Introduction to Industrial Organizational Psychology PDF

Here's the conversion of the document into a structured markdown format: # RONALD E. RIGGIO ## Introduction to INDUSTRIAL/ ORGANIZATIONAL PSYCHOLOGY ### SEVENTH EDITION ## Chapter 4 Employee Recruitment, Selection, and Placement ### CHAPTER OUTLINE * Human Resource Planning * Steps in the Emp...

Here's the conversion of the document into a structured markdown format: # RONALD E. RIGGIO ## Introduction to INDUSTRIAL/ ORGANIZATIONAL PSYCHOLOGY ### SEVENTH EDITION ## Chapter 4 Employee Recruitment, Selection, and Placement ### CHAPTER OUTLINE * Human Resource Planning * Steps in the Employee Selection Process * Employee Recruitment * Employee Screening * Employee Selection and Placement * A Model for Employee Selection * Making Employee Selection Decisions * Employee Placement * Equal Employment Opportunity in Employee Selection and Placement * Summary ### Inside Tips: UNDERSTANDING EMPLOYMENT ISSUES AND PROCESSES In the next two chapters, you will be able to apply more of the methodological issues from Chapter 2. Effective employee staffing, screening, testing, and selection require grounding in research and measurement issues, particularly reliability and validity. In addition, the foundation for employee selection is job analysis (Chapter 3). When considering the steps in the employee selection process, it is important that one note the influence exerted by federal legislation and court decisions. Federal guidelines developed to prevent employment discrimination have, in a sense, required employers to take a hard look at the quality of the methods used to recruit, screen, and select employees. This has led to the greater involvement of I/O psychologists in the development of more accurate and fairer employee screening, selection, and placement procedures. Because employee issues deal with the care and nurturing of an organization's human resources and because psychology often has a similar concern with human potential, there is a natural link between psychology and personnel work. As a result, many students trained in psychology and other social sciences are drawn to careers in human resources. You have completed your background research and have chosen an exciting (and what will hopefully be a rewarding) position. Armed with your new knowledge, and a highly polished resume, you take to the streets (or more likely, the information highway) to begin the process of finding the right position in the right organization. At the same time, organizations are out looking for you-recruiting new, promising employees through ads, Web sites, and on-campus visits. In Chapter 3, we saw how job analysis is the basic foundation of personnel psychology. Job analysis leads to a thorough understanding of jobs. Once there is a good understanding of the various jobs within an organization, companies are better able to find persons who can fill those jobs and excel at performing them. We will look now at how organizations find and hire persons to perform jobs. Organizations spend a tremendous amount of time, money, and energy trying to recruit and select a ## Human Resource Planning The best organizations continually evaluate their human resource needs and plan their hiring and staffing in order to meet their companies' business goals. Human resource planning (HR planning) begins with the strategic goals of the organization. For example, imagine an Internet-based marketing company that provides marketing services for small businesses. This company has recently branched out and now provides clients with Web sites that the clients can control themselves. The marketing company will need Web site experts to build and maintain the infrastructure for the sites and will need to provide customer support services to help clients maintain their own Web sites. This will mean that the company needs to hire a certain number of web design experts and customer service agents with web knowledge to staff the customer help lines. Human resources professionals need to consider a number of factors in HR planning: What are the organization's goals and strategic objectives? What are the staffing needs required for the organization to accomplish its goals? What are the current human resource capacities and existing employee skills in the organization? Which additional positions are needed to meet the staffing needs (sometimes referred to as a "gap analysis," i.e., what is the gap between the HR capacities the company has and what it needs)? Staffing today's organizations requires that companies take into account a number of critical issues, such as the changing nature of work and the workforce (e.g., greater need for experienced, "knowledge” workers), increased competition for the best workers, ensuring that there is good "fit" between workers and organizations, and increasing workforce diversity (Ployhart, 2006). Human resource planning also considers the short- and long-term time frames and begins to ask the broader HR questions: What are the training needs of employees going to be in the future? How can we competitively recruit the highest potential employees? How competitive are we in our compensation and benefit programs? How can we find employees who are a "good fit" for our company and its culture? One model of human resource planning suggests that companies need to focus on four interrelated processes (Cascio, 2003). These are: * **Talent inventory.