Matakuliah : L0064 / Psikologi Industri &
Organisasi 1
Tahun
: 2007 / 2008
PROSES REKRUTMEN
Pertemuan 3 & 4
Learning Objectives
After reading Chapter 3, you should be able to:
1. Explain the recruitment process and the importance of recruiter
characteristics, campus recruiting, and realistic job previews
2. Understand the selection process and the critical contribution of job
and worker analyses
3. Explain the legal and regulatory aspects of fair employment
practices, including how to determine adverse impact, what are
discriminatory questions, and reverse discrimination
4. Define job analysis, what it’s used for, and how it is conducted
5. Compare and contrast four major techniques for employee selection:
biographical information, interviews, references and letters of
recommendation, and assessment centers
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What Are You Looking For In A Job?
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Challenging work
High salary
Job security
Stock options
Good working hours
Good working
conditions
• Compatible coworkers
• Respect from one’s
boss
• Opportunity to learn
new skills
• Fair/loyal supervisor
• Being asked for your
opinion
• Help with personal
problems
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Recruiting Sources
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Online search services
Help-wanted ads
Current employee referrals
Networking & personal contacts
Employment agencies/headhunters
Professional associations
Job fairs
Outplacement agencies
Campus interviews
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Characteristics of Successful Recruiters
• Personal characteristics
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Smiles & nods
Eye contact & Empathy
Thoughtful & Warm
Competent
Stays on topic
Provides information about company
Solicits information about applicant
Answers applicant’s questions
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Realistic Job Preview
• A recruitment technique that acquaints
prospective employees with positive and
negative aspects of a job
• Correlates positively with
– job satisfaction
– job performance
– reduced turnover
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Steps in the Selection Process
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Job analysis
Worker analysis
Determine anticipated selection ratio
Identify selection techniques
Select and classify new employees
Evaluate selection methods for:
– Validity – did we hire the right people?
– Fair employment practices
– Evidence of adverse impact
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Fair Employment Practices
• Conformity with:
– EEOC regulations
– 1964 & 1991 Civil Rights Acts
• Equal opportunities in employment for all, regardless of race,
religion, sex, or national origin
• Protect against....
– Adverse impact on minority or protected groups
– Discriminatory questions in interviews or on
application blanks
– Reverse discrimination
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Determining Adverse Impact
• Four Fifths” Rule
– Selection ratio for minority group may be no less than
80% of that of the majority group
• Selection ratio is the number of applicants selected
divided by the number of applicants
– Example: If the selection ratio for the majority group is
50%, then the selection ratio for the minority group
should not be less than 40%
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Possible Disadvantages of Equal
Opportunity Programs
• Perception of reverse discrimination
– Which groups are most positive toward affirmative
action?
• Women
• Blacks
• Hispanics
• Stigmatizing of those hired (e.g., Heilman research)
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Federally Protected Groups
• An employer cannot discriminate based on:
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Sex
Race
National Origin
Religion
Age - workers over 40
Disability
Status as Vietnam veteran
• Not protected on the basis of:
– Sexual orientation
– Physical attractiveness
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Purpose of Job & Work Analysis
• Job analysis
– The study of a job to describe in specific
terms the nature of the component tasks
performed by the workers
• Work analysis
– The study of specific tasks and worker skills
that can be transferred from one job to
another
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Conducting Job & Work Analysis
• Refer to previously conducted analyses
– U.S. Department of Labor’s Occupational Information Network
(O*NET)
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Interviews
Direct observation
Systematic activity logs
Critical incidents
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Information Provided by O*NET
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Person requirements
Person characteristics
Experience requirements
Job requirements
Labor market
www.online.onetcenter.org/
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Job Analysis Interview
• Performed by Subject Matter Experts (SME’s)
– Incumbent workers
– Supervisors
– Trained HR personnel
• Person interviewed should be told purpose of
interview and need to answer accurately and
completely.
