HRM Chapter 4 Selection
HRM Chapter 4 Selection
➡ objective
➡employee selection in bd
➡Employment Tests
➡Selection Interviews
2 . Discuss the selection process with the help of a diagram. [2020: 6. b) 12]
[Book: Abu Taher]
Selection Process
Ans: Selection involves a series of hurdles or steps. Each one must be
successfully cleared before the applicant proceeds to the next.
1. Reception of Applicants: The reception of applicants is an important part of
the selection process. A company can create a favorable impression on applicants
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by having tactful and friendly reception staff. Applicants should be given honest
and clear information about employment prospects, even if there are no jobs
available at the time.
2. Preliminary Interview: This is a brief interview that is conducted to filter out
candidates who do not meet the minimum requirements. The interview typically
covers the applicant's qualifications, experience, and interests, and may also
include questions about their suitability for the job.
3. Filling an Application Blank: Application blank or form is a brief history
sheet of an applicant's background, usually containing the things that indicate
his/her suitability for the position concerned. Application blank is considered a
highly useful selection tool, in that it serves three important proposes (a) It
introduces the candidate to the company. (b) It helps the company to screen and
reject candidates if they fail to meet the eligibility criteria at this stage. (c) It can
serve as a basis to initiate a dialogue in the interview.
4. Employment Tests: Some companies may also require candidates to take
employment tests. These tests can assess a candidate's skills, knowledge, or
abilities. These may be classified as intelligence tests, aptitude tests, achievement
tests, interest tests, personality tests, graphology tests, polygraph tests, etc.
5. Selection Interview: Interviews are oral examinations of candidates for
employment This is the most essential step in the selection process. Interview
gives the recruiter an Opportunity to
a. assess subjective aspects of the candidate—facial expressions,
appearance, nervousness and so forth;
b. makes judgements on candidate's enthusiasm and intelligence;
c. size up the candidate's personally;
d. asks questions that are not covered in tests; e. give facts to the candidate
regarding the company, its policies, programs, etc. and promote goodwill
towards the company.
6. Background and Reference Checks: Once the selection interview has been
conducted, the employer may conduct background and reference checks. Good
reference check, when used sincerely, will fetch useful and reliable information
about candidate.
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Content validity: A test that is content valid is one that contains a fair sample of
the tasks and skills actually needed for the job in question. For example, a test of
math skills should measure a range of math concepts, not just one or two.
Construct validity: means demonstrating that (1) a selection procedure measures
a construct (an abstract idea such as morale or honesty) and (2) that the construct
is important for successful job performance. (The extent to which a test measures
a theoretical construct.) For example, a test of intelligence should measure the
underlying construct of intelligence, not just specific skills or abilities.
4 . What is Management Assessment Centre? What may the typical
simulated task be carried out in the centers? Explain. [2019: 5. b) 05]
[Book: Gary Dessler]
Explain how to use two work simulations for selection.
Ans: Management Assessment Centre: A simulation in which management
candidates are asked to perform realistic tasks in hypothetical situations and are
scored on their performance. It usually also involves testing and the use of
management games.
Typical simulated tasks that are carried out in the centers given below:
The in-basket: The in-basket exercise is a simulation of the daily work of a
manager, and the assessors review the candidate's efforts to assess their
management skills.
Leaderless group discussion: Trainers give a leaderless group a discussion
question and tell members to arrive at a group decision. They then evaluate each
group member’s interpersonal skills, acceptance by the group, leadership ability,
and individual influence.
Management games: Participants solve realistic problems as members of
simulated companies competing in a marketplace.
Individual oral presentations: Here trainers evaluate each participant’s
communication skills and persuasiveness.
Testing: These may include tests of personality, mental ability, interests, and
achievements.
The interview: Most require an interview with a trainer to assess interests, past
performance, and motivation.
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5 . Write notes on: i) Polygraph and ii) Honesty testing. [2019: 5. c) 05]
[Book: Abu Taher]
Employment Tests: Intelligence Tests, Aptitude Tests, Achievement Tests,
Interest Tests, Personality Tests, Graphology Tests, Polygraph Tests.
Ans: Intelligence Tests: Test of general intellectual abilities that measure a range
of abilities, including Memory, Vocabulary, Verbal fluency and Numerical ability.
Aptitude Tests: Aptitude tests measure the individual's latent ability to learn a
job if he is given adequate training.