** An assessment of the current KSAOs (knowledge, skills, abilities, and other characteristics) of current employees and how they are used. * **Workforce forecast**. A plan for future HR requirements (i.e., the number of positions forecasted, the skills those positions will require, and some sense of what the market is for those workers). * **Action plans**. Development of a plan to guide the recruitment, selection, training, and compensation of the future hires. * **Control and evaluation**. Having a system of feedback to assess how well the HR system is working and how well the company met its HR plan (you will find that evaluation is critical for all HR functions: we need to constantly evaluate I/O programs and interventions to determine their effectiveness). ## Steps in the Employee Selection Process To understand how organizations select employees for jobs, we will look at each of the steps in the process, from the recruitment of applicants, to the various employee screening and testing procedures, to selection decisions and placement of employees in appropriate jobs. Throughout this discussion, keep in mind that the goal is straightforward to try to gather information that will predict who, from the pool of applicants, will be the "best" employees. ### Applying I/O Psychology #### An Example of Workforce Planning: CEO Succession at Corporate Giants *The image shows former CEO of GE, Jack Welch. Before Welch retired the company went through extensive succession planning.* One area of workforce planning that is very important and that gets a lot of attention is the planning for a successor to a company's chief executive officer (CEO). One famous example was the search for the successor to GE's (formerly General Electric, but now an enormous worldwide corporate giant) legendary CEO, Jack Welch It was thought that GE engaged in some good and some bad practices in planning for and finding Jack Welch's successor. On the positive side, GE did not look for a "clone" of Welch. They had an eye toward the future and realized that the new CEO would have to move the company forward in an increasingly fast-paced and changing world. In fact, Jack Welch himself said that the future GE CEO would be nothing like him and emphasized the need for someone with more international experience. On the negative side, GE identified three potential successors high-level executives within GE and pitted them against one another in what was called a "dysfunctional horserace." The ensuing conflict and bad feelings caused the two "losers" to leave GE following the selection of the "winner," Jeffrey Immelt, which led to a loss of talent within the company. GE was also criticized for not considering external candidates. In a different search, Anne Mulcahy, former CEO of Xerox Corporation, discussed the succession plan for her successor and used this successful process to outline suggested steps for CEO succession (Mulcahy, 2010): 1. Begin planning early. Mulcahy was replaced in 2008, but the succession planning began in 2001. 2. Clear guidelines and timelines need to be developed. 3. Avoid pitting candidates against one another, and search broadly. 4. The front-running candidate should have contact with the sitting CEO, who can help orient and develop him or her. 5. Limit CEO terms to no more than a decade so that the CEO does not become too entrenched in the position. ## Employee Recruitment Employee recruitment is the process by which organizations attract potential workers to apply for jobs. Greater numbers of organizations are developing strategic programs for recruitment. The starting point for a good recruitment program is an understanding of the job and what kinds of worker characteristics are required to perform the job. Here, the recruiter relies on the products of job analysis: job descriptions and job specifications (see Chapter 3). *Employee Recruitment the process by which companies attract qualified applicants* ### Stop & Review What are the four processes in a model of human resource planning? How are they connected or related? One of the primary objectives of a successful program is to attract a large pool of qualified applicants. A wide variety of recruitment techniques and tactics can be used, including job advertisements on Internet sites (e.g., Monster.com, careerbuilder.com), newspapers and trade magazines and on television, radio, or billboards; the use of employment agencies (including executive search firms-i.e., "headhunters" for high-level positions); and referrals by current employees. College students are most familiar with on-campus recruitment programs and Web-based career sites that post openings as well as allowing applicants and employers to "connect" online through professional social networking sites (e.g., LinkedIn.com, Plaxo.com). Research has assessed the effectiveness of the various recruitment methods by examining both the quality of newly hired workers and the rate of turnover in new workers. Early evidence suggested that employee referrals and applicant-initiated contacts (that is, “walk-ins") yielded higher-quality workers and workers who were more likely to remain with the company than newspaper ads or employment agency placement (Breaugh, Greising, Taggart, & Chen, 2003; Saks, 1994). There are important reasons why employee