9-1 CHAPTER NINE External Selection II Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region McGraw-Hill/Irwin.
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Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:Measurement, external, internalEmployment:Decision making, final match
OrganizationVision and Mission
Goals and Objectives
Staffing Organizations ModelStaffing Organizations Model
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External Selection II OutlineExternal Selection II Outline
Substantive Assessment Methods
Personality Tests Ability Tests Job Knowledge Tests Performance Tests and Work
Samples Integrity Tests Interest, