RECRUITMENT AND SELECTION 1.

Short Screening Interview – designed to screen

applicants for a final interview. The purpose is to
TOPIC 5: GLOBAL RECRUITING clarify information on the resume and better asses an
Global Recruiting – an organizational activity that identify, applicant’s qualifications. (questions about
attract, acquire or reassign sufficient numbers of successful experience, accomplishments, responsibilities, and
employees. It is to have an international expansion. education)
Internal Recruiting – promoting inside the company. 2. Work Sample – measure the applicant’s skills that
1. Expatriates – employees sent by the organization to are necessary upon entry into the job. (demonstrate a
work in another country for a set of period. skill)
2. Alternative International Assignments – non- 3. Tests – written and/or proficiency assessment of the
traditional form of international work arrangements. applicant’s KSA
Short-term or project-based assignments abroad. Assessment Center – used to determine a candidate’s
3. Inpatriates – employees from branches to be put in qualifications for a particular position.
the headquarters. Cover Letters – identifies the position, provides relevant
External Recruiting – people who are not directly from the background linking their education and experience.
company. Resume – a brief description of a candidate’s education,
1. Self-initiated Expatriates – employees moved from professional experience, knowledge, skills, and
another country with their own initiative. accomplishments.
2. Host Country Nationals – employees are citizen of Curriculum Vitae – an in-depth account of a candidate’s
the host country. background.
3. Skilled Migrants – individuals who moves from one Theoretical Models
country to another for work purposes. 1. Organizational Justice Theory – proposed by
Sourcing Talents – process of identifying, attracting, and Greenburg.
engaging with potential candidates.  (Greenburg) Procedural Justice – the
External Recruitment Strategies and Methods – orgs use to fairness associated with the process for
attract candidates from outside the company. resource allocation in the workplace. It is the
1. Job Advertisement Wording – refers to language fairness associated with the hiring
and phrasing used to create a job advertisement. procedures. Whether the individuals are
2. Brand Image – the consumer’s interpretation of your treated fairly.
company.  Distributive Justice – fairness associated
3. Cross-National Advertising – a marketing strategy with the actual resource allocation among
to ensure consumers will be reached even outside the employees in workplace. Fairness
country. This is to know whether the company can associated with the hiring decision. “Am I
expand to other country. getting the outcome I deserve?”
Internet Recruitment – using company websites online  (Gilliland’s) Procedural Justice – perceives
advertisements, job listings, social media and other means on the fairness of processes and procedures
the internet to find and hire suitable employees. used in organizational settings.
Globally Relocating Jobs – a position that requires you to  Distributive Justice – equity, equality, and
move or work in a diff. country or region, either temporarily or needs.
permanently.  The outcomes applicants receive
Job Performance – overall expected value from employee’s are major components of
behaviors carried out over the course of a set period of time. applicant’s reactions, but that the
1. Task Performance – actions that contribute to fairness of procedures could have
transforming raw materials to goods and services. an effect on applicant reactions as
2. Contextual Performance – behaviors that contribute well.
to overall effectiveness.  Both justice may interact, such that
Measuring Job Performance – decisions to retain, promote, the effect of distributive may be
or fire people. stronger when procedural is high.
1. Production Counts – value the quantity over quality. Other Theoretical Approaches
The worker with the higher production count is 1. Social Validity Theory – emphasizes the applicant’s
assumes to be the better worker. perspective of the selection procedures and the extent
2. Personnel Data – information from the employee to which they perceive they have been treated with
personnel file. dignity and respect.
3. Judgemental Methods – based in the exercise of 2. Arvey and Sackett’s Model – does not have a single
judgement by the superior. unifying theoretical approach, the fairness perceptions
Multidimensional Model of Job Performance of applicants and the organization and its decision
1. Job-Specific Task Proficiency (task specific makers are considered.
behavior) 3. Fairness Theory – third alternative to Gilliland’s
2. Non-Job-Specific Task Proficiency (non-task model. Applicant’s reactions are impacted by their
specific behavior) – requirement of behavior interpretation of situation based on could, would, and
3. Written and Oral Communication – effective should.
communication both in writing and speaking 4. Applicant Attribution-Reaction Theory – indiv make
4. Demonstrating Effort (job performance) attributions about the hiring process that results in
5. Maintaining Personal Discipline – following rules applicant reaction outcomes such as fairness,
and regulations of the company. motivation, and test perceptions.