referrals and walk-ins lead to better workers. Employees are unlikely to recommend friends and acquaintances who are not good potential workers in order to save themselves from embarrassment. Thus, the referring employees essentially do an informal "screening” that ends up benefiting the company. Applicants who directly apply for a position in a company ("walk-ins") have typically researched the company and/or position and that may suggest they are more motivated "self-starters" than those applicants responding to ads. Like many things, the Internet has changed employee recruitment. The larger Internet job sites, such as monster.com and hotjobs.com, have millions of registered job seekers and employers, allowing a potential applicant to search hundreds of jobs in minutes, post a resume, and get career advice. The downside of Internet recruitment, however, is the large number of potential applicants who need to be sifted through. As one researcher puts it, you have to kiss a lot of "frogs" to find the "princes” (Bartram, 2000). Recently, there have been attempts to provide detailed information about what sort of applicants might best fit the positions and the organization and jobs on companies' Web sites. It has been suggested that an interactive company Web site that would provide feedback about the applicant's fit could help reduce the number of mismatched applicants (Breaugh, 2008, 2013; Hu, Su, & Chen, 2007). Recruitment is a two-way process: while the recruiting organization is attempting to attract and later evaluate prospective employees, job applicants are evaluating various potential employers (Turban, Forret, & Hendrickson, 1998). Research shows that a majority of young job applicants have preferred larger, multinational firms, with a smaller subset preferring working for small organizations (Barber, Wesson, Roberson, & Taylor, 1999; Lievens, 2001). In addition, job seekers are influenced by the type of industry, the profitability of the company, the company's reputation, the opportunities for employee development and advancement, and the company's organizational culture (Cable & Graham, 2000; Cable & Turban, 2003; Cober, Brown, Levy, Cober, & Keeping, 2003). There is also considerable evidence that the characteristics of an organization's recruitment program and of recruiters can influence applicants' decisions to accept or reject offers of employment (Maurer, Howe, & Lee, 1992; Rynes, 1993; Stevens, 1997). In other words, it is important for organizations to make a favorable impression on a prospective employee to encourage the individual to want to take the job offer (Cable & Turban, 2003). A meta-analysis by Chapman, Uggerslev, Carroll, Piasentin, and Jones (2005) found that recruiters who were viewed by applicants as personable, trustworthy, competent, and informative led to more positive impressions by applicants. Recruiters play an important part in helping applicants decide if there is a good fit between themselves and the position and organization (Breaugh, 2008). *Realistic Job Preview (RJP) an accurate presentation of the prospective job and organization made to applicants* In their efforts to attract applicants, however, many companies will "oversell" a particular job or their organization. Advertisements may say that "this is a great place to work" or that the position is "challenging" and offers "tremendous potential for advancement." This is not a problem if such statements are true, but if the job and the organization are presented in a misleading, overly positive manner, the strategy will eventually backfire. Although the recruitment process may attract applicants, the new employees will quickly discover that they were fooled and may look for work elsewhere or become dissatisfied and unmotivated. An important factor in the recruitment process that may help alleviate potential misperceptions is the realistic job preview (RJP), which is an accurate description of the duties and responsibilities of a particular job. Realistic job previews can take the form of an oral presentation from a recruiter, supervisor, or job incumbent; a visit to the job site; or a discussion in a brochure, manual, video, or company Web site (Breaugh, 2008; Wanous, 1989). It has been suggested that easy-to-navigate company Web sites that give a realistic picture about what working at the company is like can help attract more qualified applicants (Breaugh, 2013). However, research indicates that face-to-face RJPs may be more effective than written ones (Saks & Cronshaw, 1990). Another type of RJP that has not received much attention is a work simulation (Breaugh, 2008). We will learn more about work simulations in Chapter 5 in our discussion of employee screening methods. Historically, research has shown that realistic job previews are important in increasing job commitment and satisfaction and in decreasing initial turnover of new employees (Hom, Griffeth, Palich, & Bracker, 1998; McEvoy & Cascio, 1985; Premack & Wanous, 1985). Some of the positive effects of RJPs are caused by the applicant's process of self-selection. Presented with a realistic view of what the job will be like, the applicant can make an informed decision about whether the job is appropriate. RJPs may also be effective because they lower unrealistically high expectations about the job and may provide an applicant with information that will later