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CHAPTER 6 Selecting Employees and Placing Them in Jobs

fundamentals of Human Resource Management 4 th edition by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright. CHAPTER 6 Selecting Employees and Placing Them in Jobs. Figure 6.1: Steps in the Selection Process. Criteria for Measuring the Effectiveness of Selection Tools and Methods.

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CHAPTER 6 Selecting Employees and Placing Them in Jobs

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  1. fundamentals ofHuman Resource Management 4theditionby R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright CHAPTER 6 Selecting Employees and Placing Them in Jobs

  2. Figure 6.1: Steps in the Selection Process

  3. Criteria for Measuring the Effectiveness of Selection Tools and Methods

  4. Legal Standards for Selection • All selection methods must conform to existing laws and legal precedents. • Three acts have formed the basis for a majority of the suits filed by job applicants: • Civil Rights Act of 1964 and 1991 • Age Discrimination in Employment Act of 1967 • Americans with Disabilities Act of 1991

  5. Table 6.1: Permissible and Impermissible Questions for Applications and Interviews

  6. Legal Standards: Immigration Reform and Control Act (1986) • Immigration Reform and Control Act (1986): Federal law requiring employers to verify and maintain records on applicants’ legal rights to work in the United States. • They do this by having applicants fill out the Form I-9 and present documents showing their identity and eligibility to work. • The law prohibits the employer from discriminating against the person on the basis of national origin or citizenship status.

  7. Gathering Background Information

  8. Table 6.2: Sources of Information About Employment Tests

  9. Employment Tests and Work Samples

  10. Table 6.3: Five Major Personality Dimensions Measured by Personality Inventories

  11. Rules for Administering Drug Tests • Administer the tests systematically to all applicants for the same job. • Use drug testing for jobs that involve safety hazards. • Have a report of the results sent to the applicant, along with information about how to appeal the results and be retested if appropriate. • Respect applicants’ privacy by conducting the tests in an environment that is not intrusive and keeping results confidential.

  12. Interviews

  13. How Organizations Select Employees Multiple-Hurdle Model Compensatory Model Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another. • Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process.

  14. Summary • Selection typically begins with a review of candidates’ applications and résumés. The organization administers tests to candidates who meet basic requirements, and qualified candidates undergo one or more interviews. Organizations check references and conduct background checks. A candidate is selected to fill each vacant position. Candidates who accept offers are placed in the positions for which they were selected.

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