管理学罗宾斯9版英文_5.pptVIP

The selection process seeks to predict which applicants will be successful if hired. Any selection decision can result in the four possible outcomes shown in Exhibit 7-5. A decision is correct when: The applicant who was hired proved to be successful on the job, or When the applicant who was not hired would not have been able to do the job.. When we reject applicants who would have performed successfully (called reject errors) or if we hired applicants who performed poorly (called accept errors). Reject errors mean increased selection costs because more applicants have to be screened but also can open the organization to charges of employment discrimination. Accept errors cost the organization in wasted training, the costs generated or profits forgone because of the employee’s incompetence, severance, and the additional recruiting and selection screening. The major intent of any selection activity is to reduce the probability of making reject errors and accept errors while increasing the probability of making correct decisions. We do this by using reliable and valid selection procedures. * If a test is reliable, any individual’s score should remain fairly stable over time, assuming that the characteristic being measured is also stable. To be effective predictors, selection devices must possess an acceptable level of consistency. Any selection device that a manager uses must also demonstrate validity. Federal law prohibits managers from using any selection device that cannot be shown to be directly related to successful job performance. This constraint applies to entrance tests, too: Managers must be able to demonstrate that, once on the job, individuals with high scores on such a test outperform individuals with low scores. Consequently, the burden is on the organization to verify that any selection device it uses to differentiate applicants is related to job performance. * Managers use a number of selection devices to reduce accept and reject errors.