Ch. 4. HRM
Ch. 4. HRM
Ch. 4. HRM
Criterion-Related Validity
It is determined by comparing the scores on selection tests to some aspect of job
performance. A close relationship between the score on the test and job performance
suggests the test is valid.
Content Validity It is a test validation method whereby a person performs certain
tasks that are actually required by the job or completes a paper-and-pencil test that
measures relevant job knowledge.
Construct Validity It is a test validation method to determine whether a test
measures certain traits or qualities that are important in performing the job.
However, traits or qualities such as teamwork, leadership, and planning or
organization ability must first be carefully identified through job analysis.
C. Types of Employment Tests
Individuals differ in characteristics related to job performance. These differences, which are
measurable, relate to cognitive abilities, psychomotor abilities, job knowledge, work samples,
vocational interests, and personality. Various tests measure these differences.
i. Cognitive Aptitude Tests It measures an individual’s ability to learn, as well as to perform a
job. Job-related abilities may be classified as verbal, numerical, perceptual speed, spatial, and
reasoning.
ii. Psychomotor Abilities Tests This type of test is used to measure strength, coordination, and
dexterity. It is feasible to measure many abilities that are involved in many routine production
jobs and some office jobs.
iii. Job Knowledge Tests This sort of test is designed to measure a candidate’s knowledge of the
duties of the position for which he or she is applying.
iv. Work-Sample Tests (Simulations) It identifies a task or set of tasks that are representative of
the job. The evidence concerning these tests, to date, is that they produce high predictive
validity, reduce adverse impact, and are more acceptable to applicants.
v. Vocational Interest Tests It indicates the occupation in which a person is most interested and
is most likely to receive satisfaction.
vi. Personality Tests It is a selection tools, personality tests have not been as useful as other
types of tests. They are often characterized by low reliability and low validity. Because some
personality tests emphasize subjective interpretation, the services of a qualified psychologist
are required.
vii. Drug and Alcohol Testing Basic purpose of the drug-testing programs contends that it is
necessary to ensure workplace safety, security, and productivity.
viii. Genetic Testing As genetic research progresses, confirmed links between specific gene
mutations and diseases are emerging. Genetic testing can now determine whether a person
carries the gene mutation for certain diseases, including heart disease, colon cancer, breast
cancer, and Huntington’s disease.
ix. Honest Test/Polygraph Tests For many years, another means used to verify background
information has been the polygraph, or lie detector, test. One purpose of the polygraph was to
confirm or refute the information contained in the application blank. Honesty tests are the
most frequently used psychological tests in industry. These honesty tests represent a valuable
selection tool for choosing employees who will occupy positions that involve handling
company money.
x. Internet Testing The Internet is increasingly being used to test various skills required by
applicants.
Step 4. Job Interviews
Interview is a goal-oriented conversation in which the interviewer and applicant exchange
information. The employment interview is especially significant because the applicants who reach
this stage are considered to be the most promising candidates.
A. Interview Planning
Interview planning is essential to effective employment interviews.
The physical location of the interview should be both pleasant and private, providing for a
minimum of interruptions.
The interviewer should possess a pleasant personality, empathy and the ability to listen and
communicate effectively.
He or she should become familiar with the applicant’s qualifications by reviewing the data
collected from other selection tools.
In preparing for the interview, a job profile should be developed based on the job description.
B. Content of The Interview
The specific content of employment interviews varies greatly by organization and the level of the
job concerned.
• Occupational experience: Exploring an individual’s occupational experience requires
determining the applicant’s skills, abilities, and willingness to handle responsibility.
• Academic achievement: In the absence of significant work experience, a person’s academic
background takes on greater importance.
• Interpersonal skills: If an individual cannot work well with other employees, chances for
success are slim. This is especially true in today’s world with increasing emphasis being
placed on the use of teams.
• Personal qualities: Personal qualities normally observed during the interview include
physical appearance, speaking ability, vocabulary, poise, adaptability, and assertiveness.
• Organizational fit: A hiring criterion that is not prominently mentioned in the literature is
organizational fit. Organizational fit is ill-defined but refers to management’s perception of
the degree to which the prospective employee will fit in with, for example, the firm’s culture
or value system.
C. Types of Interviews
Interviews may be classified in two types by the degree to which they are structured.