6. Facilitating Peer and Team Performance – Effect of Different Selection Procedure Characteristics in
teamwork and collaborating with others. Reactions
7. Supervision/Leadership – evaluate and measure 1. Structure Fairness – relates to logistic components if
whether they can be promoted the actual selection process.
8. Management/Administration – administrative skills 2. Social Fairness – taps into more interpersonal
like panning, organizing, and budgeting. aspects of the selection process.
Which Selection Procedures do Applicants Prefer?
TOPIC 6: APPLICANT SCREENING AND CANDIDATES 1. Interview
Screening – the process of choosing a qualified person for 2. Work Samples
specific role who can successfully deliver valuable 3. Resumes
contributions to the organization. 4. References
1. Multistage Selection Strategy – combines a number Effect of Applicant Reactions on Individual and
of assessment tools as part of the process. Organizational Outcomes
2. Compensatory Selection Strategy – administers all Soft Outcomes – attitudes and behaviors closer to the hiring
assessment tools to applicants at the same time, or at process.
least all of them are administered before a candidate Hard Outcomes - outcomes related to performance and
is eliminated or selected. behaviors on the job after being hired.
Types of Screening Methods
Organizational Outcomes – the effect of applicant reactions Fidelity – refers to the degree to which an assessment
on the company, particularly in areas like employer reputation, replicates or represents the actual features of a local job. In
talent acquisition, and employee retention. personal selection, simulations are known for achieving higher
Organizational Attractiveness – refers to how appealing a fidelity compared to traditional assessment methods, as they
company is to potential and current applicants based on their closely mirror real job tasks.
perceptions of fairness during the hiring process. Psychological and Physical Fidelity
Recommendation Intentions – an individual’s likelihood of 1. Psychological Fidelity – refers to how well an
recommending an organization to other based on their assessment replicates the mental processes,
experience during the hiring process. decisions, or problem-solving strategies required in a
Litigation Concerns – the potential legal risks and challenges job. For example, a managerial simulation requiring
that an organization faces, particularly related to its hiring strategic planning achieves high psychological fidelity
practices. 2. Physical Fidelity – relates to how closely the
Individual Outcomes – the effects that applicant’s reactions to physical environment, tools, and tasks in the
the selection process have on their personal well-being, assessment match the actual job setting. For
attitudes, and future behaviors. instance, using real equipment in a simulation for
 Self-Efficacy – an individual’s belief in their ability to machine operators provides high physical fidelity.
perform tasks or procedures, such as taking selection. Stimuli and Response Fidelity
 Self- Esteem – how individuals value themselves and 1. Stimuli Fidelity – the assessments’ presented
their sense of self-worth. scenarios, challenges, or information resemble those
in the real job. For example, a simulation with realistic
TOPIC 7: INTERVIEW customer complaints for a customer service role
Types of Interviews achieves high stimuli fidelity.
1. Unstructured Interview – questions are not 2. Response Fidelity – measures how closely the
prearranged. Allow some questions based on the candidate’s responses in the simulation mimic actual
interviewee’s responses. job responses, such as using specific software or
2. Structured Interview – also known as standardized communication methods required in the role.
interview or a researcher-administered survey. Impact of Fidelity on Validity
Closed Question – provide people with a fixed set of 1. Higher Fidelity, Greater Validity - better replicate
responses. real-world job conditions.
Open Question – allow people to express what they think in 2. Low Fidelity, Reduced Predictive Power -
their own words. traditional low-fidelity methods may miss critical job-
Interviewing – the most important step in hiring a new specific behaviors, making them less effective in
employee. It is an opportunity to evaluate an applicant’s work predicting actual job performance.
experience. 3. Balancing Costs and Benefits - while high-fidelity
Resume – a document that summarizes your skills, experience simulations offer greater validity, they can be
and education. resource-intensive to design and administer, requiring
Interviewers use various question types to assess both organizations to balance practicality with assessment
hard and soft skills: accuracy.
1. Hard Skills – job specific e.g., accounting skills for Psychometric Characteristics – refers to the qualities or
accountant, including micro and macro-economics attributes of a test or assessment that determine how well it
knowledge, business law, and tax law measures what is intended to measure.
2. Soft Skills – include interpersonal and 1. Reliability - The consistency of the test results over
communication skills, leadership ability, and time or across different versions. A reliable test will
knowledge of management principles. give similar results under consistent conditions.
