Fr-SYM-1433-4 - Inclusive Organizations And Discrimination-Free Selection

Track:
Discrimination and equality in the workplace
What:
Symposium
When:
1 hour
Where:
H1.51
Discussion:
0
 
Human resource management
Discrimination and equality in the workplace
Fr-SYM-1433-4
Inclusive organizations and Discrimination-free Selection
S. Moscoso 1,*, A. L. García-Izquierdo 2, J. F. Salgado 1
1University of Santiago de Compostela, Santiago de Compostela, 2University of Oviedo, Oviedo, Spain
 
Main Abstract Content: Personnel selection (PS) is one of the most critical processes in the study of human behavior at work because it determines the efficiency of many other issues of management practices (e.g., training, promotion, turnover). PS is used by organizations to deciding which of the applicants shows the best fit to a job. Consequently, PS represents a ‘barrier to entry’ for individuals into any work organization. In this sense, fairness, equality and non-discrimination in the access to employment in a diverse workplace is a primary objective. Theory and empirical research in PS have shown that this objective can be reached using right procedures with strong psychometric properties (e.g., validity and reliability).
This study is organized into three main sections. The first section starts with an introduction about the relevance and state-of-the art of PS in Human Resource Management in Organizations. The second section presents the most relevant personnel selection procedures according to their evidence of criterion-oriented validity, including procedures for assessing constructs (e.g., cognitive ability test, job experience, and personality inventories) and selection methods (e.g., interviews, situational judgment test, and assessment centers). Third section summarizes recent research about discrimination and adverse impact of the different methods and instruments in personnel selection. The fourth section reviews the research on the applicant perceptions and reactions to personnel selection methods and their implications to practice inside the organizational fairness theory. Finally, conclusions and some suggestions to future research and practice are given.
 
 

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