netrashetty
Netra Shetty
Human Resource Management of Southwest Airlines : Southwest Airlines Co. (NYSE: LUV) is an American airline based in Dallas, Texas. Southwest is the largest airline in the United States, based on domestic passengers carried, as of June 30, 2010 (2010 -06-30)[update].[2] Southwest operates more than 3,100 flights a day, as of January 2011[update], utilizing a fleet of 547 Boeing 737 aircraft.[3]
Southwest is known throughout the aviation industry as a "low-cost carrier" because of its unique business model. The model includes flying one aircraft type, the Boeing 737, on high-density routes throughout the United States. Southwest's "low-cost" business model is further defined by the airline not offering many services, which are a standard offering on most traditional American carriers, such as a First Class cabin, airport lounges, reserved seat assignments, and video/audio programing.
Selection
Selection process
The process of screening job applicants to ensure that
the most appropriate candidates are hired.
Selection
An exercise in predicting which applicants, if hired, will
be (or will not be) successful in performing well on the
criteria the organisation uses to evaluate performance.
Selection errors:
Reject errors for potentially successful applicants
Accept errors for ultimately poor performers
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
13
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Validity and reliability
Validity (of prediction)
A proven relationship between the selection device used
and some relevant criterion for successful performance
in an organisation.
High tests scores equate to high job performance; low
scores to poor performance.
Reliability (of prediction)
The degree of consistency with which a selection device
measures the same thing.
Individual test scores obtained with a selection device are
consistent over multiple testing instances.
Types of selection devices
Application forms
Written tests
Performance simulations
Interviews
Background investigations
Physical examinations
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
15
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Written tests
Types of tests
Intelligence: how smart are you?
Aptitude: can you learn to do it?
Attitude: how do you feel about it?
Ability: can you do it?
Interest: do you want to do it?
Legal challenges to tests
Lack of job-relatedness of test to job requirements
Discrimination in equal employment opportunity against
members of protected classes
Performance simulation tests
Testing an applicant’s ability to perform actual
job behaviors, use required skills, and
demonstrate specific knowledge of the job.
Work sampling
Requiring applicants to actually perform a task or set of
tasks that are central to successful job performance.
Assessment centers
Dedicated facilities in which job candidates undergo a
series of performance simulation tests to evaluate their
managerial potential.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
17
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Other selection approaches
Situational interviews
Interviews in which candidates are evaluated on how
well they handle role play in mock scenarios.
Background investigations
Verification of application data
Reference checks:
Lack validity because self-selection of references ensures
only positive outcomes.
Physical examinations
Useful for physical requirements and for insurance
purposes related to pre-existing conditions.
Suggestions for interviewing
Structure a fixed set of questions for all applicants.
1.
Have detailed information about the job for which
applicants are interviewing.
2.
Minimise any prior knowledge of applicants’
background, experience, interests, test scores, or other
characteristics.
3.
Ask behavioural questions that require applicants to
give detailed accounts of actual job behaviors.
4.
Use a standardised evaluation form.
5.
Take notes during the interview.
6.
Avoid short interviews that encourage premature
decision making.
Examples of “can’t ask and can ask” interview
questions for managers*
Can’t Ask
What’s your birth date?
or How old are you?
What’s your marital
status? or Do you plan
to have a family?
What’s your native
language?
Have you ever been
arrested?
Can Ask
Are you over 18?
Would you relocate?
Are you authorised to
work in Australia
Have you ever been
convicted of [fill in the
blank]?—The crime
must be reasonably
related to the
performance of the job.
Other selection approaches (cont’d)
Realistic job preview (RJP)
The process of relating to an applicant both the positive
and the negative aspects of the job.
Encourages mismatched applicants to withdraw.
Aligns successful applicants’ expectations with actual job
conditions; reducing turnover.
Southwest is known throughout the aviation industry as a "low-cost carrier" because of its unique business model. The model includes flying one aircraft type, the Boeing 737, on high-density routes throughout the United States. Southwest's "low-cost" business model is further defined by the airline not offering many services, which are a standard offering on most traditional American carriers, such as a First Class cabin, airport lounges, reserved seat assignments, and video/audio programing.
Selection
Selection process
The process of screening job applicants to ensure that
the most appropriate candidates are hired.
Selection
An exercise in predicting which applicants, if hired, will
be (or will not be) successful in performing well on the
criteria the organisation uses to evaluate performance.
Selection errors:
Reject errors for potentially successful applicants
Accept errors for ultimately poor performers
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
13
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Validity and reliability
Validity (of prediction)
A proven relationship between the selection device used
and some relevant criterion for successful performance
in an organisation.
High tests scores equate to high job performance; low
scores to poor performance.
Reliability (of prediction)
The degree of consistency with which a selection device
measures the same thing.
Individual test scores obtained with a selection device are
consistent over multiple testing instances.
Types of selection devices
Application forms
Written tests
Performance simulations
Interviews
Background investigations
Physical examinations
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
15
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Written tests
Types of tests
Intelligence: how smart are you?
Aptitude: can you learn to do it?
Attitude: how do you feel about it?
Ability: can you do it?
Interest: do you want to do it?
Legal challenges to tests
Lack of job-relatedness of test to job requirements
Discrimination in equal employment opportunity against
members of protected classes
Performance simulation tests
Testing an applicant’s ability to perform actual
job behaviors, use required skills, and
demonstrate specific knowledge of the job.
Work sampling
Requiring applicants to actually perform a task or set of
tasks that are central to successful job performance.
Assessment centers
Dedicated facilities in which job candidates undergo a
series of performance simulation tests to evaluate their
managerial potential.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
17
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
Other selection approaches
Situational interviews
Interviews in which candidates are evaluated on how
well they handle role play in mock scenarios.
Background investigations
Verification of application data
Reference checks:
Lack validity because self-selection of references ensures
only positive outcomes.
Physical examinations
Useful for physical requirements and for insurance
purposes related to pre-existing conditions.
Suggestions for interviewing
Structure a fixed set of questions for all applicants.
1.
Have detailed information about the job for which
applicants are interviewing.
2.
Minimise any prior knowledge of applicants’
background, experience, interests, test scores, or other
characteristics.
3.
Ask behavioural questions that require applicants to
give detailed accounts of actual job behaviors.
4.
Use a standardised evaluation form.
5.
Take notes during the interview.
6.
Avoid short interviews that encourage premature
decision making.
Examples of “can’t ask and can ask” interview
questions for managers*
Can’t Ask
What’s your birth date?
or How old are you?
What’s your marital
status? or Do you plan
to have a family?
What’s your native
language?
Have you ever been
arrested?
Can Ask
Are you over 18?
Would you relocate?
Are you authorised to
work in Australia
Have you ever been
convicted of [fill in the
blank]?—The crime
must be reasonably
related to the
performance of the job.
Other selection approaches (cont’d)
Realistic job preview (RJP)
The process of relating to an applicant both the positive
and the negative aspects of the job.
Encourages mismatched applicants to withdraw.
Aligns successful applicants’ expectations with actual job
conditions; reducing turnover.
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