0

2013
KELOMPOK 3
DESI PURNAMASARI
Employees (1101001024)
Testing and Selection
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Table of Content

Cover Page……………………………………………………………………………... i

Table of Content……………………………………………………………………….. ii

Chapter 1 Introduction………………………………………………………………... 1

Chapter 2 Concept…………………………………………………………………….. 2

2.1 Basic Testing Concept………………………………………………………… 2

2.2 Types of Tests………………………………………………………………….. 6

2.3 Work Samples and Simulations……………………………………………… 8

2.4 Background Investigations and Other Selection Methods…………………. 10

Chapter 3 Case Study…………………………………………………………………..14

3.1 Stewards and Stewardesses’ Testing and Selection in Garuda Indonesia… 14

3.2 Honda New Plant in Alabama……………………………………………….. 16

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CHAPTER 1
INTRODUCTION

Every leader of a company wants the best candidates to be selected as its

employees. It is aimed to make them to be able to add value, so that they can increase
the productivity of the company. Besides, there are three main considerations why
careful selection is important. First, your performance always depends on the
performance of your subordinates. What they are doing will be reported to you and you
are going to check it. Furthermore, this recommendation may be implemented for the
improvement of the whole company. If you hire the right candidates then you will be
able to propose good things for the company. Otherwise, bad candidates will only ruin
your office and bring no benefit for you and the company. Second, the activity of
recruiting and training is costly for the company. It has to be the right candidates sit in
the right positions to minimize turnover and make this costly activities useful. Third,
there is legal obligation need to be fulfilled by the company. They have to ensure that
every employee selected has no criminal motives or past experience related to crime
because it can danger either the customers or the company itself.
Selecting the best candidates is not an easy thing. There are some things need to
be considered in order to be able to pick the right ones. A process called employee
testing and selection plays an important role to select the best candidates for the job.

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CHAPTER 2
CONCEPTS
2.1 Basic Testing Concepts
a. Reliability
Reliability refers to the consistency of the test. The test must result the similar
score for the same person if he or she takes the same test for more than once (it
can be twice, three times, or more). For example: If a person get 75 score in an
intelligence test on Saturday and 77 in an intelligence test on Wednesday, the
test is quite reliable. However if a person get 75 score in an intelligence test on
Monday and 100 score on Saturday, the reliability of this test must be
questionable. Source:http://
www.socialresearchmethods.n
There are several ways to estimate reliability or consistency, such as
et/kb/reltypes.php

i. Retest estimate
This test is just like what have been explained
before, it can be done by testing the same test to
the same people but at two different point of
test. If the result is similar meaning that the test
Source:http://
is reliable and otherwise.
www.socialresearchmethods.net/
kb/reltypes.p

ii. Parallel (equivalent) form estimate

The parallel form estimate means that
the tester has to make a large set of
questions then divide it into two sets of
questions. These two sets of question
can stand alone but can achieve the same result.

iii. Internal comparison estimate

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In internal consistency reliability estimation, the tester uses a single

measurement instrument administered to a group of people on one
occasion to estimate reliability. In effect the tester judges the reliability
of the instrument by estimating how well the items that reflect the same
construct yield similar results. It can be done by looking at how
consistent the results are for different items for the same construct within
the measure.

b. Validity
Validity means that you have to be sure that you measure what you want to
measure. Validity has three main components, such as Test Validity is an answer
for the question “does the test measure what supposed to be measure?” We have
to be sure that people with higher score in test A is also better to work in job
related to A test. For example: Fanny has higher score on making craft writing
test than Tina does. However, can we be sure that Fanny possesses better in
making the craft than Tina. The next is Criterion Validity. Criterion validity
means that someone that do good in a test will be really good at work. Higher
score means better work and lower score means lower work. The last is content
validity. Content validity is about whether the content of the test constitutes the
fair sample of the job’s content that is needed for the job.
c. Evidence-Based HR: How to Validate a Test
The test is made as a tool to measure someone’s capability and also its
correlation with the job that will be performed by the candidates. If the test can
do so then we can say that the test has failed. That is why, we have to do these
important steps to ensure that the test can measure the real performance of the
candidates and also can be used as fair sample that is related to the candidates’
job description in the position when they have passed the selection.

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Step 1 Analyze the Job

The first thing to do is by analyzing the job and writing job description and job
specification. This is important to know what specific skills, traits, or capability
needed to fulfill this position. The purpose of a job analysis is to identify the
critical tasks and knowledge, skills, and abilities (KSAPCs) needed for
successful job performance. To ensure that the job analysis reflects actual tasks
performed by the candidate.
Step 2 Choose the Tests

The next step is to choose tests that you think measure the attributes (predictors)
important for job success. Employers usually base this choice on experience,
previous research, and best guesses. They choose several tests and combine
them into a test battery. The test battery aims to measure an array of possible
predictors, such as aggressiveness, extroversion, and numerical ability.

