People And Work in Canada Industrial And Organizational Psychology 1st Edition – Test Bank
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Chapter 4: Recruitment, Selection, and Decision Making
In this chapter, we review the role played by recruitment in human
resources planning. We identify the factors that may attract job applicants and
influence them to apply for jobs with an organization, as well as the different
recruitment methods and their overall effectiveness. We review some of the more
commonly used screening procedures, and then introduce the use of testing in
personnel selection. We also review some of the more popular testing
procedures.
Learning Outcomes
After reading this chapter you should be able to
·
Understand the link between recruitment and selection
·
Recognize the internal and external factors that influence an
organization’s recruitment strategy
·
Discuss why a realistic job preview may benefit both the job
seeker and the organization
·
Differentiate between employee screening and employee selection
·
Understand the advantages and disadvantages of using common
screening devices, including biographical data, application forms, resumés,
interviews, and work experience and reference checks
·
Understand psychological tests and their use in selection
·
Recognize the advantages and disadvantages of using some of the
more popular selection testing procedures, including personality and ability
testing
·
Understand the five-factor model of personality and its relation
to employment testing
·
Appreciate the potential of work samples, simulations, and
assessment centres as selection procedures
·
Understand the purposes and uses of employment interviews
·
Appreciate the selection errors associated with traditional
approaches to employment interviewing
·
Understand different structured interviewing techniques and
their relative advantages and disadvantages
·
Understand the legal and psychometric status of different
screening and selection procedures
·
Recognize common decision-making errors in employee selection
·
Understand the distinction between judgmental and statistical
approaches to the collection and combination of applicant information
·
Understand the advantages and disadvantages of various
decision-making models
·
Be familiar with utility analysis as a way to evaluate personnel
selection systems
·
Discuss the benefits of using best practices in recruitment and
selection
Chapter Summary
Recruitment is the first step in the hiring or staffing process,
but, unlike other aspects of this process, the actions and decisions of the job
seeker play a major role. The recruitment process must take into account the
strategies that job seekers use to investigate jobs and organizations. The
process should provide job candidates with information they need in order to
make appropriate job choices. Recruitment campaigns should be based on the
principle of improving the fit between job candidates and the organization.
Organizations can help to achieve this goal by presenting an accurate image of
both the job and the organization to job seekers. The organization should use
communications in a way that develops accurate expectations and perceptions on
the part of job applicants. One method that appears capable of making accurate
expectations is a realistic job preview. Every recruitment strategy must
contain an action plan, which schedules recruiting initiatives and provides a
means of identifying and locating the target applicant pool. The action plan
must also identify the appropriate methods for contacting the target applicant
pool, as well as a method for evaluating the effectiveness of the recruitment
campaign.
Although
the role of recruiting is primarily to secure an adequate supply of qualified
job applicants, the role of screening is typically to identify those individuals
within the applicant pool who possess the basic required qualifications for the
position. Individuals so identified are then referred for further assessment
using more resource-intense selection procedures. If screening is to be
successful, it must be based on a job analysis, predict relevant job
performance criteria, be legally defensible, and be perceived as “acceptable”
(fair) to job candidates.
Screening
categorizes job applicants as either acceptable or unacceptable with respect to
job requirements. Selection gives greater emphasis to identifying the degree to which
applicants will be successful. In screening, organizations commonly rely on the
application form or biodata, the resumé, the preliminary screening interview,
and reference checks. Candidates who pass these screening assessments go on for
further, more in-depth assessments. As part of the selection process, these
screening devices must meet the same psychometric and legal standards required
of other more extensive and expensive selection procedures.
Ability
tests, both general cognitive ability and more specialized tests, consistently
provide highly valid information about future job performance for a broad class
of occupations. Cognitive ability tests are the primary predictor for almost
every job. Work samples and simulations, particularly situational judgment
tests, attempt to base selection on the ability of job applicants to perform
actual job components either directly or in some abstract form. Work samples
have validity coefficients in the same range as cognitive ability tests and may
be very appropriate to use in cases where cognitive ability testing might
provoke a negative reaction.
Adding
personality measures to a selection system can improve overall validity and
reduce adverse impacts from testing for cognitive ability. Assessment centres
appear to be well suited for the selection of managers and professionals, and
provide a wealth of information. Employment interviews are the most popular
selection procedure among employers and employees. Many employers continue to
use unstructured interviews that are plagued by poor reliability and validity
and that place employers in a legally vulnerable position. Structured
approaches to employment interviewing are based on standardization of
questions, job-relatedness of interview questions, and standardized scoring
systems. Structured interviews provide improved reliability and predictive
validity and are more legally defensible than unstructured interviews. On the
whole, the use of selection tools other than the employment interview is not
extensive in Canada.
