chapter 7

Group Summary of chapter 7

Chapter 7 discussed about critical function of personnel management is that of making decisions about assigning individuals to specific jobs or positions or about training individuals for specific jobs.
Personnel selection refers to choosing, from a number of available candidates, who are to be employed. The types of personnel actions are placement, classification, and promotions. In selecting individuals, there’s some set of what are variously called personnel specifications, and its requirements fall into two classes – the intrinsic and labor market conditions. The objective of setting up personnel specifications is to state the items of personal data that are “VALID”. Its basic types are work experience, education, training, biographical date, physical data, and information on various abilities, personality, interests, and the characteristics. The two tract-systems for personnel selection are specifications for trained and untrained personnel.
Reliability is concerned with the stability or consistency of measurement of variables, while validity refers to the appropriateness of inferences from tests scores or other forms of assessment.
The personnel specifications fro the selection of experienced and inexperienced candidates are differ. Selecting experienced candidates is based on a sound job analysis describing the job activities while, in inexperienced candidates, one is interested in predicting the suitability of candidates for learning and adapting to the jobs. There are various ways of setting such personnel specifications and it is categorized based on judgment, statistical analysis procedure and on statistical analysis.
There are different procedures for determining those different types of validity. The criterion-related validity established by determining the relationship between test scores of job incumbents and some criterion job performance. Content and construct validity are viewed more in relation to the tests themselves. Job status validity methodology the criterion is membership in some job or occupational group. Lastly, job component validity hypothesize that those jobs that have in common the same basis king of human behavior of job characteristics.
The practical and theoretical factors that determine the functional value of personnel test are reliability and validity of the tests use, the selection ratio, and percentage of present employees who are “satisfactory” on the job. Taylor-Russell table is used to determine what percentage of employees hired will be satisfactory under different combinations of such factors but smith and Guilford stated some possible limitations for this table. Mc Collom and Savard showed that a simple and direct method is called Direct Method.
The validity of a test can show graphically by the use of expectancy charts. There are two types of such charts – the individual expectancy chart thus permits individual prediction, and institutional expectancy chart shows the percentage of superior employees that will be obtained if all applicants above a certain score are employed.
No single test will measure all of the capabilities or abilities required on any job so it’s desirable to use a battery of test. There are two basic methods of using tests in a battery – the multiple cutoff and composite score method (multiple correlations and regression analysis).