Human Resource Management: Employee Testing and Selection

Human Resource
Management
TWELFTH EDITION
GARY DESSLER
BIJU VARKKEY
Part 2 | Recruitment and Placement
Chapter 6
Employee Testing and Selection
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
After studying this chapter, you should be able to:
1. Explain what is meant by reliability and validity.
2. Explain how you would go about validating a test.
3. Cite and illustrate our testing guidelines.
4. Give examples of some of the ethical and legal
considerations in testing.
5. List eight tests you could use for employee selection,
and how you would use them.
6. Explain the key points to remember in conducting
background investigations.

62
Why Careful Selection is Important
The Importance of
Selecting the Right
Employees
Costs of Legal
Organizational
Recruiting and Obligations and
Performance
Hiring Liability

63
Basic Testing Concepts
Reliability
Consistency of scores obtained by the same person
when retested with identical or equivalent tests.
Are test results stable over time?
Validity
Indicates whether a test is measuring what it is
supposed to be measuring.
Does the test actually measure what it is intended to
measure?

64
FIGURE 61 A Slide from the Rorschach Test

Source: http://en.wikipedia.org/wiki/File:Rorschach1.jpg, accessed July 27,
Resource Management, 12/e 2009.
65
Types of Validity
Test
Validity
Criterion Content
Validity Validity
Face
Validity

66
How to Validate a Test
Steps in Test Validation
1 Analyze the Job: predictors and criteria
2 Choose the Tests: test battery or single test
3 Administer the Tests: concurrent or predictive validation
4 Relate Your Test Scores and Criteria: scores versus

actual performance
5 Cross-Validate and Revalidate: repeat Steps 3 and 4
with a different sample
67
FIGURE 62 Examples of Web Sites Offering Information
on Tests or Testing Programs

68
FIGURE 63 Expectancy Chart
Note: This expectancy chart shows the

relation between scores made on the
Minnesota Paper Form Board and rated
success of junior draftspersons.
Example: Those who score between 37

and 44 have a 55% chance of being
rated above average and those scoring
between 57 and 64 have a 97% chance.

69
TABLE 61 Testing Program Guidelines
1. Use tests as supplements.

2. Validate the tests.
3. Monitor your testing/selection program.
4. Keep accurate records.
5. Use a certified psychologist.
6. Manage test conditions.
7. Revalidate periodically.

610
Test Takers Individual Rights and Test
Security
Under the APAs standard for educational and
psychological tests, test takers have the right:
To privacy and information.
To the confidentiality of test results.
To informed consent regarding use of these results.
To expect that only people qualified to interpret the
scores will have access to them.
To expect the test is fair to all.

611
FIGURE 64 Sample Test

Authorized adaptation from the United States edition of Human Source: Courtesy of NYT Permissions.
612
Using Tests at Work
Major Types of Tests
Basic skills tests
Job skills tests
Psychological tests
Why Use Testing?

Increased work demands = more testing
Screen out bad or dishonest employees
Reduce turnover by personality profiling

613
Computerized and Online Testing
Online tests
Telephone prescreening
Offline computer tests
Virtual inbox tests
Online problem-solving tests
Types of Tests
Specialized work sample tests
Numerical ability tests
Reading comprehension tests
Clerical comparing and checking tests
614
Types of Tests
What Tests
Measure
Cognitive Motor and Personality

(Mental) Physical and Achievement
Abilities Abilities Interests

615
FIGURE 65 Type of Question Applicant Might Expect
on a Test of Mechanical Comprehension

616
The Big Five
Extraversion
Emotional Stability/
Conscientiousness
Neuroticism
Openness to
Agreeableness
Experience

617
FIGURE 66 Example of a Work Sampling Question

618
Work Samples and Simulations
Measuring Work
Performance Directly
Miniature
Management Video-Based
Work Job Training
Assessment Situational
Samples and
Centers Testing
Evaluation