Employers
face a difficult task in trying to combine and make sense of complex applicant
information in order to make selection decisions. They are vulnerable to
numerous biases and errors and they often oversimplify information because
their information processing abilities are overloaded. Although several
approaches to making selection decisions can be used, methods that involve
combining applicant information in a statistical manner are generally superior
to other methods in reducing errors and predicting job performance. Various
decision-making models, such as multiple regression, multiple cut-off, multiple
hurdle, and combination, can help in making effective selection decisions.
Discussion Topics & Learning Activities
1. Think
back to a job you have held, and consider the process involved in getting that
job.
a. How
did you find out about the job? Did you see a job ad or did a friend or family
member tell you about it? Did the organization spend a lot of time and money on
recruitment?
b. What
type of selection process did they have? Did you submit a resumé? Did you have
an interview? Was it structured or unstructured? Did you participate in any
other selection processes (e.g., testing; work sample)?
2. Think
about some of the job interviews you have had.
a. What
was the BEST question you have been asked? What made it so good?
b. What
is WORST question you have been asked? What made it a “bad” question?
c. A
student once told me that she had been asked, “If you were a tree, what type of
tree would you be?” What is the funniest or weirdest question you have
encountered?
Chapter 4—Recruitment, Selection, and Decision Making
MULTIPLE CHOICE
1. Canadian
organizations are subject to several laws and legislations that affect
recruitment, selection processes, and decisions. Which of the following deals
with minimum wages, vacations and leaves, and termination of employment?
|
a. |
employment equity legislation. |
|
b. |
employment standards |
|
c. |
labour laws |
|
d. |
Canadian Human Rights Act |
ANS:
B
PTS:
1
BLM: Higher Order
REF: 94–95
2. Canadian
organizations are subject to several laws and legislations that affect
recruitment and selection processes and decisions. Which of the following deals
with the concerns of four designated groups (women, visible minorities,
Aboriginal peoples, and people with disabilities)?
|
a. |
employment equity legislation |
|
b. |
employment standards |
|
c. |
labour laws |
|
d. |
Canadian Human Rights Act |
ANS:
A
PTS:
1
BLM: Higher Order
REF: 94–95
3. Most
people find a job through which of the following methods?
|
a. |
a personal connection
(family member or friend) |
|
b. |
‘help wanted’
advertisements |
|
c. |
internet advertisements |
|
d. |
personal initiatives |
ANS:
A
PTS:
1
BLM: Remember
REF:
97
4. Sunjeev
is in charge of recruiting and selecting employees for a large government
organization. One of his primary concerns is the match between applicant’s
values, and the values and culture of the organization. Which of the following
is this match known as?
|
a. |
a realistic job preview |
|
b. |
person-job fit |
|
c. |
an accurate expectations
analysis |
|
d. |
person-organization fit |
ANS:
D
PTS:
1
BLM: Higher Order
REF: 98
5. Meghan
works for a Canadian organization that provides aid to African villages, and
she must hire 20 new employees. Meghan decides to contact her friends and
family members who are looking for work. She thinks that since she is good at
her job, and they are similar to her, they would also be good at the job.
However, her friend Luc warns her that the resulting applicant pool may be too
homogenous (e.g., Anglophone, Caucasian, middle-class). What might
inadvertently result from Meghan hiring people like herself?
|
a. |
decreased performance |
|
b. |
systemic discrimination
against other groups |
|
c. |
inaccurate job expectations |
|
d. |
increased recruitment and
selection costs |
ANS:
B
PTS:
1
BLM: Higher Order
REF: 100
6. Haylie
has a large applicant pool of 70 applicants and must hire 10 new employees for
research administration positions. Her biggest concern is that she might hire
an employee who would not be successful on the job. What type of error is
Haylie afraid of making?
|
a. |
false negatives |
|
b. |
minimum qualifications |
|
c. |
selection ratio |
|
d. |
false positives |
ANS:
D
PTS:
1
BLM: Higher Order
REF: 103
7. There
are procedures designed to decrease turnover and increase job satisfaction
among new employees by providing applicants with accurate information regarding
the job and the organization prior to being hired. What are these procedures
known as?
