Other approaches to selection
Ability tests
While the format that has been considered in the discussion is systematic and will lead
to an improvement in the quality of appointments, it has inherent limitations and pos-
sesses limited capacity for improvement. If the quality of selection must improve fur-
ther, then a different approach has to be adopted.
What different approaches are available? First, the practitioner should consider the
use of published tests. There is a great deal of research which shows that a good test of
ability is the best single predictor of job performance, irrespective of the particular job
for which the test is being used.
The ability test should have the following characteristics:
- Should be sensitive enough to be able to discriminate candidates.
- It has to be standardised. Reflect the general population.
- Reliability – measures the same thing consistently.
- Validity – measures what ought to be measured.
Examples of tests
- Intelligence test
In theory the test is meant to measure intelligence. It is usually expressed in the form of
intelligence quotients (1QS) but due to disagreement on the meaning of intelligence,
intelligence tests are often used to measure how the individual fairs in the test compared
to the general population. - Aptitude tests
An aptitude test is used to predict the potentials an individual has to perform a job or
specific tasks within a job. The test covers numerical, clerical, mechanical, problem
solving etc. - Personality tests
Various tests are developed to measure behaviour that indicates individual interests,
values, and behaviour that may be required. For example, the behaviour required of a
policeman may be different from that required of a sales clerk.
Assessment centres
In order to improve the quality of data for making a decision on the best candidate for
the job, multiple selection techniques are now used. It is common practice for competi-
tive organisations to use assessment centres run by professionals to facilitate selection
and recruitment process. In terms of conceptualisation, Cascio & Aguinis (2005), Swan-
son & Foster (2005) and Dessler (2010) have put it that the assessment centre is a meth-
od and not a place as some may think. It is a method that consists of standardised multi-
ple assessment techniques for the evaluation of job applicants, particularly for manage-
rial posts, by involving multiple assessors. Usually it is a one to two days assessment
that may include simulation exercises involving between 10 to 12 candidates subjected
to what is considered closest to the real working environment. Therefore, assessment
centres assist the whole selection process by giving candidates virtual experience of the
job while testing them on work-related activities as individuals and teams. Assessors