• The Unstructured (Nondirective) Interview Unstructured interview is an interview where
probing, open-ended questions are asked. This type of interview is comprehensive, and the
interviewer encourages the applicant to do much of the talking.
• The Structured (Directive Or Patterned) Interview An interview consisting of a series of
job-related questions that are asked consistently of each applicant for a particular job is
known as structured interview. A structured interview typically contains four types of
questions. 1. Situational questions: Pose a hypothetical job situation to determine what the
applicant would do in that situation. 2. Job knowledge questions: Probe the applicant’s job-
related knowledge. 3. Job-sample simulation questions: Involve situations in which an
applicant may be actually required to perform a sample task from the job. 4. Worker
requirements questions: Seek to determine the applicant’s willingness to conform to the
requirements of the job.
• Behavior Description Interviewing A structured interview that uses questions designed to
probe the candidate’s past behavior in specific situations. It avoids making judgments about
applicants’ personalities and avoids hypothetical and self evaluative questions. Benchmark
answers derived from behaviors of successful employees are prepared for use in rating
applicant responses. Questions asked in behavior description interviewing are legally safe
because they are job related.
D. Methods of Interviewing
Interviews may be conducted in several ways.
• One-On-One Interview In a typical employment interview, the applicant meets one-on-one
with an interviewer. As the interview may be a highly emotional occasion for the applicant,
meeting alone with the interviewer is often less threatening.
• Group Interview Several applicants interact in the presence of one or more company
representatives.
• Board Interview One candidate is interviewed by several representatives of the firm.
• Stress Interview Intentionally creates anxiety to determine how an applicant will react to
stress on the job.
E. How To Avoid Common Interviewing Mistakes
• Snap Judgments: This is where the interviewer jumps to a conclusion about the candidate
during the first few minutes of the interview. Using a structured interview is one way to help
avoid this, as well as properly training the interviewers.
• Negative Emphasis: When an interviewer has received negative information about the
candidate, through references or other sources, he or she will almost always view the
candidate negatively. The best way to avoid this is to keep references or other information
from the interviewer. If possible, have different people do the reference checks and the
interviews and not share the information until afterwards.
• Poor Knowledge of Job: When interviewers do not have a good understanding of the job
requirements, they do not make good selections of candidates. All interviewers should
clearly understand the jobs and know what is needed for success in those jobs.
• Pressure to Hire: Anytime an interviewer is told that he or she must hire a certain number
of people within a short time frame, poor selection decisions may be made. This type of
pressure should be avoided whenever possible.
• Candidate Order (Contrast) Error: When an adequate candidate is preceded by either an
outstanding, or a poor candidate, by contrast he or she looks either less satisfactory or much
better. This can be countered through interviewer training, allowing time between
interviews, and structured interviews with structured rating forms.
• Influence of Nonverbal Behavior: Candidates who exhibit stronger nonverbal behavior
such as eye contact and energy level are perceived as stronger by the interviewers. This can
be minimized through interviewer training and structured interviews.
Step 5. Background Investigations
This step is used to check accuracy of application form through former employers and references.
Verification of education and legal status to work Credit history Criminal records is also made.
Personal reference checks may provide additional insight into the information furnished by the
applicant and allow verification of its accuracy. Past behavior is the best predictor of future
behavior.
It is important to gain as much information as possible about past behavior to understand what kinds
of behavior one can expect in the future. Knowledge about attendance problems, insubordination
issues, theft, or other behavioral problems can certainly help one avoid hiring someone who is likely
to repeat those behaviors.
Background investigations primarily seek data from references supplied by the applicant including
his or her previous employers. The intensity of background investigations depends on the level of
responsibility inherent in the position to be filled.
Negligent Hiring and Retention
Negligent hiring has become a critical concern in the selection process. An employer can be
held responsible for an employee’s unlawful acts if it does not reasonably investigate
applicants’ backgrounds and then assigns potentially dangerous persons to positions where
they can inflict harm. This liability exists for an employer even if the employee’s actions are
not job related. Negligent retention, a related potential liability, involves keeping persons on
the payroll whose records indicate strong potential for wrongdoing.Employers are beginning
to be held responsible for actions outside the scope of the employee’s duties.
Employers are required by law to provide employees a safe place to work. This has been
extended to include providing safe employees because a dangerous worker is comparable to
a defective machine.
