1
Q
Personnel selection procedure
A
- process: job analysis - competency model - person specification
2
Q
Job analysis: job-oriented procedure
A
- focus on the work itself (the task)
- description in terms of the equipment used, the end product, resources and materials
3
Q
Job analysis: worker-oriented procedures
A
- description of the psychological and behavioral requirements of the job
- communication, decision making and reasoning, knowledge, skills, and abilities
4
Q
Task performance vs contextual performance
A
- task performance - specific responsbilities
- contextual performance - organizational citizenship behaviors
5
Q
Content validity
A
- extent to which the test is representative of the actual construct
- face validity: the extent to which a test is perceived as measuring what it is supposed to measure.
- user acceptability: how fair and relevant users find it for the job.
6
Q
Construct validity: convergent/discriminant
A
- the relation between a test score and the construct you intend to measure.
- convergent validity: degree to which the measure is related to other measures of similar constructs.
- discriminant validity: degree to which the measure is unrelated to measures of distinct constructs.
7
Q
Criterions validity: concurrent/predictive
A
- extent to whcih a measure is related to an outcome.
- concurrent validity: predictor and criterion are measured at the same point in time.
- predictive validity: predictor measured at time 1, criterion measured at time 2.
- incremental validity: how much accuracy is added by adding more predictors
- data collection - predictive follow-up design or concurrent design (existing employees)
8
Q
Reliability and validity
A
- reliability is the boundary condition for validity
- reliability is an unsystematic measurement errors
- validity is a systematic measurement errors
9
Q
Reliability
A
- the consistency or repeatability of the measures.
- the extent to which a measurement tool gives consistent results over time.
10
Q
Test-retest reliability
A
- correlation between two scores on the same test at two measurement points (Repeatability)
11
Q
Internal reliability
A
- the consistency of results across different items in a time (internal consistency or Cronbach’s alpha)
12
Q
Inter-rater reliability
A
- the degree of agreement between two or more raters (ICCs, Cohen’s kappa)
13
Q
Validity
A
- the extent to which the observed test score is a good indicator of the construct you intended to measure/predict.
14
Q
Selection methods: interviews
A
- Panel = more than one
- structure/unstructured or semi structured
- high validity = interviewers are trained
structured:
- best - consistent across every interviewer
- questions are based on the job
- criterions related validity
behavioral interviewing - description of previous behaviors related to the job.
- predicts job performance, validity etc.
Situational interviews - goal-seeting theory, hypothetical job-related situations with questions
- not very reliable, is validity to some extent, predicts to some extent.
15
Q
Selection methods: psychometric/personality tests
A
- tests of cognitive abilities/personality
- can indicate either maximal (cognitive abilities) or typical performance (personality)
- extraversion + consciousness = biggest predictors
- cognitive abilities predict job performance for complex job
16
Q
Selection methods: references
A
- current or previous employers
- used in final stage
- specific/general/open-ended
- validity is lacking
- no analysis whether it adds any incremental validity.
17
Q
Selection methods: biodata
A
- biographical information about a candidates’ life history
- hard items (education) vs soft items (hobbies)
- questionnaires
- cross-validation is needed before using the results
- validity - not always stable over time
- good predictive validity
18
Q
Selection methods: work sample tests
A
- instructions + specific time frame to complete a job related task
- high criterion-related validity, high face validity
- expensive and time consuming.
19
Q
Selection methods: assessment centers
A
- combination of all other methods
- popular and effective
- good criterion-related validity, construct validity (depends) and face validity, low predictive validity
20
Q
Selection methods: situational judgement tests
A
- paper based scenarios
- reliable
- easy, cost effective, versatile
- construct validity remains elusive
- moderate-good criterion-related valdiity
- incremental validity for ability and personality measures?
- face validity is high
21
Q
Selection methods: others
A
- CV, applicantion forms, handwriting analysis
22
Q
Evaluation standards: discrimination
A
- discrimination is not based on gender, nationality or sexuality but by job-relevant criteria.
23
Q
Evaluation standards: validity and reliability
A
- technical qualities of the measurement procedures must be adequate.
24
Q
Evaluation standards: legality and fairness
A
- measures should not discriminate unfairly against members of any specific subgroup of the popular
25
Evaluation standards: administrative convenience/practicality
- procedure should be acceptable within the organization and society.
- appropriate training for those administering the procedures
26
Evaluation standards: cost and development time
- time and cost need to be balanced
- question of utility
27
Evaluation standards: applicant reactions
- dissatisfied candidates = legal actions, competition, utility of selection system is reduced etc
28
Evaluation standards: feedback
- important but can be difficult to provide
29
Evaluating selection methods (diffusion, legal defensibility, applicant reaction, self-promotion, predictive validity, cost)
1. Diffusion: the extent to which the selection method is widely used in the organisation’s field
2. Legal defensibility: does the organization believe the selection method to be legally defensible if necessary
3. Applicant reactions: the extent to which applicants believe the selection method to be fair and acceptable.
4. Organizational self-promotion: the extent to which the selection method will allow the organization to present itself in a positive light
5. Predictive validity: will it predict future job performance
6. Costs: the cost involved in implementing the method.
30
Impact of selection procedures: fairness
- whether it is fair across all subgroups
- unfair direct discrimination: selection process treats an idnividual less favorably because of their gender/ethnic group etc.
- indirect discrimination: un-intended and difficult to prove. Adverse impact.
31
Impact of selection procedures: applicant reactions
- competition, legal challenge, bad mouthing organization etc.
32
Article: personnel selection procedures (adverse impact, determinants, amelioration) - cognitive abilities
- blacks and hispanics: lower than whites on IQ, verbal ability
- women: high on verbal ability, memory, speed and accuracy
- young: high on IQ, spatial ability, memory, mental processing speed, fluid intelligence
- older: high on crystalized intelligence
33
Article: personnel selection procedures (adverse impact, determinants, amelioration) - personality
- blacks: lower on openness to experience
- hispanics/asians: high on achievement and lower on dependability
- women: high on agreeableness
34
Article: personnel selection procedures (adverse impact, determinants, amelioration) - causes (methods)
- assessment centers: low impact
- biodata: small impact
- interviews: black and hispanic = high, structured = low
- work samples: low
- written achievement tests: high
35
Article: personnel selection procedures (adverse impact, determinants, amelioration) - other causes
- culture: low
- test coaching: high
- applicant perceptions: low for employement tests, high for older people
- differences in criterion composition: high/low, high task performance, low contextual performance
36
Article: employment interview (abstract)