Some companies publish employment tests that are generally available to

anyone. For example, Wonderlic Personnel Test, Inc., publishes a well-known
intellectual capacity test, and also other tests, including technical skills tests,
aptitude test batteries, interest inventories, and reliability inventories. G. Neil
Company of Sunrise, Florida offers employment testing materials including, for
example, a clerical skills test, telemarketing ability test, service ability test,
management ability test, team skills test, and sales abilities test. Again though,
don’t let the widespread availability of personnel tests blind you to this
important fact; you should use the tests in a manner consistent with employment
laws, and in a manner that is ethical and protects the test takers’ privacy.

Step 3 Administer the Test

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There are two ways to administer the test. Those are concurrent validation and
predictive validation. Concurrent validation means administering the tests to
employees presently on the job. You then compare their test scores with their
current performance. Its main advantage is that data on performance are readily
available. The disadvantage is that current employees may not be representative
of new applicants (who of course are really the ones for whom you are
interested in developing a screening test), Current employees have already had
on-the-job training and have been screened by existing selection techniques.

The second and more dependable way to validate a test is Predictive validation.
Here you administer the test to applicants before they are hired. Then hire these
applicants using only existing selection techniques, not the results of the new
tests you are developing. After they have been on the job for some time measure
their performance and compare it to their earlier test scores. You can then
determine whether you could have used their performance on the test to predict
their subsequent job performance. In the case of an assembler job, the ideal
situation would be to administer, say, the Test of Mechanical Comprehensive to
all applicants. Then ignore the test results and hire assemblers as you usually do.
Perhaps six months later measure your new assembler performance (quantity
produced per hour, number of rejects per hour) and compare this performance to
their Mechanical Comprehension test scores.

Step 4 Relate Your Test Scores and Criteria.

The next step is to determine if there is a significant relationship between scores

(the predictor) and performance (the criterion). The usual way to do this is to
determine the statistical relationship between (1) scores on the test and (2) job

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performance through correlation analysis, which shows the degree of statistical

relationship.

If there is a correlation between test and job performance, you can develop an
expectancy chart. This presents the relationship between test scores and job
performance graphically. To do this, split the employees into, say, five groups
according to test scores, with those scoring the highest fifth on the test, the
second highest fifth, and so on. Then compute the percentage of high job
performers in each of these five test score groups and present the data in an
expectancy chart. This shows the likelihood that employees who score in each
of these five test score groups will be high performers. In this case, someone
scoring in the top fifth of the test has a 97% chance of being rated a high
performer, while one scoring in the lowest fifth has only a 29% chance of being
rated a high performer.

Step 5 Cross-Validate and Revalidate

Before putting the test into use, you may want to check it by cross-validating, by
again performing previous indicated steps on a new sample of employees. At a
minimum, an expert should revalidate the test periodically

d. Test Takers’ Individual Rights and Test Security

The test takers’ has certain rights need to be protected, such as privacy and
feedback. The regulation is different among countries. For example in US, the
test takers are protected under the American Psychological Association’s (APA).
2.2 Types of Tests
a. Tests of Cognitive Abilities
Cognitive tests include the tests of general reasoning ability (intelligence) and
test of specific mental abilities like memory and inductive reasoning.

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i. Intelligence Tests

Intelligence tests (also known as cognitive ability tests) are part of most
pre-employment assessments because intelligence is the best single predictor of
job performance.

The problem with using only an intelligence test is that it can have
adverse impact on protected groups of people. The reasons for this are complex
and not entirely understood, but in order to avoid lawsuits and to increase the
predictive power of testing, most employers will use intelligence tests in
conjunction with other types of tests. Intelligence tests could consist of logic
problems, word problems, pattern identification and/or other kinds of questions.

ii. Specific Cognitive Abilities

Cognitive ability tests (aptitude tests, general intelligence assessments)

are one of the most powerful predictors of future work performance. Cognitive
ability tests measure verbal, numerical and abstract reasoning and the resulting
score reflects the person's ability to acquire, retain, organize and apply
information. Hiring people with high cognitive ability leads to a significant
increase in efficiency and a decrease in involuntary employee turnover.

b. Tests of Motor and Physical Abilities

Physical Ability Test is a test instrument used to determine an individual’s
ability to perform the functions or tasks of a job where physical strength or
endurance is required.