Step 6 Conditional Job Offer
After obtaining and evaluating information about the finalists in a job selection process, the
manager must take the most critical step of all: making the actual hiring decision. The person whose
qualifications most closely conform to the requirements of the open position should be selected.
Initially the conditional job letter is offered that is followed by the physical exam/test.
Step 7. Physical Exam
After the decision has been made to extend a job offer, the next phase of the selection process
involves the completion of a physical examination for the successful applicant. Typically, a job
offer is contingent on successfully passing this examination.
Substance Abuse Screening – Because drug abuse is a serious problem for employers, it is common
practice for most employers to conduct drug screening just before employees are formally hired.
Step 8. Permanent Job Offer
If physical test/exam proves eligibility of the candidate as per requirement of the job, final offer is
made to applicant by the concerned department or supervisor in the concerned department.
Notification to Candidates: The selection process results should be made known to candidates—
successful and unsuccessful—as soon as possible. Any delay may result in the firm losing a prime
candidate as top prospects often have other employment options. As a matter of courtesy and good
public relations, the unsuccessful candidates should also be promptly notified.
4.3. SOCIALIZATION
In order to reduce the anxiety that new employees may experience, attempts should be made to
integrate the person into the informal organization. The initial T&D effort designed for employees
is Socialization, the guided adjustment of new employees to the company, the job, and the work
group.
Socialization is teaching the corporate culture and philosophies about how to do business. Once
selection decision is made at any level of the organization, every applicant that is selected requires
to be create awareness about the organization regarding basic work policies , rules regulations , do’s
and don’ts of the organization this information is communicated through socialization process.
Employee orientation programs provide new employees with the basic background information
required to perform their jobs satisfactorily. The HR specialist usually performs the first part of the
orientation by explaining basic matters, then introduces the new employee to his/her supervisor,
who familiarizes the new employee with the workplace to help reduce first day jitters.
4.3.1. Assumptions about Socialization
• Influences performance
• Increases organizational stability
• New members suffer anxiety
• Does not occur in a vacuum
4.3.2. Purposes of Socialization
Socialization formats are unique to each firm. However, some basic purposes include emphasizing
these areas: the employment situation (job, department, and company), company policies and rules,
compensation and benefits, corporate culture, team membership, employee development, dealing
with change, and socialization.
• The Employment Situation A basic purpose, from the firm’s viewpoint, is to have the new
employee become productive as quickly as possible. Therefore, specific information about
performing the job may be provided at an early point in time.
• Company Policies and Rules Every job within an organization must be performed
considering the guidelines and constraints provided by policies and rules. Employees must
have an understanding of these to permit a smooth transition to the workplace.
• Compensation and Benefits Employees will have a special interest in obtaining
information about the reward system. Although this information is usually provided during
the recruitment and selection process, a review of the data is appropriate during
Socialization.
• Corporate Culture The firm’s culture reflects, in effect, how we do things around here.
This relates to everything from the way employees dress to the way they talk.
• Team Membership A new employee’s ability and willingness to work in teams is most
likely determined before he or she is hired. In Socialization, the importance of becoming a
valued member of the company team may be emphasized.
• Employee Development Employees should know exactly what is expected of them and
what is required by the firm for advancement in the job or via promotion.
• Dealing With Change Employees at all levels must learn to effectively deal with change in
order to survive in their jobs. The best way individuals can be prepared for change is to
continually develop and expand their skills.
• Socialization In order to reduce the anxiety that new employees may experience, attempts
should be made to integrate the person into the informal organization.
4.3.3. Stages in socialization Process:
Socialization can be conceptualized as a process made up of three stages.
A. Pre-arrival Stage:
This stage explicitly recognizes that each individual arrives with a set of organizational values,
attitudes, and expectations. For instance, in many jobs, particularly high skilled and managerial
jobs, new members will have undergone a considerable degree of prior socialization in training and
in school. Pre-arrival socialization, however, goes beyond the specific job. The selection process is
used in most organizations to inform perspective employees about the organization as whole. In
addition, of course, interviews in the selection process also act to ensure the inclusion of the “right
type” determining those who will fit in.
Indeed, the ability of the individuals to present the appropriate face during the selection process
determines their ability to move into the organization in the first place. Thus success depends upon
the degree to which aspiring members have correctly anticipated the expectations and desires of
those in the organization in charge of selection.
