Reliability - Consistency of scores obtained by the same person

when retested with identical or equivalent tests. Are test results

stable over time?
Validity - Indicates whether a test is measuring what it is
supposed to be measuring. Does the test actually measure what
it is intended to measure?
How to validate?
•Analyze the Job: predictors and criteria
•Choose the Tests: test battery or single test
•Administer the Tests: concurrent or predictive validation
•Relate Your Test Scores and Criteria: scores versus actual
performance
•Cross-Validate and Revalidate: repeat Steps 3 and 4 with a
different sample
Section A (2-a)
1st, a manager’s own performance depends in part on
his/her subordinates. So it’s essential to hire employees
with right skills for the job because they will do a better job
for the manager and the organization.
2nd it’s costly to recruit, hire and train employees. The cost
includes search fees, interviewing time, reference checking
and travel and moving expenses.
3rd there are legal implications to incompetent hiring. EEO
laws and court decisions require non-discriminatory
selection procedures for protected groups. Courts will find
employers liable when employees with criminal records or
other problems take advantages to customers’ property to
commit crime. This is called negligent hiring.
Employees can take the following steps to protect
themselves against claims of negligent hiring:
• Carefully scrutinize information on employment
applications.
• Get written authorization for reference checks, and
check references.
• Save all records and information about the applicant.
• Reject applicants for false statements or conviction
records for offenses related to the job.
• Balance the applicant’s privacy rights with others’
“need to know.”
• Take immediate disciplinary action if problems arise.
Question B (1)
1. In the unstructured panel interview, the panel of interviewers asks questions
as they come to mind. They do not have a list of questions or points that
need to be covered, but may follow many different directions. No particular
format and interview seem like a general conversation. Interviewer able to
ask follow-up questions. Appropriate job : Reporter.
2. The structured sequential interview consists of the candidate interviewing
one by one with several different interviewers. Each interviewer conducts a
structured interview which consists of pre-determined questions and rate
with a structured evaluation form to complete. Hiring manager then reviews
the scores and comments before deciding who to hire. Appropriate job: Bank
officer
3. The job-related structured interview consists of pre-determined questions,
all of which are designed to assess the applicant's past behaviors for job-
related information. Exp: Engineers, Accountant
4.  The computerized interview can be used as a screening device for virtually
any type of position which may generate a large number of applicants. It is
less likely to be used for managerial positions. However, if there are large
numbers of applicants, it could certainly be just a useful there as in skilled,
professional, and unskilled positions. Appropriate job: Retail cashier, bank
teller.
Section B (Q2-a)
5 common interviewing mistakes
• Snap Judgments: This is where the interviewer jumps to a conclusion about the
candidate during the first few minutes of the interview. Using a structured interview is
one way to help avoid this, as well as training of the interviewers.
• Misunderstanding the Job: When interviewers do not have a good understanding of
the job requirements, they do not make good selections of candidates. All
interviewers should clearly understand the jobs and know what is needed for success
in those jobs.
• Pressure to Hire: Anytime an interviewer is told that they must hire a certain number of
people within a short time frame, poor selection decisions may be made. This type of
pressure should be avoided whenever possible.
• Candidate-Order (Contrast) Error: When an adequate candidate is preceded by either
an outstanding, or a poor candidate, by contrast he or she looks either less satisfactory
or much better. This can be countered through interviewer training, allowing time
between interviews, and structured interviews with structured rating forms.
• Influence of Nonverbal Behavior: Candidates who exhibit stronger non-verbal behavior
such as eye contact and energy level are perceived as stronger by the interviewers.
This can be minimized through interviewer training and structured interviews.
• Effect of Personal Characteristic: Physical attributes such as attractiveness, gender,
disability. Avoid by training interviewers & structured interview.
How to conduct a more effective interview
a) Make sure you know the job (study job
description)
b) Structure the interview (Job related question &
same ques for all candidates)
c) Establish rapport (make interviewee feel at
ease)
d) Ask questions (take brief & unobtrusive notes
during interview) (give interview chance to ask
Q)
e) Close interview (make rejections diplomatically)
f) Review interview
Section C (1-a)
Training programs consist of 5 steps.
• In the needs analysis step, identify the specific knowledge and
skills the job requires, and compare these with the prospective
trainees’ knowledge and skills.
• In the instructional design step, formulate specific, measurable
knowledge and performance training objectives, review
possible training program content (including workbooks,
exercises, and activities), and estimate a budget for the training
program.
• In Validation, do a pilot program to check if training program
makes participants meet the objectives
• Implement the program, by actually training the targeted
employee group using methods such as on-the-job or online
training.
• In the evaluation step, assess the program’s success (or
Section C (1-b)
• Use performance analysis to appraise the performance
of current employees while determining if training
could reduce performance problems; if so, training is
the place to start.
• Several steps are recommended in the text for
accomplishing the performance analysis. In the
process, you will learn whether it is a "can't do" or
"won't do" situation. “Cant do” – employees don’t
know what to do or what the job standards are. “Wont
do” – Employees could do a better job if they wanted.
• Other factors in the motivation model would also need
to be assessed, including the working conditions and
quality of supervision
Section C (2)
Overcoming resistance to change: (how to lead)
• Unfreezing Phase
– Establish a sense of urgency (need for change).
– Create the motivation to change
– Encourages the replacement of old behaviours and attitude with those
desired by management.
– Mobilize commitment to solving problems.
• Moving Phase
– Create a guiding coalition.
– Develop and communicate a shared vision
– Help employees to make the change.
– Consolidate gains and produce more change.
• Refreezing Phase
– Reinforce new ways of doing things by coaching and modelling
– Monitor and assess progress.
Section D (1)
Reasons:
a) Is basis for pay and promotion decisions.
b) Plays an integral role in performance management.
c) Helps in correcting deficiencies and reinforcing good
performance.
d) Is useful in career planning.
3 –Step:
a) Defining the job.
b) Appraising performance.
c) Providing feedback.
Section D (2)
• Problems with graphic type rating scales
• Unclear standards (Exp: salesman told by supervisor to sell as many cars
as possible)
• Halo effect (supervisors rate unfriendly employees lower on all traits)
• Central tendency (rating all employees average) - Similarity
• Leniency or strictness. (Nobody can be that good (Strictness))
• Bias (Friendships , character of the appraiser- agreeable>lenient,
conscientious>Strict)
• Lower rating for less challenge
• Being influenced by prior performance
• Rating for retention
• Style differences
• Emotional rating
• Recent performance only (Focusing on one or two critical incidents)
Setting Goals
• SMART Goals:
– Specific, and clearly state the desired
results.
– Measurable in answering “how much.”
– Attainable, and not too tough or too easy.
– Relevant to what’s to be achieved.
– Timely in reflecting deadlines and
milestones.
 Performance Appraisal Roles