Employee recruitment tests that measure finger dexterity, manual dexterity,

speed of arm movement, reaction time, etc. These tests include Crawford Small

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Parts Dexterity Test, Minnesota Rate Of Manipulation Test, Purdue Peg Board,
and Stromberg Dexterity Test. In general, only tests measuring specific job
related skills or abilities are considered legal. Also called motor and physical
ability tests.

c. Measuring Personality and Interests

Personality Tests is a selection procedure measure the personality

characteristics of applicants that are related to future job performance. Personality
tests typically measure one or more of five personality dimensions: extroversion,
emotional stability, agreeableness, conscientiousness, and openness to experience.

d. Achievement tests
An achievement test is an exam designed to assess how much knowledge a
person has in a certain area or set of areas. Schools use these tests with some
regularity to both place students into appropriate grade levels and skill
groupings and to assess teacher efficiency. Achievement tests may also be used
by private schools and elite institutions as admissions benchmarks, and
sometimes appear in the workplace, too — particularly when it comes to
determining whether certain employees have what it takes to assume greater
responsibilities or to transition to different leadership areas.
2.3 Work Samples and Simulations
a. Using Work Sampling for Employee Selection
Job analysis is used to develop a miniature replica of the job on which an
applicant demonstrates that he/she possess the necessary talents and his/her
skills by actually doing the tasks.
b. Management Assessment Centers

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An assessment center is a place at which a person, such as a member of staff, is

assessed to determine their suitability for particular roles, especially
management or military command. The candidates' personality and aptitudes are
determined by a variety of techniques including interviews, examinations and
psychometric testing.
c. Situational testing and Video-Based Situational Testing
Situational tests require examinees to respond to situations representative of the
job. Situational tests are a type of psychological test which present the test-taker
with realistic, hypothetical scenarios and ask the individual to identify the most
appropriate response or to rank the responses in the order they feel is most
effective. SJTs can be presented to test-takers through a variety of modalities,
such as booklets, films, or audio recordings. SJTs represent a distinct
psychometric approach from the common knowledge-based multiple choice
item. They are often used in industrial-organizational psychology applications
such as personnel selection. Situational judgment tests tend to determine
behavioral tendencies, assessing how an individual will behave in a certain
situation, and knowledge instruction, which evaluates the effectiveness of
possible responses. Situational judgment tests could also reinforce the status quo
with an organization.

Video based situation simulation: A situational test in which examinees respond

to video simulations of realistic job situations. Situational tests require
examinees to respond to situations representative of the job. Work sampling and
some assessment center tasks are examples as are video based tests, and the
situational interviews.

The typical videos based simulation presents the candidate with several online
to the PC based videos scenarios, each followed by a multiple choice question.

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The scenario might depict an employee handling situation on the job. At a

critical moment, the scenario ends and the video asks the candidates to choose
from several course of action.

d. The Miniature Job Training and Evaluation Approach

Miniature job training and evaluation means training candidates to perform

several of the job’s tasks and then evaluating the candidates’ performance prior
to hire. The approach assumes that a person who demonstrates that he or she can
learn and perform the sample of tasks will be to learn and perform the job itself.

e. Realistic Job Previews

Sometimes, a dose of realism makes the best screening tool. For example, Wal-
Mart found that associates who quit within the first 90 days did so because of
conflict in their schedules or because they preferred to work in another
geographic area. The firm then began explicitly explaining and asking about
work schedules and work preferences. One study even found that some
applicants accepted jobs with the intention to quit, a fact that more realistic
interviewing might have unearthed.
2.4 Background Investigations and Other Selection Methods
a. The Importance of Background Investigations and Reference Checks

Background checks are often requested by employers on job candidates for

employment screening, especially on candidates seeking a position that requires
high security or a position of trust, such as in a school, hospital, financial
institution, airport, and government. These checks are traditionally administered
by a government agency for a nominal fee, but can also be administered by
private companies. Background checks can be expensive depending on the

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information requested. Results of a background check typically include past

employment verification, credit history, and criminal history.

These checks are often used by employers as a means of objectively evaluating

a job candidate's qualifications, character, fitness, and to identify potential hiring
risks for safety and security reasons. Background checks are also used to
thoroughly investigate potential government employees in order to be given a
security clearance. However, these checks may sometimes be used for illegal
purposes, such as unlawful discrimination (or employment discrimination),
identity theft, and violation of privacy.

