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Chapter Vocabulary
These terms are defined in the "Extended Chapter Outline" section.
Reliability
Validity
Criterion-related validity
Predictive validation
Concurrent validation
Content validation
Generalizability
Utility
1.1.1 Situational interview
Cognitive ability tests
Verbal comprehension
Quantitative ability
Reasoning ability
Assessment center
1.1.1.1.1.1.1 Self-Assessment Exercise
1.1.1.1.1.1.2
Refer to the text for the self-assessment exercise.
1.1.1.1.1.1.3 Discussion Questions
1. We examined nine different types of selection methods in this chapter. Assume that you
were just rejected for a job based on one of these nine methods. Obviously, you might be
disappointed and angry regardless of what method was used to make this decision, but
can you think of two or three methods that might leave you most distressed? In general,
why might the acceptability of the test to applicants be an important standard to add to
the five we discussed in this chapter?
Students would likely find tests with lowest reliability and validity levels to be most
2. Videotaping applicants in interviews is becoming an increasingly popular means of
getting multiple assessments of individuals from different perspectives. Can you think of
some reasons why videotaping interviews might also be useful in evaluating the
interviewer? What would you look for in an interviewer if you were evaluating one on
videotape?
The videotape, of course, can be reviewed to examine the candidate and the capabilities
of the interviewer. Factors to observe in interviewer behavior include being prepared to
3. Distinguish between concurrent and predictive validation designs, discussing why the
latter is to be preferred over the former. Examine each of the nine selection methods
discussed in this chapter, and determine which of these would have validity most and
least affected by the type of validation design employed.
The process of predictive validation means that a test is given and the score is not used
Concurrent validation is a process in which current employees are given tests,
Predictive validation is preferred, since applicants tend to be more motivated to take the
test than current employees (current employees may be threatened by the test). In
Students can speculate on how validity may be different for each selection technique,
4. Some have speculated that in addition to increasing the validity of decisions, employing
rigorous selection methods has symbolic value for organizations. What message is sent
to applicants about the organization through hiring practices, and how might this message
be reinforced by recruitment programs that occur before selection and training programs
that occur after selection?
Message to the applicants is clear that the organization wants the individuals best suited
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4 Exercising Strategy:
5 Who is Screening the Screeners?
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7 Because employers today can be held legally responsible for the illegal acts of the people they hire,
and because there is no limit to the liability that employers may face if found guilty of negligent hiring,
the number of employers who conduct routine background checks has gone from 51% to 96%. For
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9 Questions
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1. What alternative selection procedures discussed in this chapter could an employer use to
screen potential “bad actors” that would not involve outsourced background checks?
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12 Student responses can vary but some suggestions include the use of tests, such as
integrity tests, to asses the extent to which an employment prospect is likely to be a good,
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2. If one is committed to obtaining outsourced background checks, what evidence might one
want to collect that would allow an assessment of the value of the information in terms of the
criteria (reliability, validity, and so on) covered in this chapter?
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15 Student responses can vary but could include the dates of the information, and also, a
review of the way that the information was obtained. In other words, it would be helpful and
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17 3. In today’s digitally networked world, in what ways is it easier for HR managers or line
managers to do their own homework on applicants that would obviate the need for
outsourced background checks?
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19 There are a number of ways that employers can obtain information about applicants
without having to use a background checking company. While it might make sense to use an
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23 Managing People
24 Secularism Is Considered Sacred in France
25
France recently passed legislation preventing public displays of religion (such as wearing clothing
that could be identified with a particular religion such as a Burquas), yet according to a recent study,
job applicants in France who have secular sounding names (for example, individuals with Muslim
sounding names) still may face discrimination.
Questions
1. To what extent is the belief that people are not biased by factors like religion, race, gender and
ethnicity nothing more than “wishful thinking” and what are some of the methods investigators
can use to establish the existence of bias?
The proof provided in this case appears to dispute this belief. Espoused beliefs and enacted
2. Rather than trying to blend in and integrate into the wider French community, many young
Muslims in France, unlike their parents, are embracing names that clearly reflect their religion.
What does this say about the magnitude of bias documented there and how young Muslims are
reacting to it??
3. How are the cultures of the U.S. and France different in a way that makes different kinds of bias
more or less likely to be seen in employment decisions? Can you think of other countries where
bias may take a different form??
The cultures of these two countries differ in that the US espouses freedom of speech and
expression whereas the recent legislation enacted in France appears to support the opposite. At
26 Twitter Focus:
Kinaxis is a global software company specializing in supply chain management that needed to
hire a sales team to serve North American clients. After receiving more than 100 résumés for the
openings, the sales director selected 20 candidates for first-round interviews. The interview
process helped him cut the list to 10, but he needed another way to narrow the number of
candidates. The company hired a firm to administer personality testing to the remaining
candidates, which helped identify the four persons best suited for the sales positions.
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28 Question:
What are the advantages of administering a personality test for these 10 candidates? What are the
disadvantages?
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Manager’s Hot Seat Exercise: Diversity in Hiring: Candidate Conundrum-
Please refer to the Asset Gallery on the OLC for Hot Seat videos and notes.
30
I. Introduction
Interviewing and hiring qualified candidates is an important and prevalent management
activity. This scenario depicts a debate between two managers regarding the hiring of
two equally qualified individuals, one Caucasian and one African American. Instructors
of Management or Human Resources will find this scenario to be a valuable platform to
discuss legal issues and biases that can influence hiring decisions and the legal
ramifications.