be useful in dealing with work-related problems and stress (Caligiuri & Phillips, 2003; Wanous, 1992). The implementation of realistic job previews often requires recruiting more applicants for job openings because a greater proportion of applicants presented with the RJP will decline the job offer than when no preview is given. However, the usual result is a better match between the position and the worker hired and a more satisfied new worker (Earnest, Allen, & Landis, 2011). One recruitment issue that has gotten increasing attention is the unrealistic expectations that many applicants, particularly young or inexperienced workers, sometimes have about certain jobs and careers. It has been shown that realistic job previews need to be coupled with expectation-lowering procedures that work to dispel misconceptions about certain jobs (Morse & Popovich, 2009). For example, many people are drawn to careers in consulting or to certain health care professions because the jobs seem important, interesting, and exciting. However, savvy recruiters work to lower expectations among inexperienced applicants by also focusing, in a realistic way, on the not-so-pleasant aspects of these jobs. Another important goal for any recruitment program is to avoid intentional or unintentional discrimination (Breaugh, 2013). Employment discrimination against underrepresented groups such as women, ethnic minorities, the elderly, and the disabled, intentional or unintentional, is illegal (recall our discussion of the ADA in Chapter 3). In order to avoid unintentional discrimination, employers should take steps to attract applicants from underrepresented groups in proportion to their numbers in the population from which the company's workforce is drawn. In other words, if a company is in an area where the population within a 10- to 20-mile radius is 40% white, 30% African American, 10% Asian American, and 10% Hispanic, the recruitment program should draw applicants in roughly those proportions to avoid unintentionally discriminating against any group. Not only is it important to be able to attract underrepresented applicants, it is also important to be able to get them to accept job offers. If an organization is perceived as not welcoming to members of minority groups, it will be difficult to get candidates to accept jobs. For example, research has shown that qualified members of minority groups lost enthusiasm for jobs in organizations that had few minority group members and few minorities in higher-level positions (Avery & McKay, 2006; McKay & Avery, 2006). We will discuss the topics of employment discrimination, equal employment opportunity, and affirmative action later in this chapter. Due to the competitive nature of recruiting the very best employees, companies need to give greater consideration to recruitment methods and processes. Some researchers have specifically looked at recruitment efforts that target specific groups of potential employees, such as college students. For example, many innovative organizations, particularly those creating Web-based innovations (e.g., Google/Alphabet, Facebook, Zynga) are competing hard to recruit high-potential college graduates. Retail giants, such as Wal-Mart, have actively targeted seniors through associations such as the American Association for Retired Persons (AARP). ### Close Up #### Close Using Social Network Sites in Prescreening Job Applicants The use of social network sites (SNS), such as Facebook and LinkedIn, has become so common that many hiring managers are now searching their job applicants' comments, pictures, and profiles on SNS. According to a survey conducted by CareerBuilder.com, 45% of hiring managers reported that they searched applicants on SNS. The same report also revealed that 35% of employers decided not to hire certain applicants because they found unfavorable comments or pictures of the applicants on the Internet. However, the survey also found that information on a more professional SNS (e.g., LinkedIn) could help strengthen a candidate's likelihood of getting hired. Are you a potential job applicant? Activity on SNS has both pros and cons. You can now share your life with many friends. You can also join a community to share similar interests or enhance professional skills. Occasionally, however, you may accidentally share information that you did not intend to share, or you may post comments that would be considered unacceptable in a professional situation. One study found that the information on SNS can reveal an individual's personality, work ethics, behavior, and tendencies (Back et al., 2010). Therefore, investigating job applicants' daily behaviors on SNS to see if candidates are suitable for positions may seem to make sense to many employers (Brown & Vaughn, 2011). Nevertheless, organizations need to be cautious when using the information found on SNS for their hiring decisions. For their selection processes to be legally defensible, the information they obtain and utilize should be relevant to job requirements (i.e., ensuring the validity of such information). The use of SNS allows employers to unearth a variety of information about job applicants, including age, marital status, or religious affiliation. The discovery of such information is prohibited in traditional job application and interview processes. Moreover, contrary to the common perception