619
TABLE 62 Evaluation of Assessment Methods on Four Key Criteria
Costs
(Develop/
Assessment Method Validity Adverse Impact Administer) Applicant Reactions
Cognitive ability tests High High (against minorities) Low/low Somewhat favorable
Job knowledge test High High (against minorities) Low/low More favorable
Personality tests Low to Low Low/low Less favorable
moderate
Biographical data Moderate Low to high for different types High/low Less favorable
inventories
Integrity tests Moderate Low Low/low Less favorable
to high
Structured interviews High Low High/high More favorable
Physical fitness tests Moderate High (against females and High/high More favorable
to high older workers)
Situational judgment tests Moderate Moderate (against minorities) High/low More favorable
Work samples High Low High/high More favorable
Assessment centers Moderate Low to moderate, depending High/high More favorable
to high on exercise
Physical ability tests Moderate High (against females and High/high More favorable
to high older workers)
Note: There was limited research evidence available on applicant reactions to situational judgment tests and physical ability tests. However,
because these tests tend to appear very relevant to the job, it is likely that applicant reactions to them would be favorable.
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Source: Elaine Pulakos, Selection Assessment Methods, SHRM Foundation, 2005, p. 17. Reprinted
Authorized adaptation from the United States edition of Human by permission of Society for Human Resource Management via Copyright Clearance Center.
620
Background Investigations and
Reference Checks
Investigations and Checks
Reference checks
Background employment checks
Criminal records
Educational qualifications
Credit checks
Why?
To verify factual information provided by applicants.
To uncover damaging information.
621
FIGURE 67
Reference
Checking
Form

622
Background Investigations and
Reference Checks (continued)
Former Employers
Current Supervisors
Sources of Commercial Credit

Rating Companies
Information
Written References
Social Networking Sites

623
Limitations on Background Investigations
and Reference Checks
Legal
Issues:
Defamation
Background
Legal
Employer Investigations
Issues:
Guidelines and Privacy
Reference Checks
Supervisor
Reluctance

624
Making Background Checks More Useful
1. Include on the application form a statement for
applicants to sign explicitly authorizing a
background check.
2. Use telephone references if possible.
3. Be persistent in obtaining information.
4. Use references provided by the candidate as
a source for other references.
5. Ask open-ended questions to elicit more
information from references.
625
Using Preemployment Information Services
Acquisition and Use of Background Information
1 Disclosure to and authorization by applicant/employee
2 Employer certification to reporting agency
3 Providing copies of reports to applicant/employee
4 Notice of adverse action to applicant/employee

626
FIGURE 68 Handwriting of an Uptight Personality
Source:http://www.graphicinsight.co.za/writingsamples.htm#The
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd %20Uptight%20Personality%2, accessed March 28,
Authorized adaptation from the United States edition of Human 2009. Used with permission ofwww.graphicinsight.co.za.
627
Physical Examination
Reasons for preemployment medical
examinations:
To verify that the applicant meets the physical
requirements of the position.
To discover any medical limitations to be taken into
account in placing the applicant.
To establish a record and baseline of the applicants
health for future insurance or compensation claims.
To reduce absenteeism and accidents.
To detect communicable diseases that may be
unknown to the applicant.
628
Substance Abuse Screening
Types of Screening
Before formal hiring
After a work accident
Presence of obvious behavioral symptoms
Random or periodic basis
Transfer or promotion to new position
Types of Tests
Urinalysis
Hair follicle testing

629
FIGURE 69 Procedure in Complying with the U.S. Immigration Law
1. Hire only citizens and aliens lawfully authorized to work in the

United States.
2. Advise all new job applicants of your policy.
3. Require all new employees to complete and sign the verification
form (the I-9 form) designated by the Immigration and
Naturalization Service (INS) to certify that they are eligible for
employment.
4. Examine documentation presented by new employees, record
information about the documents on the verification form, and
sign the form.
5. Retain the form for three years or for one year past the
employment of the individual, whichever is longer.
6. If requested, present the form for inspection by INS or
Department of Labor officers. No reporting is required.
630
KEY TERMS
negligent hiring
reliability
test validity
criterion validity
content validity
expectancy chart
interest inventory
work samples
work sampling technique
management assessment center
situational test
video-based simulation
miniature job training and evaluation

631

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Human Resource

Part 2 | Recruitment and Placement

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Steps in Test Validation

1 Analyze the Job: predictors and criteria

2 Choose the Tests: test battery or single test

3 Administer the Tests: concurrent or predictive validation

4 Relate Your Test Scores and Criteria: scores versus

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Note: This expectancy chart shows the

Example: Those who score between 37

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

1. Use tests as supplements.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Job skills tests

Why Use Testing?

Screen out bad or dishonest employees

Reduce turnover by personality profiling

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Cognitive Motor and Personality

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Sources of Commercial Credit

Social Networking Sites

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Acquisition and Use of Background Information

1 Disclosure to and authorization by applicant/employee

2 Employer certification to reporting agency

3 Providing copies of reports to applicant/employee

4 Notice of adverse action to applicant/employee

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

1. Hire only citizens and aliens lawfully authorized to work in the

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

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