Checks are frequently conducted to confirm information found on an

employment application or résumé/curriculum vitae. One study showed that half
of all reference checks done on prospective employees differed between what
the job applicant provided and what the source reported. They may also be
conducted as a way to further differentiate potential employees and pick the one
the employer feels is best suited for the position. Employers have an obligation
to make sure their work environment is safe for all employees and helps prevent
other employment problems in the workplace.

In the United States, the Brady Bill requires criminal checks for those wishing to
purchase handguns from licensed firearms dealers. Restricted firearms (like
machine guns), suppressors, explosives or large quantities of precursor
chemicals, and concealed weapons permits also require criminal checks.

Checks are also required for those working in positions with special security
concerns, such as trucking, ports of entry, and airports (including airline
transportation). Other laws exist to prevent those who do not pass a criminal
check from working in careers involving the elderly, disabled, or children.

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b. The Way to Check Candidate’s Background

There are two main ways can be done to check candidate’s background:
i. Internal investigation: checks former employers, personal
references and possibly credit sources.
ii. External investigation: Uses a reference-checking firm that
may obtain more information, while complying with privacy rights
c. Other Selection Methods
i. The Polygraph and Honesty Testing
A polygraph (popularly referred to as a lie detector) measures and
records several physiological indices such as blood pressure, pulse,
respiration, and skin conductivity while the subject is asked and answers
a series of questions. The belief underpinning the use of the polygraph is
that deceptive answers will produce physiological responses that can be
differentiated from those associated with non-deceptive answers.
ii. Graphology
Graphology is the pseudoscientific study and analysis of handwriting,
especially in relation to human psychology. In the medical field, the
word can be used to refer to the study of handwriting as an aid in
diagnosis and tracking of diseases of the brain and nervous system. The
term is sometimes incorrectly used to refer to forensic document
examination.
iii. Physical Exams
A physical examination, medical examination, or clinical examination
(more popularly known as a check-up or medical) is the process by
which a doctor investigates the body of a patient for signs of disease. It
generally follows the taking of the medical history — an account of the
symptoms as experienced by the patient. Together with the medical

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history, the physical examination aids in determining the correct

diagnosis and devising the treatment plan. This data then becomes part
of the medical record.
iv. Substance Abuse Screening
The goal of substance abuse screening is to identify candidates who have
or are developing alcohol- or drug-related problems. Medical screening
for drugs of abuse is primarily focused on determining what drugs or
combinations of drugs a person may have taken so that he can receive
the proper treatment. The overall effect on a particular person depends
on the response of his body to the drugs, on the quantity and
combination he has taken, and when each was taken.

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CHAPTER 3

CASE STUDY

3.1 Stewards and Stewardesses’ Testing and Selection in Garuda Indonesias

3.1.1 Company Description

Garuda Indonesia is the flag carrier of Indonesia founded in 28 January

1949. Its headquarters is located at the Soekarno - Hatta International Airport in
Tangerang, near Jakarta. Garuda Indonesia is a full-service airline featuring both
business and economy classes. The airline began to introduce new premium
products and services with the arrival of the Airbus A330-200 and Boeing 737-800.
First class will be introduced in 2013 on the Boeing 777-300ER.

Garuda is known to be very selective in choosing its stewards and

stewardesses for both classes it has. This is because Garuda Indonesia believes that
Stewards and stewardesses is one of the success contributors for an airlines. They
are the front liner of the company which serve the customers (passengers) directly.
Thus this position relates to the reputation of Garuda Indonesia in the eyes of its
customers.

3.1.2 Testing and Selection Process

There are five steps of steward and stewardess testing and selection in Garuda
Indonesia, such as:

a. Physical Test

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This is the first step to be steward (stewardess) in Garuda Indonesia. Candidates

are required to stand up right and every side of him/her will be seen by the
tester. The testers see whether there are acnes, scar, or any other disabilities. The
candidates will only be seen from its physical performance/appearance with no
bargain of defending their selves. There are a hundred candidates pass this step
from 400 candidates.
b. Interview Test in English
In this step, candidates will be interviewed by Garuda Indonesia officer. The
candidates is asked why they are interested to enter Garuda Indonesia, whether
they have other language skills, daily activities, and to explain the latest
education.
c. Psychological Test
The candidate is asked to draw a tree and a human by some criteria,
arithmetically test, self-test description, test motor images, tests English
grammar and other written tests. These tests take around two hours.
d. Board Interview Test
This step of interview is done fully in English, however in this step, the
interviewees are the board of Garuda Indonesia accompanied by psychiatry. The
question in this section is more detail than the previous interview. Candidates
are asked about the profile of the company (Garuda Indonesia), why the
candidate is interested to enter Garuda Indonesia, and whether the candidate has
been ready to accept all possible risks that may happen including the airlines
crash. Besides, the manner of the candidates is also observed by the way
candidate sits, speaks, and shows his/her gestures.
e. Medical Test
This tests include laboratory test and directly being tested with doctors from
Garuda Indonesia. The laboratory test is just like usual medical check-up: urine