that SNS reveals undisclosed information about a person, these sites are places where people may present themselves in a socially desirable manner. As a result, employers may end up with inaccurate assessments of job applicants. In addition, there is no consistency in the type of information employers can find, because SNS users can edit privacy settings and customize their profiles. This leads to inconsistent assessment across different job applicants. Despite these limitations in using information from SNS, such information does have some impact on hiring decisions. If you are an SNS user, you may want to reconsider how and why you use certain SNS. Ultimately, acting more professionally in the "bare-all" online world is advisable. ## Employee Screening Employee screening is the process of reviewing information about job applicants to select individuals for jobs. A wide variety of data sources, such as resumes, job applications, letters of recommendation, employment tests, and hiring interviews, can be used in screening and selecting potential employees. If you have ever applied for a job, you have had firsthand experience with some of these. We will consider all of these specific screening methods in Chapter 5 because they are quite complex and represent an important area where the expertise of I/O psychologists is especially important. *Employee Screening The process of reviewing information about job applicants used to select workers* ### Stop & Review List three goals of an employee recruitment program. ## Employee Selection and Placement Employee selection is the actual process of choosing people for employment from a pool of applicants. In employee selection, all the information gained from screening procedures, such as application forms, resumes, test scores, and hiring interview evaluations, is combined in some manner to make actual selection decisions. *Employee Selection the process of choosing applicants for employment* ### A Model for Employee Selection *Criteria measures of job success typically related to performance* The model for recruiting and hiring effective and productive employees is actually quite simple. It consists of two categories of variables: criteria and predictors. Criteria (or the singular, criterion) are measures of success. The most common way to think of success on the job is in terms of performance criteria. A performance criterion for a cable TV installer may be the number of units installed. For a salesperson, dollar sales figures may be a performance criterion (we will discuss performance criteria in more depth in Chapter 6). Yet, when it comes to hiring good employees, we may want to go beyond these rather simple and straightforward performance criteria. The general criterion of "success" for an employee may be a constellation of many factors, including performance, loyalty, and commitment to the organization; a good work attendance record; ability to get along with supervisors and coworkers; and ability to learn and grow on the job. Thus, for the purpose of hiring workers we might want to think of "success on the job" as the ultimate criterion a criterion we aspire to measure, but something that we may never actually be able to capture with our limited measurement capabilities. *Predictors variables about applicants that are related to (predictive of,) the criteria* Predictors are any pieces of information that we are able to measure about job applicants that are related to (predictive of) the criteria. In employee selection, we measure predictors, such as job-related knowledge expertise, education, and skills, in an effort to predict who will be successful in a given job. Once employers have gathered information about job applicants, they can combine that information in various ways to make selection decisions. Primary goals in this process are to maximize the probability of accurate decisions in selecting job applicants and to assure that the decisions are made in a way that is free from both intentional and unintentional discrimination against these applicants. In an ideal situation, we want to employ applicants who will be successful and reject those who will not be successful in the job. In reality, however, errors are involved. Source: Millsap and Kwok(2004) There are two types of decision errors in employee selection. When we erroneously accept applicants who would have been unsuccessful on the job, we are making false-positive errors. On the other hand, when we erroneously reject applicants who would have been successful in the job, we are making false-negative errors. Although both errors are problematic to the organization, it is more difficult to identify false-negative errors than false-positive errors. We cannot eliminate these errors entirely, but we can minimize them by using more objective decision strategies. **False-Positive Errors** erroneously accepting applicants who would have been unsuccessful **False-Negative Errors** erroneously rejecting applicants who would have been successful All too often employee selection decisions are made subjectively, using what is often referred to as the clinical approach. In this approach, a decision-maker simply combines the sources of information whichever fashion seems appropriate to obtain some general impression about applicants Based on experience and beliefs about which types of information are more or less important, a decision is made. Although some good selection decisions may be made by experienced decision-makers, Subjective, clinical decisions are error-prone often inaccurate (Meehl, 1954). The alternative is to use a statistical decision-making model, which combines information for the selection of applicant's in an objective, predetermined fashion. Each piece of information about job applicants is given some optimal weight that indicates its strength in predicting future job performance. It makes sense that an objective decision-making model superior to clinical decisions because human beings are incapable of accurately processing all the information gathered from a number of job applicants Statistical models are able to process all of this information without human limitations. *Multiple Regression Model an employee selection methods that combines separates predictors of job success in a statistical procedures* One statistical approach to personnel decision making is the multiple regression model, an extension of the correlation coefficient Correlation Coefficient (see the appendix in Chapter 2). As you can see, the correlation coefficient examines the strength of relationship between a single predictor, such as the test score, and the criteria. such as a measure of job performance. However, rather than having only one predictor of job performance, as in the correlation coefficient or bivariate regression model, multiple regression analysis uses several Predictors. Typically, approach combines the various predictors in an additive linear fashion. In employee selection, this means that the ability of each of the predictors in to predicts job performance that can be added. get there and that there is linear relationship between the predictors and the criteria ; higher scores on the Predictors will lead to higher score on the criteria. Although the statistical assumptions and calculations on which the multiple regression model is based are beyond the scope of this text , the result is a equation that uses is the various types of screening information in combination. ### Stop & Review Define and discuss the concepts of predictors and criteria. The multiple regression model is a compensatory type of model, which means that high scores on one predictor can compensate for low scores on another. This strength and a Weakness of the progression. approach For example, an applicant's lack previous of job-related expertise can be compensated for by test scores that show great potential for mastering The job However, in other situations this may be problematic Take, for example, the screening of the applicants for a job as an inspector of microcircuitry. A positions requires the visual inspection of very tiny computer circuits Under a Microscope From her scores on the test of cognitive ability i.e. general intelligence an applicant might shows is a great potential for performance The job . Applicant might have uncorrectable Visual problem that leads her to score poorly on the test of visual acuity. The compensatory regression model wouldn't lead to a good prediction, for the visual problem wouldn’t means to that's applied would fail ,regardless of her potential for handling the cognitive aspects of the job. A second types of select strategies ,one that is not compensatory is the multiple and used to minimum cutoff model which is minimum cutoff Score on each of the predictors one applicant must obtained Score above the cutoff or each of the predictors to be hire one scurry blue the card and I want protected automatically disqualifies . Is applicant regardless score or score on the other scanning variables example school district might decide the hire only those probationary high the school teachers who the completed specified number of graduate units and has score above a cutoff score in the national teachers one examination The advantage of multiple cutoff for your is that it in short all eligible application have nominal amount of any I dimensions that are believed that you are predictive of the Job success. *Multiple Cutoff Model and and multiple cutoff score that is more effective on each of the various predictors of job performace*. *cutoff scores are more commonly used is public sector organization that gave employment to to large numbers of applicants you know. The setting of cutoff scores is a is the important *and open controversial dicision . Particular care needs to be to be taken by a psychological test by to the set cutoff scores that distinguish is the best candidate the job . cutoffs that dont unfairly discriminate against members of the various ethnic and minority one groups women or a order workers , See. * the multiple and the progression model that most used in Combination if its done ,applicant would be eligible for hire only if their regression scores are high and if are above the cutoff score on each of the predictor dimension.* *of course, and more use various using both the strategies at a the same time greatly retricts this number and the eligble applicant so they used for togethe only when the pool of applicant is very large*. Another type of selection dicision making a method that is used in mulliple hurdle model. This is to the strategy uses the ordered sequence of scanning devices.