II. Learning Objectives
1. To assess students’ understanding of biases that may affect the hiring decision.
2. To analyze and evaluate a novel interviewing and hiring process.
3. To identify legal issues relevant to hiring.
III. Scenario Description:
Overview: Robert Gedaliah has interviewed fifteen candidates to fill the new Customer
Outreach Representative position, and narrowed it down to two. He invited Paul Munez,
the customer service team leader, for the second interview of these two candidates. The
interviews proceed smoothly, with both candidates demonstrating appropriate levels of
experience, skills and general intelligence. Paul and Robert will discuss the two
candidates and reach a decision.
Profile:
Robert Gedaliah is the Founder and President of Beck ‘n Call, a delivery service
with a staff of over 200 with many fleets of transportation, and warehousing an
eclectic inventory of products. Robert oversees all of the departments, including
human resources, operations, and accounting.
Paul Munez is the Customer Service Director. He oversees the customer
outreach representatives, and is involved in marketing to the expanding client
base.
References: The references included in the DVD are:
Women-of-Color Managers Survey (PPT 14-7)
Title VII Civil Rights Act of 1964 (PPT 14-9)
Title VII Record of Charges 2002 (PPT 14-10)
Title VII: Definitions (PPT 14-11)
Back History: Beck ‘n Call is growing at a rapid rate – Robert knows its wise to take a
precise and cautious approach towards growth, and scrutinizes all aspects. He has
interviewed 15 people for the new Customer Outreach Rep. and has narrowed it down to
two very qualified and intelligent young women. As is his policy, he has invited the team
leader in for the follow-up interview. He also has a preference for group interviews
because the dynamics are richer and therefore better reflect reality.
Robert and Paul have a very good relationship – when they do have disagreements they
are understanding and accepting of their differences and compromise when necessary.
Robert doesn’t think too highly of the swinging bachelor persona, but it hasn’t affected
job performance – anyway, it’s diversity that makes life interesting.
Discrimination and diversity issues have become more complex now that the company is
over the 50-employee mark. Robert does try very hard to have a diverse staff, although he
hasn’t had nearly as many minority applicants for any position, to make his ratios
balanced. This is further complicated by the fact that his customer base itself is
increasingly diverse [studies overwhelmingly show that ethnic groups will choose or
dismiss a company based on whether they feel their race/ethnicity is well represented and
whether there’s a positive and successful diversity policy.]
Scene Set-up: Robert and Paul have finished interviewing two candidates and are
meeting to decide whom to hire.
Scene Location: Robert’s office
The Meeting - Summary: During the interviews, Paul’s body language is very engaged
and positive toward Sonya, who is Caucasian. He smiles and nods at her and seems to
enjoy their interaction. When Jacqueline, who is African American, is interviewed Paul’s
body language is more closed, no smile. After the interviews Robert indicates that he
likes both candidates but leans towards Jacqueline because she had sales experience.
Paul likes Sonya more. Robert admits that it would be beneficial to hire an African
American because there are presently very few minorities who work for Beck n’ Call and
none in management. He reiterates, however, that his reasons are based on merit. He
feels Sonya’s high level of enthusiasm may be a detriment to her work performance
because customers may be turned off by it. He also suggests that Jacqueline would be
better choice because she is married. Paul disagrees but, in the end, Robert states that
they will go with Jacqueline and see how it works out.
Afterthoughts – Summary: Robert says he bases hiring decisions on the person’s “total
mix” including experience, education, fit with coworkers and supervisor, personality, etc.
Based on that, he thinks Jacqueline is the best candidate.
Dossier: The specific artifacts included in the DVD are:
1. Jacqueline’s Resume
2. Sonya’s Resume
3. Beck n’ Call Job Posting
IV. Discussion Questions:
The References and related Discussion Questions may be found in PowerPoint slides 14-1 to
14-11 on the instructor’s side of the text’s Website.
Learning Objective #1: To assess students’ understanding of biases that may affect the hiring
decision.
1. Errors in evaluation are often made because of common biases that influence one’s
decision making (e.g., halo, horn, contrast, similar-to-me). What evaluation biases
seemed to be taking place in this scenario?
It’s possible that halo error may be affecting Paul’s judgment because he continually
Robert’s comment that a positive quality in Jacqueline is that she’s married may also be a
similar-to-me effect.
1. Robert is suggesting Paul has [when he says he leans towards Sonya]:
2. Paul’s point is [when he says Sonya would be a better fit]:
2. What advantages and disadvantages are there when using panel interviews?
While disagreements may occur, this type of functional conflict can improve the decision
6. Robert’s decision:
Learning Objective #2: To analyze and evaluate a novel interviewing and hiring process.
1. What valid reasons did Robert provide to persuade Paul to choose Jacqueline?
Students’ answers will vary – it will depend on what they consider “valid”. Discussing
3. The key argument is about:
5. Robert’s argument [that Sonya was too enthusiastic] is:
A. Relevant
B. Dodging issue
C. Inaccurate
This question should generate an interesting debate. Good interpersonal skills and
2. What aspects of the Women-of-Color survey are relevant to this scenario (PPT 14-7)?
How could Robert use this to support his position?
The fact that there are African American employees at Beck ‘n Call but none in
Learning Objective #3: To identify legal issues relevant to hiring.
1. If Robert made the decision to hire Jacqueline because she was married, would Sonya
have a case against Beck ‘n Call under Title VII? (see PPT 14-9 to 14-11).
No, Title VII does not protect an individual based on their marital status. However, being
married or not is typically not job-related, and therefore would be difficult to defend in a
court of law.
2. Is Robert’s decision to hire Jacqueline legal? Why or why not?
4. Hiring based on quotas is:
A. Illegal
B. Legal
C. Sometimes legal
The Supreme Court ruled in City of Richmond v. J. A. Croson Company (1989) that a
rigid numerical quota system is unconstitutional. However, in United Steelworkers v.