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test, blood test, cardio test, lung test, heart test, and ears, nose, and throat tests.
The test with Garuda Indonesia doctors will check the full body of the
candidates. The candidates will be required to lie their body. The doctors then
will press the candidate’s stomach, recheck the ears, nose, and throat, eyes, and
mouth. The candidates also have to walk by closing their eyes and his or her
hands to front. The candidates are also checked whether they have scoliosis, the
scar of tattoos, and drug users.

3.2 Honda New Plant in Alabama

3.2.1 Case

In April 26th 2000, Honda Manufacturing of Alabama, LLC (HMA) broke

ground for its new auto and engine plant in Lincoln by announcing it will accelerate
the production launch from the original timetable of April 2002 to late 2001, and
invest an additional $40 million to add new production operations. This will bring
HMAs total initial investment in Alabama to $440 million.

HMA also announced that when the plant opens in late 2001 it will begin by
turning out the hot-selling Honda Odyssey minivan and its V-6 engine.

Honda Motor Co., Ltd., President and CEO Hiroyuki Yoshino and Lincoln
Mayor Carroll L. Lew Watson broke ground using Honda tillers, rather than a
shovel, on the 1,350-acre site 40 miles east of Birmingham. Other Honda and
community, state and federal officials participating in the ceremony included HMA
President Mikio Yoshimi, Alabama Governor Don Siegelman, Congressman Bob
Riley (R-AL) and local students.

We are breaking ground for more than a factory, said Yoshino. We are
breaking new ground with a unique, comprehensive facility that will build vehicles

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and engines. And we are breaking new ground in our relationship with the people of
Alabama.

Accelerating the start-up of mass production reflects the immense popularity

of the Odyssey minivan since its fall 1998 introduction. Stepping up the start date
for production demonstrates how important this new facility is to Honda, said
Yoshimi, HMAs first president. The fact that there will be an additional of several
new operations that has been announced last year also demonstrates Honda’s
commitment to Alabama.

Expanding on its original plans, announced May 6, 1999, HMA will add
several additional operations, including stamping of steel body parts, plastic
injection molding and low pressure die-casting. These manufacturing processes
mean that more of the substantial vehicle and engine production operations will be
performed in Alabama.

Respectful of each other, respectful of the local environment and reflective

of Alabama’s diverse community, Honda associates in Alabama will work together
to realize their own dreams.

Governor Siegelman spoke of a growing new partnership. It is here, at this

site, that we build a foundation, a strong, unshakable foundation, upon which Honda
and Alabama will build their future together, he said. It is here, at this site, this
company will rise, taking the best of Alabama and uniting it with the best of Honda.

HMA expects to begin interviewing non-exempt (production) associates this

summer with the formal hiring process to begin in fall 2000. HMA will employ
approximately 1,500 associates when it reaches its twin annual capacities of
120,000 vehicles and 120,000 engines.

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3.2.2 Analysis of The Miniature Job Training in Honda Alabama

When Honda decided to build a new plant in Alabama, it had to hire

thousands of new employees in an area where few people worked in manufacturing.
Honda began running help wanted ads. The act sought applicants for a free training
program Honda was offering as a precondition for applying for jobs at the new
plant. Applicants had to have at least a high school diploma or GED, employment
for the past two years with no unexplainable gaps, and Alabama residency. Soon
18,000 people had applied.

Honda ads the Alabama state employment agency first screened the
applications by eliminating those who lacked the education experience and then
gave preference to applicants near the plant. About 340 applicants per six week
session received special training at a new facility about 15 miles from the plant, two
evenings a week. It included classroom instruction, watching videos of current
Honda employees in action and actually practicing particular jobs. Some candidates
who watched the videos dropped out when they saw the work’s pace.

The training sessions enabled special assessors from the Alabama state
agency to scrutinize the trainees work and to rate them. They then invited those who
graduated to apply for jobs at the plants. Honda teams, consisting of employees
from HR and departmental representatives do the final screening. They interview
the candidates review their training records, and decide which ones to hire. New
employees get a one-time drug test, but there are no other paper and pencil test or
credentials required. New hires get a three day orientation. Then, assistant managers
in each department coordinate their actual day to day training.

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