predictors
predict future performance & success
test
systematic procedure for observing behavior & describing it with numerical scales or fixed categories
Computer Adaptive testing
computer tests that get easier or harder based on earlier questions
Speed vs Power tests
speed: easy test you complete quickly
power: difficult tests with no time limit
Individual vs group tests
individual: administered to one person at a time
group: administered to groups
Paper-pencil vs performance tests
paper-pencil: on scantron or computer
performance: require manipulation of an object or piece of equipment
Reliability
consistency of measurement
validity
the extent to which a test measures or predicts what it is supposed to (accurate)
Validity coefficient (r)
correlation between predictor and criterion; used to predict performance
higher r-value = better predictor
General Cognitive Ability (Wanderlic Personnel test)
commonly used to predict performance; predicts performance similarly across western cultures
Specific cognitive ability tests
used to predict performance in a particular job
Spatial Ability test
involves geometry, visualizing agents, rotating them
Mechanical ability tests
gauge your ability to use tools
Clerical ability tests
focuses on speed, accuracy, processing verbal & numerical data
Emotional intelligence (EI) test
ability to efficiently deal with own & others emotions
Psychomotor tests
coordination tests; speed & accuracy of motor functions
Personality Tests
assess individual characteristics
Integrity tests
Honesty tests; assess attitudes towards theft, cheating, lying; predict CWB's
Work samples
replica of job; may include a battery of different tests combined into one
EX: situational judgement test
situational judgement tests (SJT)
responding to hypothetical situations
In-basket tests
individual exercises where the individual is to act as the manager and solve some problem
Leaderless group discussion
group assigned to discuss an issue & are observed by raters; assessed on various dimensions, such as communication skills & aggression
Biographical information
information that describes individual history (resume)
Application blank
questions about previous work/educations
BioData
personal history info that includes past behaviors
structure interviews
define specific questions & are consistent
unstructured interviews
no consistency; "what is one of your weaknesses
situational interview
respond to questions of specific situations
behavior description
sharing past behaviors related to future tasks
Realistic job preview (RJP)
glimpse of what the job will be like; can gauge organizations climate, culture, interpersonal relationships
When considering an employee for selection, what information do we need to know first?
job analysis, KSAOs
When considering an employee for selection, what predictors do we use?
relates to knowing KSAOs of job & applicant
When considering an employee for selection, how do we know if our predictor is valid?
predictive validity & concurrent validity
When considering an employee for selection, what legal issues may be present when hiring?
unintentional discrimination
Recruitment
process of encouraging qualified applicants to seek employment with a particular company
Person-environment fit
agreement between an individuals KSAOs & values, and the demands & characteristics of the job and organization.
Cybervetting
use of social media as background screening
Predictive validation
predictors measured before hiring, criteria measured months into the job
Concurrent Validation
gather both predictors & performance criteria simultaneously from current employees, compute the validity coefficient
Validity shrinkage
Validity of selection battery will always be highest for sample on which it was validated; other samples will be lower
smaller difference = more valid
Validity Generalization
demonstrate that test validates do not vary across situations
situational specificity
the belief that test validities are specific to particular situations
Synthetic validity
validity is inferred based on the links between job components
Multiple cutoffs approach
selection process using cutoff scores or passing scores; ensures applicant meets the standard for the position across all predictors
Multiple hurdle approach
predictors assessed in a predetermined order, arranged from least to most expensive, have to meet cutoff score of the 1st predictor before moving onto the next
More cost efficient that multiple cutoffs
Multiple regression
compensatory approach (weighted predictors); high score on one predictor can make up for low scores on others
Utility
the degree to which the selection battery is useful & cost efficient
Decision accuracy
an accurate selection battery will have high validity when you maximize hits & correct rejections while minimizing false alarms & misses
validity of zero = random hiring
Base Rate
percentage of current employees who are successful on the job
Selection ratio
number of job openings divided by number of applicants
Civil Rights Act of 1964
Equal Opportunity & treatment regardless of race, religion, gender, national origin, color
Equal Employment Opportunity Commission (EEOC)
set legal guidelines for employee selection; technical guide for the development of selection procedures
Employment at wills
employees & employers have the right to terminate employment at ANYTIME ; for any reason or no reason at all
Adverse impact
80% rule of thumb; discrimination occurs in the selection rate for the group (minority) is less than 80% of the selection rate for the group (majority) with highest selection rate; may be considered unintentional discrimination
Affirmative Action
increasing number of minorities in a targeted job; NOT a quota system, but quotas may emerge as a parallel
Gratz v. Bollinger (2003)
Univ. of Michigan undergrad admin
2 white applicants denied admin although qualified
preference given to under representative minorities
granted 20 points to all minorities (1/5 necessary points)
court ruled in favor of plaintiffs, univ ignored individual
Grutler v. Bollinger (2003)
Univ. of Michigan law school
White female argued denied admin due to racial pref.
court ruled in favor of univ., citing diversity is important to education & student body
race considered a "plus" but did not assign fixed parts based on race & considered d
Equal Pay Act (1963)
it is illegal to provide unequal pay & benefits to men and women who are doing equal work
Ledbetter fair pay act
unfair discrimination occurs every time one is affected (each paycheck), thus the statutes of limitations doesn't run out