Achievement Tests: Achievement tests are used to ascertain whether the
individual actually knows what he claims to know. Test that measure what a
person has already learned- “Job Knowledge” in areas like Accounting,
Marketing or Personnel.
Interest Tests: Interest tests are used to predict whether a candidate is really
interested in a particular job or not.
Personality Tests: Personality tests are designed to measure such personality
characteristics as emotional stability, tolerance, capacity to get along, habits,
hobbies, maturity and psychoneurotic and psychotic tendencies. These are
generally used for the selection of personnel for executive jobs.
Graphology Tests: Involve using a trained evaluator to examine a person’s
handwriting to assess his/her personality and emotional make-up.
The HR manager may, for example, ask applicants to write about why they want
a job. This sample may be finally sent to a graphologist for analysis and the results
may be put to use while selecting a person.
Polygraph Tests: Polygraph tests measure physiological changes in the body, but
they cannot reliably detect lying. Numerous people disagree with the usage of
polygraph examinations because they invade privacy. Polygraph tests are not a
reliable or valid selection tool.
Chapter Related Topics
1 . Why is it important to test and select employees? Book: Gary Dessler
Answer in Question no. 1
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The figure illustrates how a scatter plot can be used to visualize correlation. The
left scatter plot shows no correlation between test scores obtained at time 1 and
at time 2, while the right scatter plot shows a strong correlation. This suggests
that the applicants' test scores on the new test correlate closely with their previous
scores.
Validity: Answered in Question no. 3
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3 . List and briefly describe the basic categories of selection tests, with
examples. Book: Gary Dessler
Answered in Question no. 5 from Abu Taher sir’s book. From Gary Dessler:
Tests of Cognitive Abilities: Cognitive tests include tests of general reasoning
ability (intelligence) and tests of specific mental abilities like memory and
inductive reasoning.
Intelligence Tests: Done
Specific Cognitive Abilities: There are also measures of specific mental abilities,
such as deductive reasoning, verbal comprehension, memory, and numerical
ability.
Tests of Motor and Physical Abilities: Test that measure motor abilities, such as
finger dexterity, manual dexterity, and reaction time.
Measuring Personality and Interests: Done.
Achievement Tests: Done.
4 . Explain how to use two work simulations for selection. Book: Gary
Dessler
I .Work Samples and II . Simulations
Work samples: Actual job tasks used in testing applicants’ performance.
Work sampling technique A testing method based on measuring performance
on actual basic job tasks.
Situational Judgment Tests: Situational judgment tests are personnel tests
“designed to assess an applicant’s judgment regarding a situation encountered in
the workplace.”
Management Assessment Centers: Done.
Situational test: A test that requires examinees to respond to situations
representative of the job.
Video-based simulation: A situational test in which examinees respond to video
simulations of realistic job situations.
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Interviews are oral examinations of candidates for employment This is the most
essential step in the selection process.
Types of Interviews: In a non-directive interview the recruiter asks questions as
they come to mind. There is no specific format to be followed. The questions can
take any direction.
In patterned interview the interviewers follow a pre-determined sequence of
questions. Here the interviewee is given a special form containing questions
regarding his technical competence, personality traits, attitudes, motivation, etc.
In a structured or situational interview, there are fixed job-related questions that
are presented to each applicant.
In a panel interview several interviewers question and seek answers from one
applicant. The panel members can ask new questions based on their expertise and
experience and elicit deeper and more meaningful information from candidates.
Interviewing Mistakes:
a. not be asking right questions and hence not getting relevant responses;
b. favor applicants who share his own attitudes c. find it difficult to establish
rapport with interviewees,
c. find it difficult to establish rapport with interviewees,
d. may have awarded high scores by showing leniency,
e. may allow the ratings to be influenced by his own likes and dislikes (bias),
f. have been under pressure to hire candidates at short notice;
Steps in the Interview Process: HR experts have identified certain steps to be
followed while conducting interviews:
i. Preparation: Effective interviews are planned. The steps involved are i.
Establishing the objectives of the interview. ii. Reviewing the candidate's
application and resume, noting areas that may show candidate's strengths
and weaknesses. iii. Keeping the test scores ready, iv. Selecting the
interview method to be followed.
ii. Reception: The candidate should he properly received and led into the
interview room.
iii. Information Exchange: In order to gain the confidence of the candidate,
start the interview with an informal mood.
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