Professional Documents
Culture Documents
Selection
What is selection?
Using scientific methodology to choose one alternative (job candidate) over another.
Job Analysis Measurement Statistics
How to reliably and validly measure these predictors How to use these predictors to make selection decisions
Criteria
Criteria - standards used to judge the quality Criterion of (discriminate among) alternatives. deficiency For I/O psychologists, this means judging the quality of employees, programs, Criterion relevance and units in the organization.
Actual Criterion
Criterion contamination
Measures that act as proxies Abstract concept or idea
Conceptual Criterion
Illegal Criteria
Title VII of the 1964 Civil Rights Act prohibits using selection practices that have an unequal impact on members of a different:
Race Color Sex Religion National Origin
If one pursues equal outcomes too single-mindedly, one can compromise the principle of equal opportunity by inducing the use of quotas.
Disparate impact occurs if the selection ratio formales selected group is less than 4/5ths of 20 any minority 50 * .16 = 8 the selection ratio of the majority group
20/100 = .20
.20 * 4/5ths(.80) = .16 At least 8 females should be selected
50 female applicants
At least 16% of people from minority group should be selected using a given procedure.
Summary
Criteria
Reliable and valid predictors of job performance. All criteria suffer from:
Deficiency Contamination Objective Subjective
These labels can be misleading
There are several illegal criteria There are two types of illegal discrimination
Disparate treatment Disparate impact
When selecting new employees, I/O psychologists use criteria that will identify effective on-the-job performance
Performance = (KSA)*Motivation Situational Constraints
Job Analysis
Describes:
the tasks that are performed
type of work tools used working conditions
Tells us what tasks people do and the knowledge, skills and abilities they need to accomplish those tasks.
Lawyer
Constitutional rights
Writing clearly
Communication
Nurse
Surgical procedures
Drawing blood
Plumber
Pipe design
Police
Officer
Who do you collect data from? Subject Matter Experts -incumbent -supervisor -co-worker
Interview
critical incidents
Challenges? What other information would you want? How would you get it?
Selection
Predictors
Any variable used to forecast a criterion Issues
Quality (Reliability & Validity) Types
Psychological Tests & Inventories Interviews Assessment Centers Work Samples & Situational Exercises Biodata Peer Assessment Letters of Recommendation
Biographical Data
Good questions are about events that are:
historical external discrete controllable (by the individual) verifiable equal access job relevant non-invasive (Mael, 1991)
Biographical Data
Strong criterion validity
drug use, criminal history predicts dysfunctional police behavior (Sarchione et al., 1998) not redundant with personality (McManus & Kelly, 1999)
Measurement issues
Generalizability Faking Fairness Privacy concerns
Interviews
Structured vs. Unstructured Info. gathering vs. interpersonal behavior sample Situational interview
How would you handle a circumstance in which you needed the help of a person you did not like?
Measurement issues
structured has more criterion related validity value of unstructured? Illusion of validity
Work Samples
perform a task under standardized conditions historically were for blue collar jobs
e.g. use of tools, demonstrate driving skills
Measurement issues
high criterion validity if skills are similar to job costly to administer work best with mechanical, rather than peopleoriented tasks
Assessment Centers
Realistic tasks done in groups Assessed by multiple of raters rating multiple domains Multiple methods
in basket group exercise leaderless group exercise
Measurement issues
costly to administer different ratings on a task too highly correlated dimension ratings not correlated strongly across tasks fix? focus on behavior checklists and rater training
Drug Testing
opinion? People are more accepting of it if job involves risks to others (Paronto, et al., 2002) Measurement issues
reliability is very high, but not perfect Validity?
Normands, Salyards, & Mahoney (1990)
over 5000 postal service applicants those who tested positive had 59% higher absenteeism, 47% more likely to be fired no differences in injury or accidents
Letters of Recommendation
ever written a letter of recommendation for someone? worst criterion validity of all commonly used assessment tools
some use for screening extremely bad candidates
Measurement issues
restriction of range writer bias/investment
Knowledge and skill or achievement Integrity Personality Emotional Intelligence Vocational interest
Integrity Tests
Designed to predict whether employee will engage in counterproductive work behavior (CWB)
overt vs. personality (covert)
Better at predicting general CWB and performance than theft (r = .30 -.40) Measurement issues
difficult to measure criteria! proprietary issues (have to pay for them) legal and privacy issues faking
Personality Tests
measures predispositions toward particular feelings and behaviors not all tests are based on past research many have shown incremental validity
e.g., predict when controlling for IQ
Measurement issues
job relevance not easily/often faked or a problem if faked (e.g., job faking too)
Openness
Highs: imaginative, creative, and to seek out cultural and educational experiences. Lows: more down-to-earth, less interest in art & more practical.
Conscientiousness
Highs: methodical, well organized and dutiful. Lows: less careful, less focused & more likely to be distracted
Extraversion
Highs: energetic and seek out the company of others. Lows (introverts): tend to be more quiet and reserved.
Agreeableness
Highs: tend to be trusting, friendly and cooperative. Lows: tend to be more aggressive and less cooperative
Neuroticism
Highs: prone to insecurity and emotional distress. Lows: more relaxed, less emotional and less prone to distress.
Intelligence Tests
Have greatest validity Often very easy and inexpensive to use
Wonderlic Personnel Test
50 items 12 minute time limit Sample questions Interpreting scores?
Validity
Face Content Criterion-related Construct-related
Predictive Validity for Overall Job Performance of General Mental Ability Scores Combined With a Second Predictor Gain in validity from supplement
Selection Method GMA tests Work sample tests Integrity tests Conscientiousness tests Employment interviews (structured) Employment interviews (unstructured) Job knowledge tests Job tryout procedure Reference checks Job experience Biographical data Assessment centers Interests
Validity .51 .54 .41 .31 .51 .38 .48 .44 .26 .18 .35 .37 .10
GMA + supplement
% increase in validity
.6 3 .65 .60 .63 .55 .58 .58 .57 .54 .52 .53 .52
.12 .14 .09 .12 .01 .07 .07 .06 .03 .01 .02 .01
24% 27% 18% 24% 08% 14% 14% 14% 06% 02% 04% 02%
Graphology
.02
.51
.00
00%
Predictive Validity for Overall Performance in Job Scores Combined With a Second Predictor
GMA + supplement
% increase in validity
Selection Decisions
sr = .50 = .25 sr True r =.60 =1.00 Positives False Negatives
A D C B
False Positives
Successful Performance
br = .50
True Negatives
Unsuccessful Performance
Reject
Accept
Predictor Score
r =.40
Reject
Selection Cutoff Score
Accept
Predictor Score
Predictor Score
Selection Strategies
3 Basic Strategies
Multiple Regression
Assumes relationships between predictors and criterion are linear Assumes having a lot of one attribute compensates for having little of another
Multiple Cutoff
Applicants must achieve a set, minimum score on all predictors
Multiple Hurdle
Applicants must achieve satisfactory scores on a number of predictors that are administered over time.