The HR Department
Supervisors
•Serves a policy-making and
– Usually do the actual
advisory role.
appraising.
•Provides advice and assistance
– Must be familiar with
regarding the appraisal tool to
basic appraisal
use.
techniques.
•Trains supervisors to improve
– Must understand and
their appraisal skills.
avoid problems that can
cripple appraisals. •Monitors the appraisal system
effectiveness and compliance
– Must know how to
with EEO laws.
conduct appraisals fairly.
How to Prevent Accidents:
• Reduce unsafe conditions and encourage use of
personal protective equipment
• Emphasize safety
• Select safety-minded employees
• Provide safety training
• Use posters, incentive programs, and positive
reinforcement to motivate employees
• Use behavior-based safety
• Use employee participation
• Conduct safety and health audits and inspections
Reducing Job Stress: Personal
• Build rewarding, pleasant, cooperative relationships.
• Build an effective and supportive relationship with your
boss. (Negotiate with your boss for realistic deadlines on
projects.)
• Learn as much as you can about upcoming events and
get as much lead time as you can to prepare for them.
• Find time every day for detachment and relaxation.(Take
a walk to keep your body refreshed and alert.)
• Delegate routine work.
• Don’t put off dealing with distasteful problems.
• Make a “worry list” that includes solutions for each
problem.
Reducing Job Stress: Organizational
• Provide supportive supervisors. (Support
employees’ efforts, for instance, by regularly asking
how they are doing.)
• Ensure fair treatment for all employees.(Reduce
personal conflicts on the job.)
• Have open communication between management
and employees. (Give employees more control over
their jobs.)
• Provide employee assistance programs, including
professional counseling.(Ensure effective job–
person fit, since a mistake can trigger stress.)
Steps to Reduce Workplace Violence:
– Institute heightened security measures
– Improve employee screening
– Provide workplace violence training
– Provide organizational justice
– Pay enhanced attention to employee
retention/dismissal
– Take care when dismissing violent employees
– Deal promptly with angry employees
– Understand the legal constraints on reducing
workplace violence