B. Encounter Stage:
Upon entry into the organization, new members enter the encounter stage. Here the individuals
confront the possible dichotomy between their expectations about their jobs, their coworkers, their
supervisors, and the organization in general and reality. If expectations prove to have been more or
less accurate, the encounter state merely provides a reaffirmation of the perceptions generated
earlier. However, this is often not the case. Where expectation and reality differ; new employees
must undergo socialization that will detach them from their previous assumption and replace these
with the organization’s pivotal standards.
Socialization, however, cannot solve all the expectation differences. At the extreme, some new
members may become totally disillusioned with the actualities of their jobs and resign. It is hoped
that proper selection would significantly reduce this latter occurrence.
C. Metamorphosis Stage:
Finally the new member must workout any problems discovered during the encounter stage. This
may mean going through changes. Hence the last stage is termed as metamorphosis stage.
Metamorphosis is complete as is the socialization process – when new members have become
comfortable with the organization and their work teams. In this situation they will have internalized
the norms of the organization and their coworkers; and they understand and accept these norms.
New members will feel accepted by their peers as trusted and valued individuals. They will have
gained an understanding of the organizational system- not only their own tasks but the rules,
procedures and informally accepted practices as well. Finally they will know how they are going to
be evaluated. They will know what is expected of them and what constitutes a good job.
Consequently, successful metamorphosis should have positive effect on a new employees
productivity and the employee’s commitment to the organization, and should reduce the likelihood
that the employee will leave the organization any time soon.
4.3.4. People socialize new Hires
New employee socialization or orientation covers the activities involved in introducing a new
employee to the organization and to his or her work unit. How is responsible for the orientation of
new employee? This can be done by the supervisor, the people in HRM, Peers, CEO, or
combination of any of these.
• HRM Department: HRM department can conduct the orientation in order to socialize the
newly hired employees with the working environment of the organization. HRM plays a
major role in new employee orientation-the role of coordination, which ensures that the
appropriate components are in place. In addition HRM also serves as a participant in
program. As job offers are made and accepted, HRM should instruct the new employee
when to report to work. However, before the employee formally arrives, HRM must be
prepared to handle some of the more routine needs of these individuals.
• Supervisor: Immediate supervisor of particular department can also be the source of
informing the employees about the culture, rules, procedures and policies of the
organization. Mostly in smaller organizations, orientation may mean the new member
reports to supervisor, who then assigns the new member to other employee who will
introduce the new member to other coworkers. This may be followed by a quick tour to
show the different parts and departments of the organization.
• Peers: Peers and coworkers of the new hires can perform the orientation function in order to
tell the expectation of employers and requirements of the organization as can also answer
the queries raised from the employee side.
• Organizational culture: Organizational culture itself can express the do’s and don’ts of any
organization. Every organization has its own unique culture. This culture includes
longstanding, and often unwritten, rules and regulation; a special language that facilitates
communication among members; shared standards of relevance as to the critical aspects of
the work that is to be done; standards for social etiquette, customs for how members should
relate to peers, employees, bosses and outsiders; what is appropriate and smart behavior with
in organization and what is not.
• CEO: Prior to mid 1980s, new employee orientation operated, if at all, with out any output
from the company’s executive management. But that began to change, due in part to
management consultants advocating that senior management become more accessible to
employees. The CEO’s first responsibility is to welcome new employees aboard and talk to
them about what a good job choice they made. The CEO is in position to inspire these new
employees by talking about what it is like to work for the organization. When CEO is
present in the socialization process, the company is sending a message that it truly cares for
its employees.
4.3.5. Topics covered in employee Orientation program:
Following topics are covered in orientation or socialization process.
Introduction: Regarding the organization, supervisor, trainers, and coworkers and to system
Job Duties: It provides job related information like, Job location Job tasks Job safety
requirements Overview of job, Job objectives Relationship to other jobs
Organizational Issues: This provides the information about the overall organization it may
include; History of employer, organization of employer, name & titles of key executive,
employee’s titles and departments, layout of physical facilities, probationary period, overview
of production process, company policies and rules, disciplinary regulations, employee
handbook, safety procedures etc
Employee Benefits: This part provides the information about the benefits that are offered by
the organization like; Pay scales & paydays, vacations rest break, training & education
benefits, counseling, housing facilities, insurance benefits, retirement program, employee-
provided services for employees, rehabilitation program