Selection Devices: Predicting Future Job Performance

The information that a selection specialist uses to predict future job performance can be obtained from several different types of devices: application forms, interviews, tests, work simulations, and so on. In this assignment, use course materials, resources, and the Cybrary to finish constructing your selection process. For this assignment, your selection process should include the following components:


Tell us about your assignment and we will find the best writer for your project.

Get Help Now!
  1. Identification of the device or devices to be used and ways in which technology can be used to make the device(s) more effective.
  2. A Rationale for Usage
  3. How the Device or Devices Will Be Used in the Selection Process
  4. A List of Resources Cited
    © BrainMass Inc. March 21, 2019, 11:35 am ad1c9bdddf
    Solution Preview

Please see response attached (also presented below), as well as one supporting document of ethical and legal considerations in the selection process. I hope this helps and take care.


Selection Process

The information that a selection specialist use to predict future job performance can be obtained from several different types of devices: application forms, interviews, tests, work simulations, etc. since this is your assignment I will leave the final decision up to you.

a. The methods of a personnel selection that will be considered, including the advantages and disadvantages of several of the more common testing devices that one must to consider in the analysis process. It is important to determine what skills you need for the job, which will in part determine the type of testing will meet you needs. Also the cost and efficiency of technology is an important consideration in this process. For example, if you need a person high in technological skills, you may decide to use Internet testing as one measure of the skills that are required for job performance.
· Interviews (below)
· Personality tests (below)
· Biographical data
· Cognitive ability tests (below)
· Work sample tests
· Physical abilities tests
· Self assessments
· Assessment centers

I. Interviews: A selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries.

· useful for determining if the applicant has requisite communicative or social skills which may be necessary for the job
· interviewer can obtain supplementary information
· used to appraise candidates’ verbal fluency
· can assess the applicant’s job knowledge · can be used for selection among equally qualified applicants
· enables the supervisor and/or co-workers to determine if there is compatability between the applicant and the employees
· allows the applicant to ask questions that may reveal additional information useful for making a selection decision
· the interview may be modified as needed to gather important information

· subjective evaluations are made
· decisions tend to be made within the first few minutes of the interview with the remainder of the interview used to validate or justify the original decision
· interviewers form stereotypes concerning the characteristics required for success on the job
· research has shown disproportionate rates of selection between minority and non-minority members using interviews
·negative information seems to be given more weight
· not much evidence of validity of the selection procedure
· not as reliable as tests

Minimize stereotypes
. To minimize the influence of racial and sex stereotypes in the interview process, provide interviewers with a job description and specification of the requirements for the position. Interviewers with little information about the job may be more likely to make stereotypical judgements about the suitability of candidates than are interviewers with detailed information about the job.
Job Related
. Try to make the interview questions job related
. If the questions are not related to the job, then the validity of the interview procedure may be lower
. Train Interviewers.
Improve the interpersonal skills of the interviewer and the interviewer’s ability to make decisions without influence from non-job related information. Interviewers should be trained to:
· Avoid asking questions unrelated to the job
· Avoid making quick decisions about an applicant
· Avoid stereotyping applicants
· Avoid giving too much weight to a few characteristics.
· Try to put the applicant at ease during the interview
· Communicate clearly with the applicant
· Maintain consistency in the questions asked

Summary of Interviews
In general, interviews have the following weaknesses:

  1. Validity of the interview is relatively low
  2. Reliability of the interview is also low
  3. Stereotyping by interviewers, in general, may lead to adverse impact against minorities
  4. The subjective nature of this procedure may allow bias such as favoritism and politics to enter into the selection process
  5. This procedure is not standardized.
  6. Not useful when large numbers of applicants must be evaluated and/or selected

Types of Interviews
I. Unstructured Interview – Involves a procedure where different questions may be asked of different applicants.
II. Situational Interview – Candidates are interviewed about what actions they would take in various job-related situations. The job-related situations are usually identified using the critical incidents job analysis technique. The interviews are then scored using a scoring guide constructed by job experts.
III. Behavior Description Interviews – Candidates are asked what actions they have taken in prior job situations that are similar to situations they may encounter on the job. The interviews are then scored using a scoring guide constructed by job experts.
IV. Comprehensive Structured Interviews – Candidates are asked questions pertaining to how they would handle job-related situations, job knowledge, worker requirements, and how the candidate would perform various job simulations. Interviews tapping job knowledge offer a way to assess a candidate’s current level of knowledge related to relevant implicit dimensions of job performance (i.e., “tacit knowledge” or “practical intelligence” related to a specific job position)
V. Structured Behavioral Interview – This technique involves asking all interviewees standardized questions about how they handled past situations that were similar to situations they may encounter on the job. The interviewer may also ask discretionary probing questions for details of the situations, the interviewee’s behavior in the situation and the outcome. The interviewee’s responses are then scored with behaviorally anchored rating scales.
VI. Oral Interview Boards – This technique entails the job candidate giving oral responses to job-related questions asked by a panel of interviewers. Each member of the panel then rates each interviewee on such dimensions as work history, motivation, creative thinking, and presentation. The scoring procedure for oral interview boards has typically been subjective; thus, it would be subject to personal biases of those individuals sitting on the board. This technique may not be feasible for jobs in which there are a large number of applicants that must be interviewed.

III. Personality Tests: A selection procedure measures the personality characteristics of applicants that are related to future job performance. Personality tests typically measure one or more of five personality dimensions: extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience.

· Can result in lower turnover due if applicants are selected for traits that are highly correlated with employees who have high longevity within the …

Havent found the Essay You Want?
We Can Help
The Essay is Written From Scratch for You

🛒Place Your Order

Share your love