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PSY 435 Week 3 - Employee Selection and Training Team Paper




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Employee Selection 1
Employee Selection and Training
University of Phoenix
PSY 435
Facilitator: Gary Mayhew, Ed. D.
August 8, 2011

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Employee Selection 2
Employee Selection and Training
The process of selecting and training an employee is in essence the most important part
of an organization’s duties. Selecting and training an employee can mean the success or failure of
an organization; employees who know their job and are good at it create a good work
environment. A variety of approaches can be utilized to select and train employees within an
organization. The selection of an employee can be done through interviewing, scientific analysis,
and the predictor method. Training an employee can be accomplished with on-the-job training,
modeling, and auto instruction. Choosing the appropriate training method for an employee is
crucial and should be considered a high priority, without successful training there will not be
employees who can cut it. The combined process of selecting and training employees is how an
organization sets itself apart from others, and makes it easier for them to find employees who
work best for specific jobs.
How I/O Psychologists Select & Train Employees
Many organizations select employees based upon a person’s skills or what the
organization believes constitutes a good employee. The most basic approach to selecting a
potential employee is to have a manager give a direct interview so that he or she will have a
general idea of which employee will be best for the job. Although this approach is considered
biased it is still a measure that many company leaders use (Spector, 2008). Scientific methods for
selecting employees are more reliable. Such methods consider using criterion as a basis of good
judgment when considering an employee for hire. The general rule of thumb for criterion would
be what makes the employee an excellent candidate for the job. The criterion may consist of a
person’s work ethic and complete job performance. Another method to consider when hiring an
employee would be that of the predictor, or the factors that relate to the criterion. For example

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Employee Selection 3
when hiring a person, managers may consider the amount of knowledge the employee has before
hiring him or her. Although this measure does not constitute the true potential of the employee, it
is a good indicator of where to start.
Organizations have used different training methods to train employees as well. Three
real-world examples of training methods consist of on-the-job training, modeling, and auto
instruction. On- the-job training consists of any method used to present employees with a hand’s
on approach of learning the new position (Spector, 2008). Modeling is a form of training that
involves the employee watching another person perform the tasks required for the position. The
employee will generally follow and repeat what was shown. Auto instruction consists of the
employee working at his or her own pace, usually without an instructor. The three methods
provide a good training basis for the employee (Spector, 2008).
Success of Training Programs
“Each year, roughly 30 billion dollars is spent on formal training programs and an additional
180 billion dollars is spent on informal on-the-job training” (Schrader, 2010, p. 1). Evaluating
any of the three training programs previously mentioned is done in five steps. The first step is to
set the criteria for the evaluation. Training-level criteria and performance level criteria are both
important in evaluating training methods. Training-level criteria is what an employee can do
once the training is complete and a performance level criterion is a judgment of the employees’
performance on the job.
The next step in evaluating a training program is to choose a design. A common design used
is the pretest-posttest design. Trainees are evaluated before training and again after training. This
design is a way to measure how much was gained from the training. If there is not much of a

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