MIDTERM TEST 2 (Chapters 7, 8, 10, 11 & 12)
CHAPTER 7: SELECTION
1.Selection process: 6 steps
Preliminary applicant screening Selection testing selection interview background check
supervisory interview hiring decision and candidate notification
2.Management assessment centre: A comprehensive, systematic procedure used to assess
candidates’ management potential that uses a combination of realistic exercises, management
games, objective testing, presentations, and interviews.
Examples of the types of activities and exercises involved include the following:
-An in-basket exercise. Each candidate is faced with an accumulation of reports, memos,
messages from incoming phone calls, letters, and other materials collected in the in-basket of
the simulated job that he or she is to take over and is required to take appropriate action. For
example, he or she must write letters, return phone calls, and prepare meeting agendas. The
trained evaluators then review the results.
-A leaderless group discussion. A leaderless group is given a discussion question and told to
arrive at a group decision. The raters evaluate each candidate’s interpersonal skills,
acceptance by the group, leadership ability, and individual influence.
-Management games. Participants engage in realistic problem solving, usually as members of
two or more simulated companies that are competing in the marketplace. Decisions might
have to be made about issues such as how to advertise and manufacture, and how much
inventory to keep in stock.
-Individual presentations. During oral presentations on an assigned topic, each participant’s
communication skills and persuasiveness are evaluated.
-Objective tests. Candidates may be asked to complete paper-and-pencil or computer-based
personality, aptitude, interest, or achievement tests.
-An interview. Most centres also require an interview between at least one of the expert
assessors and each participant to evaluate interests, background, past performance, and
motivation.
3.Common interview mistakes:
-Poor planning:
-Snap judgments:
-Negative emphasis
-Halo effect:
-Poor knowledge of the job:
-Contrast (candidate-order) error:
-Influence of nonverbal behaviour:
-Leading:
-Too much/too little talking:
-Similar-to-me bias: