaccesstodrugsConductingongoinginvestigationsinvolvingeconomiclossorinjurytoanemployer’sbusiness.?2005PrenticeHallInc.Allrightsreserved.6–44Paper-and-PencilHonestyTestsPaper-and-pencilhonestytestsPsychologicaltestsdesignedtopredictjobapp