|
a. |
image advertising processes |
|
b. |
job expectations |
|
c. |
person-job fit procedures |
|
d. |
realistic job previews |
ANS:
D
PTS:
1
BLM: Higher Order
REF: 98
8. According
to your text, what does the cognitive ability literature conclude about
cognitive ability and performance?
|
a. |
Cognitive ability tends to
be related to performance across a variety of jobs |
|
b. |
Cognitive ability is
related to decreased learning and problem-solving ability |
|
c. |
Cognitive ability
does NOT have
an adverse impact on minorities. |
|
d. |
Cognitive ability has a
limited ability to predict success in training. |
ANS:
A
PTS:
1
BLM: Remember
REF:
116
9. According
to your text, what can we conclude about the use of résumés in selection?
|
a. |
According to the Infocheck
Report, very few (i.e., less than 10 percent) of candidates lie on their
resume. |
|
b. |
Résumé information tends to
provide additional information to Weighted Application Blanks and
Biographical Information Blanks. |
|
c. |
Résumés are the primary
means by which many applicants create their first impression with the
organization. |
|
d. |
Scoring of the resume is
straightforward because of its standardized format. |
ANS:
C
PTS:
1
BLM: Higher Order
REF: 109
10. What
are the five factors of the Big Five Theory of Personality?
|
a. |
extraversion;
conscientiousness; openness to experience; introversion; dependability |
|
b. |
extraversion; openness to
experience; agreeableness; neuroticism; conscientiousness |
|
c. |
extraversion;
conscientiousness; agreeableness; neuroticism; self-esteem |
|
d. |
extraversion;
agreeableness; dependability; self-esteem; locus of control |
ANS:
B
PTS:
1
BLM: Remember
REF:
120
11. What
does the body of research on the use of personality tests in candidate
selection suggest?
|
a. |
Personality tests are
invalid for use in selection. |
|
b. |
Personality tests have
better predictive validities than both cognitive ability test and work
samples combined. |
|
c. |
The Big 5 personality
characteristics are all highly predictive of training success across a
variety of occupations. |
|
d. |
Specific personality
characteristics are related to specific types of performance outcomes. |
ANS: D
PTS:
1
BLM: Higher Order
REF: 119–120
12. What
is the essential difference between Biographical Informational Blanks (BIBs)
and Weighted Application Blanks (WABs)?
|
a. |
BIBs, but not WABs, focus
on verifiable information. |
|
b. |
WABs, but not BIBs, cover
past behaviours. |
|
c. |
BIBs cover a broader range
of the applicant’s background than WABs. |
|
d. |
BIBs are in accordance with
privacy and human rights legislation, unlike WABs. |
ANS: C
PTS:
1
BLM: Higher Order
REF: 107
13. What
is the essential difference between a Situational Interview (SI) and a
Behavioural Description Interview (BDI)?
|
a. |
SIs, but not BDIs, tend to
be good predictors of job performance. |
|
b. |
BDIs, but not SIs, tend to
be good predictors of job performance. |
|
c. |
SIs involve asking
applicants what they would do in hypothetical situations. |
|
d. |
BDIs involve asking
applicants about their future job behaviours. |
ANS:
C
PTS:
1
BLM: Higher Order
REF: 124
14. Which
of the following is characteristic of structured interviews?
|
a. |
Unstructured interviews
tend to be more valid when predicting job performance. |
|
b. |
Structured interviews use a
scoring system. |
|
c. |
The BDI is an examples of
an unstructured interview. |
|
d. |
Structured interviews are
plagued by numerous biases and information-processing errors. |
ANS:
B
PTS: 1
BLM: Higher Order
REF: 124
15. According
to your textbook, what does the personality literature tell us about faking and
response distortion on personality tests?
|
a. |
Faking has NO effect on the
validity of the personality test process. |
|
b. |
Faking and response
distortion on personality tests are very unlikely occurrences in lab
situations. |
|
c. |
Telling applicants that
faking can be detected increases their faking behaviour. |
|
d. |
Response distortion may
change the rank ordering of applicants, leading to hiring of less qualified
applicants. |
ANS:
D
PTS:
1
BLM: Higher Order
REF: 121–122
16. Which
of the following statements is a characteristic of work simulations?
|
a. |
Work simulations are weakly
related to on-the-job performance. |
|
b. |
Work simulations may be
expensive to develop. |
|
c. |
Lower fidelity simulations
are more effective than higher fidelity simulations. |
|
d. |
Work simulations are
similar to job knowledge tests in that they both require written responses to
a job knowledge test. |
ANS:
B
PTS:
1
BLM: Remember
REF:
126–127
17. What
is a strength of assessment centres (ACs)?