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Job Analysis Questionnaires
• Unstructured questionnaire
– open-end approach
• Structured questionnaire
– Position Analysis Questionnaire (PAQ)
• 194 job elements organized into six categories
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information input
mental processes
work output
relationships with other persons
job context
other job activities & conditions
Direct Observation in Job Analysis
• Beware
– People may behave differently when they are being
watched
– Hawthorne Effect
• Analyst should be unobtrusive
• Sample should be representative
• Electronic monitoring is a possibility
– privacy issues
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Systematic Activity Logs
• Employees and supervisors maintain detailed
written records of their activities during a
specified time
• Logs can provide job details not available from
other methods
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The Critical-Incidents Technique
• Identifies incidents or behaviors that are
necessary to successful job performance
• Focuses on specific activities or behaviors that
lead to desirable or undesirable consequences
on the job
• Goal is to have SME’s indicate behaviors that
separate a good from a bad performer
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Employee Selection Techniques
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Biographical information (Biodata)
Interviews
References and letters of recommendation
Assessment centers
Psychological tests (Chapter 4)
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Biodata
• Collecting biographical information is a common method
of job selection
– Assumes that past experiences and personal traits can predict
work behavior & success
– May be paper or
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online
home computer
kiosks
recruiting stations
computer generated phone screening
Techniques For Collecting Biodata
• Application blanks
• Biographical inventory
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Application Blanks
• It’s crucial to determine what information to
request
• Each question must be correlated with job
success
• How honest is the response?
– Use follow-up interviews
– Check employers & references
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Biographical Inventory
• A more systematized form of application blank
– Longer and in greater detail
– Assumes on-the-job behavior is related to
biodata
– Each item must be researched and validated
• Properly developed biographical inventories
show high predictive value
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Interviews and First Impressions
• Key variables
– Perceived attractiveness, sociability, & skill at selfpromotion
• Verbal and Non-verbal cues
– Maintaining eye contact, smiling, leaning toward the
interviewer, & friendly hand gestures
– Low pitched voice with vocal inflections
• Impression Management
– Ingratiation
– Self-promotion
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Types of Interviews
• Unstructured interview
• Structured interview
• Situational interview
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The Unstructured Interview
• Format and questions asked are left to the
discretion of the interviewer
– Lacks advance planning
– Potentially different questions for each candidate
• Criticisms
– Lack of consistency in assessing candidates
– Low validity for predicting job performance
• Interviewer training can improve usefulness
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The Structured Interview
• Uses a predetermined list of questions asked of
every candidate
– Printed form
– Applicant’s responses recorded
• Results are greatly improved over unstructured
interviews
• Structured interviews can be as valid as
cognitive ability tests
• Still rarely used due to perceived cost, time and
loss of control by interviewer
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The Situational Interview
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Focus is on the behaviors needed for successful
performance
Development of interview
1. Prepare list of critical incidents
2. Determine benchmarks for scoring the incidents
3. Translate incidents into interview questions
Generally used to select workers for semi-skilled and
skilled factory jobs, sales, & first line supervisors
Correlate positively with later work performance
Influences on Interviewer Judgment
• Applicant characteristics
– Personality, physical attractiveness, etc.
• Prior information
– May predispose interviewer to favor a particular
candidate (e.g., knowledge of psych eval. results)
• Contrast effect
– Impressions of prior candidates influence opinion of
subsequent candidates
• Personal prejudices
– e.g., Halo effect – tendency to judge all aspects of a
person’s behavior or character on the basis of a
single attribute
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References and Letters of Recommendation
• Intended to examine others’ opinions of
candidate and verify information provided by
candidate
• Often paint a false picture of the applicant
– Positive bias
– Fear of lawsuits for defamation or providing
inaccurate information
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Assessment Centers
• Method of selection that places candidate in a simulated
job situation to evaluate behavior under stress
• Originally called situational testing
• Usually involve 6-12 candidates
– Evaluated through a series of exercises over several
days
• In-basket technique
• Leaderless group discussions
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Advantages of Assessment Centers
• Can be highly valid predictor of job success for
management and entry-level positions
– On the job evaluations 2-4 years later correlated
highly with assessment center results (Dayan,
Kasten, & Fox, 2002)
• May be a more equitable way of evaluating management
skills of candidates of different racial and ethnic
backgrounds
• But ...
– Interpersonal skills count strongly, and active and
forceful participants are rewarded
– Negative impact on self concept if they perform poorly
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Key Terms
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Adverse impact
Assessment centers
Biographical inventories
Critical-incidents
technique
Halo effect
Impression management
In-basket technique
Job analysis
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• Leaderless group
discussion
• Realistic job previews
• Reverse discrimination
• Selection ratio
• Situational interviews
• Situational testing
• Structured interviews
• Unstructured interviews
• Work analysis