• Process of locating potential applicants
• Labor market is the area from which applicants are to be recruited
• Firms utilize both internal and external recruiting depending on the job

• Costlly to generate large applicant pool
• Organizations continue recruiting efforts until the marginal cost are equal to the marginal benefits

• Size and quality of applicant pool is determined by recruiting method and effort, wage level of job, organizational culture and reputation, and general economic conditions

• Distributive: perceived fairness of the hiring or promotion outcome
• Procedural: beliefs that the policies and procedures that resulted in the hiring or promotion decision were fair
• Interational: fairness of the interpersonal treatment and amount of information received during the hiring process

• could bring people with new ideas
• organization can buy talent (KSAs) if they cannot develop them
• enable the organization to more easily meet EEO goals

• mistakes can occur
• increased recruiting costs
• take longer to fill the position
• possible resentment from current employees

• labor market conditions
• type of job and requirements
• Availability of sources
• Past experience
• budget constraints
• unionization

• Active job seekers: people who are actively looking for a job and need a job
• Semi-Passive job seekers: people who are interested in a new position but only occassionally look actively for one.
• Passive job seeker: not looking for a job but could be tempted by the right opportunity

• use employee referrals
• radio ads, tv ads, billboards etc.
• ask new hires
• send direct emails and mail
• contact former employees
• social networking

• Potrays a realistic picture of the job
• On visit, presentation, description
• Helps applicants select out prior to starting
• Makes applicants who accept more committed to their choice
• Helps new employees adjust
• Reduce turnover in first few months

• This occurs when the applicant has little information about the job and organization so they rely on the recruiter's traits and behaviors as signals of aspects of both the company and job opportunity.
• CEO involved in recruiting may signal job performance

• The number of qualified applicants generated divided by the total number generated
• Cam compare yield ratios for different types of applicants, each recruiting method, and at each stage of the selection process.

• the process of assigning numbers according to some rule or convention to the aspect of people, jobs, job success or aspects of the staffing system.
• identifies improvement by finding patterns useful for understanding and predicting relevant processes and outcomes

• Jobs, performance, and people- attributes (physical and psychological)
• Predictors- indicators of KSA's (Interviews, tests, BioData etc.)
• Criteria- indicators of performance, and objective and subjective measures

• Nominal (categorical)- gender, race, religion etc.
• Ordinal (rank order)- rankings, some HR measurement
• Interval (equal intervals)- temperature, much HR measurement
• Ratio (absolute zero)- Kelvin

• Scoring: the process of assigning numerical values during measurement
• Raw Scores: the unadjusted scores on a measure
• Normal Curve: a symmetrical, bell-shaped curve representing the distribution of a characteristic

• Criterion-referenced measures: measures in which the scores have meaning in and of themselves
• Norm-referenced measures:measures in which the scores only have meaning in comparison to the scores of other respondents

• Percentile Score: a raw score converted into an expression of the percentage of people whose scores fall at or below the score
• Central Tendency: describes the midpoint (mean, median, and mode)
• Variability: describes the spread of the data around the midpoint (Range, outlier, variance, standard deviation [avg. distance from the mean of a set of scores])

• converted raw scores that indicate where a person's score lies in comparison to a referent group
• indicates how many units of standard deviations the individual's score is above or below the mean of the referent group.

• relationship between scores (correlation coefficent and regression and multiple regression)
• statistical significance
• practical significance

• Reliability: how dependably or consistently a test measures a characteristic
• Validity: whether a measure is a measure of what you think it it, and/or whether it predicts what you think it does (cannot be greater than the square root of reliability)

• refers to: consistency, dependability, stability
• a measure is reliable to the degree it is free of measurement error

• Random errors: error not due to a consistent cause
• Systematic error: error that occurs because of consistent and predictable factors
• Deficiency error: error that occurs when you fail to measure important aspects of the attribute you would like to measure
• Contamination error: error that occurs when other factors unrelated to whatever is being assessed affect the observed scores

• obtained measure is an indicator of an underlying constant
• obtained some constants of at least two components (true score and error [systematic and random])

• take measures of the same characteristic using the same instrument at different times
• compute simple correlation between the two measures
• coefficient of stability

• take measures twice using two "equivalent" instruments
• compute the correlation between two measures

• applies to multi-item instruments
• extent to which items measure the same construct (share variance)
• slit-half: split test and correlate two halves
• Cronbach's Alpha: average of all possible split half correlation

• interclass correlation (2 raters)
• intraclass correlation (> 2 raters)

• margin of error you sould expect in an individual score because of the imperfect reliability of the measure.
• The lower the better

• Criterion-related
• Content
• Construct

• statistical relationship between scores on the device and job performance

• the devices representative of the tasks, behaviors, and knowledge required for the job
• Job analysis

• a specific construct must be required. Determined by job analysis.
• Must adequately measure that construct

• a subjective assessment of how well items seem to be related to the requirements of the job.
• d not use it if it does not predict job performance

• usefulness of a selection device: expected economic gains from using
• Measured by: hiring success gain (high validity, low selection ratio, low base rate of sucess) and economic gain

Base Rate= (A+D)/(A+B+C+D)

Selection Ratio= (A+C)/(A+B+C+D)

Success Rate= A/(A+C)

• Logic of prediction: attempt to predict job performance once hired
• Develment of a Selection Plan: how the different assessments capture the required KSAs and/or performance on tasks and use of different techniques

• Applications Blanks- Biographical data questionnaires (BioData)
• Reference checks
• Background checks
• Resumes

• Developed empirically
• typically more subjective than items on application
• based on assumptions that past behavior is the best predictor of future behavior
• Criterion-related validity