Similarity-Attraction Theory – suggests that similarity in 2. Validity - The extent to which the test measures what
universities influences student exchange experiences. it is supposed to measure. For example, if a test
Job Specific Questions claims to measure intelligence, it should actually
1. Behavioral Interviews – based on the premise that assess cognitive abilities, not unrelated traits.
past behavior predicts future behavior. This approach 3. Norms - The benchmarks or standards that help
aims to forecast future job performance. interpret a test score, often based on a large group of
2. Predictive Validity – considered reliable, results are people with similar characteristics.
indicative but not absolute predictors of future 4. Fairness - The degree to which the test treats all
performance. individuals equally, without bias based on gender,
3. Situational Interviews – aim to predict future age, or other factors.
performance by observing how applicants respond to Construct Measurement
hypothetical yet realistic work situations. 1. Simulations and Technology - Use of technology in
4. Phone Interviews – can be used as recruitment simulations enhances measurement of response
hurdle or where the applicant is some distant from the times and micro behaviors, expanding construct
interviewer. assessment
5. Stress Interviews – evaluate how applicants handle 2. Learning Agility - Ability and willingness to learn from
pressure, unexpected questions, and attempts to experience and apply it.
disrupt their composure. 3. Challenges in Simulations - Issues with measuring
consistency, reliability, and validity. Risk of irrelevant
TOPIC 8: FIRST IMPRESSIONS variance from unrelated technical skills. Need for
clarity on what is being measured.
TOPIC 9: THE ROLE OF SIMULATION EXERCISES IN Applicant Reactions
SELECTION  Assessing preferences and fairness perceptions.
Simulation – use of realistic scenarios and environments to  Generally positive due to relevance and fairness.
train employees and assess their skills. Cross Cultural Application
Taxonomy of Stimulation Types 1. Globalization - Selection procedures must consider
1. Situational Judgement Tests – valuable tool for cultural differences for local and international roles.
predicting how a candidate may handle a real job 2. Cultural Impact - Contextual factors affect
situation. assessment use and validity, with cultural differences
2. Work Sample and Performance Test – evaluate a influencing simulations.
candidate’s ability to perform specific tasks that are 3. Assessment Centers and SJTs - Effective across
directly related to the job they are applying for. cultures but may need adjustments.
3. Assessment Center Exercise – variety of activities 4. Simulation Validity - Must align with cultural
designed to evaluate a broad range of competencies, performance criteria; more research needed.
such as communication, leadership, problem-solving, 5. Costs and Translation - Balancing translation and
and teamwork. adaptation costs with universal versus specific
4. Job Tryouts – give candidates the opportunity to assessments.
demonstrate their skills and fit for the role by Impression Management: The tendency of an individual to
performing actual job tasks in a real or simulated work behave in the most ideal manner possible in order to make a
environment, often over a short trial period. favorable impression.
TOPIC 10: TESTING
Test – collection of questions designed to measure an indiv’s
knowledge and skills either broadly or within specified subject-
matter area.
Assessment of Knowledge, Skills, and Abilities – a
common tool used by human resources department.
 Knowledge – the information and understanding a
person has acquired through education, experience,
or training.
 Skills – the ability to perform tasks and activities
effectively.
 Abilities – the natural or innate traits that enable
someone to perform a task.
Personality Assessment – a tool or instrument used to gauge
and determine the attitudes, interpersonal, motivational and
emotional individuality.
Personality Test – an alternative way to arrive at accurate
information when people managers are facing complicatedness
to get a true and good appraisal of an applicant’s work or job
record.
1. Minnesota Multiphasic Personality Inventory and
Guildford-Zimmerman Temperament Survey – the
test that inquire hundreds of questions and issues.
2. Thematic Apperception Tests – forty multiple-choice
questions. Applicant is required to tell or draw a story
on a sequence of pictures.
Psychological Test – helps people managers with hiring
decisions when information from character references is
neither meaningful nor significant enough to consider.
Forms of Employment Test
1. Job Sample Performance Test – oblige the job
applicant to demonstrate their skills and abilities that
were claimed during the initial interview.
2. Cognitive Ability Test – Arithmetic and Oral
Communication. It measures ability to learn quickly,
logical reasoning, other long lasting mental abilities
that are very essential to accomplish in many diff jobs.
3. Personality Inventories and Temperament Test –
Rorschach Inkblot Test and Thematic Apperception
Test. This is performed by observing the response of
the subject by telling what he or she sees in the
inkblot.