*at the each stage on the sequece a decision is made either to reject on applicant or to allow the applicant to proceed the next that is to the stage an exple of the Multiple Huddle Model there is one used for hiting political officers.*The first stage of the hurtle most been receiving the pass scores on the service can you and if yes has passing score is obtained is applicant evaluation and is applicant who does pass the exam is no longer for consideration for the job the card hurdle the passing on that test then is and move move on to the to interview * .There hurdle * is all endence its to the police acadmny .Typicall,y application who pass all all the hutts the are then selected their jobs. * *Multiple hurdle model* is employee in selection strategy that requires this type of rejection discisions be made at the each that you are on the stage , so keep in mind is screening process*. one advantages of multiple hurdle that unqualified persons do the have is to more the evaluation Program they they aor rejectted.Also because evaluation take place at many on many levels the emplyer can and the quinte confdent that the applicatns who the slecetred indeed have the potentail to succsessful on the job. because. *Multiple selection programs are extensive and time*. *Consuming, they are on the central one ,use only for the jobs ,that arc centerl the operation of the organization * ## Employee Placement . *Whereas employee selection is does with how epeople the are hireds in the job.* empllyment : placement ,that is process .Of dicding there in hired workers , it should be assighned,employee ; place *is more typicality used when , there are there are two their more openings there is . A newly hired worker can fill place their also becomes to inportant at : large organazatiins that a closse or departmennts office and the company's does their want to the lays the offworkers from in closed sites , but instead do want to one teassignes there workers to the other is possible* .within to* the organizatiin,althiugh placement is diffent personnel function many of the methods used is to do. in, placememnt there there are used in the to the selecttion. *the,The ,the that personnel the specialt to dicision make as in placemement has always hadbeen lated ,thersfore the personnel ,spcialit jobs or , the,to , in th ,to dicision make it their is. best the best the potential "fit * beetween workers the attribuites ; And theriqs *of the jobs openings , *theEmployee placement, the process of the assignment of workers to and appropriate jobs,* *personnella spcialist art the lookng *the *more to brooady to the issue to the to the electron :placcment rather thus, is just and for focusing . and *the* for fittinpotentiial,employess it into and a the correct is job., r*are reserchers there are for concerned ,with how particcular individauals might be in* to **a particular ,work group ,team and *team with specifc organiitions. and*** *therre is and good and fit there and wween the individualls they are work organaation and work environmenmt allow oranizattions only to protect to the predict who their is .the better.* to .but also hel thep tp well bign their Among the Aselexted Employees. . ### The Enter. civil Service the cxam scores * * *Yes* * *No* is exalnm passing? * *No* evaluate application blank terminate. rejection * *yEs* is applicatiin bank evaluation postviive terminate rejection? *No* the intervio candate. is interview passing terminate rejection? *No* conduct bactground investigate des bactground meeting hring critiria tremiinte rejection?Yes Review by appointinut aytnroty is review positive * *No* Yes Conduct to physical the exam Is physician passing terminate rejection? *accept* the to for the police exam academy tring . termintte they yes Are supervsory :Appratisal . and perrmofmance academic is .and satisfactory assum the duties: of Yes policr afficer yor probtinary preod Are monthyly evaltuion to the statfacity Final the actepence the muliitple hundal and for the officer Selection Source That culture sensibility and ability to adapte to differs and the situation surrounding are and is imporartant. the for the empleyyes working . is othr countried and the clutures . And inportnart the is to the and for selecltion putting. And the right emptys.attention mu the in the the is going abroads ,to .Further employee trainin and the .Devwlop ,the mportain* equal. In o seleciton placcement the civls right they were pass: to the for section for or of .major a piece is of and the federal,legislation,titlthe,the for of w the protected and against the scirimination i.er Unfair of advantg disadvatg in employmeent of and basis is ,race,ethnic background,gender or religous ,the prefernce and and is subjicrt the to . aditionall . *there are laws is the and 4.1 help* or a the discrimaination disciminatjon agenst peoplpes ### Stop & Review * **Defien give of examples four of employee selection mehtods As to a the result thw civil right 6 a federal adgency ,equal they is enfore this and there and discriminaztion claims the emplyersin and there the roel for candust and assessment of the aledgatiosin.they were the there deveopef* in the the guiderlinc in ithe the and to ### *Equal Emplylmneynt opoorrtunity CommosionEeqec the federal to A encY CReated to protect Against* the this is the inlcude the women , ### *Prortected Groups, they incljue, womens e ,are those is the previous targets of employs* They Federal Laws and their cCout to Civil Acte i86613