|
a. |
ACs tend to be very cost
effective. |
|
b. |
ACs provide one measure and
one source of data to the assessors. |
|
c. |
ACs are viewed positively
by applicants and organizations. |
|
d. |
ACs involve only measures
that focus on cognitive abilities. |
ANS:
C
PTS: 1
BLM: Higher Order
REF: 130
18. According
to the summary of the validities of predictors of overall job performance,
which predictor has the highest validity?
|
a. |
work samples |
|
b. |
integrity tests |
|
c. |
assessment centres |
|
d. |
personality tests
(conscientiousness) |
ANS:
A
PTS:
1
BLM: Remember
REF:
133
19. What
did Victor Catano and Angela Bissonnette (2009) conclude in their study on
assessment procedures used by Canadian organizations?
|
a. |
Most organizations used one
selection tool only. |
|
b. |
Less than 10 percent of
organizations used two or more selection tools. |
|
c. |
The interview was the
second most popular selection tool. |
|
d. |
More than 50 percent of
organizations used drug and/or medical screening. |
ANS:
A
PTS:
1
BLM: Remember
REF:
132
20. When
looking at the outcomes of a selection system, what would be the impact on
hiring candidates who turn out to be successful on the job when the base rate
is increased for a specific predictor cut-off score?
|
a. |
Increasing the base rate
would increase true positives. |
|
b. |
Increasing the base rate
would increase true negatives. |
|
c. |
Increasing the base rate
would increase false positives. |
|
d. |
Increasing the base rate
would have no effect on the success rate. |
ANS:
C
PTS:
1
BLM: Higher Order
REF: 137
21. What
is an essential characteristic of the multiple cut-off decision model?
|
a. |
a minimum level of
competence on each of the tests is NOT required. |
|
b. |
some of the selection tools
are more important than the others. |
|
c. |
all applicants don’t take
all of the tests. |
|
d. |
applicants must achieve a
minimum score on each selection tool. |
ANS:
D
PTS:
1
BLM: Higher Order
REF: 124
22. With
which decision model do you weight the scores of the individual tests according
to their importance, and then sum these weighted scores to get a total score?
|
a. |
multiple hurdle model |
|
b. |
multiple regression model |
|
c. |
multiple cut-off model |
|
d. |
combination model |
ANS:
B
PTS:
1
BLM: Remember
REF:
135
TRUE/FALSE
1. Assessment
centres provide multiple sources of data to the assessors.
ANS:
T
PTS:
1
REF: 129–130
2. The
Big 5 Theory of Personality includes extraversion; conscientiousness;
agreeableness; neuroticism; self-esteem.
ANS:
F
PTS:
1
REF: 120
3. Faking
and response distortion on personality tests do occur in lab situations.
ANS:
T
PTS:
1
REF: 121
4. Unstructured
interviews are as effective as structured interviews in predicting job
performance.
ANS:
F
PTS:
1
REF: 133
5. Resume
information tends to overlap substantially with information obtained through
Weighted Application Blanks and Biographical Information Blanks.
ANS:
T
PTS:
1
REF: 109
6. Requiring
physical or medical examinations prior to an offer of employment may violate
the Canadian Charter of Rights.
ANS:
T
PTS: 1
REF: 131
7. There
is substantial evidence to support the use of all Emotional Intelligence
measures in the selection of employees across occupations.
ANS:
F
PTS:
1
REF: 117
SHORT ANSWER
1. The HR
Director wants you to create a structured interview. She wants a situational
interview, but her boss (the CEO) has heard about behaviour description
interviews and wants that kind. Prepare a presentation of both types of
interviews (with an example of each type of question and rating scale) so your
employers can make an informed choice. Please explain fully.
REF: 122-126
2. Will
is the host of a sports radio call-in show, and he is looking for a new
assistant. The responsibilities will be to organize the show, including: taking
information from callers, screening callers, introducing the callers and their
topics on air, coordinating commercials, and keeping Will on task and on time.
The assistant must have a clear speaking voice and must feel comfortable
talking “on air.” Some broadcasting experience would be helpful. Knowledge of
all sports is an asset. This position needs to be filled immediately (within
the next week).
You are the human resource director for the radio station. What
formal and informal recruiting techniques
will you use? Please explain
fully (and justify your
methods).
REF: 97-100
3. Briefly
describe the “Big 5” factors of personality. Are these factors associated with
job performance? Please explain fully.
REF: 118-119
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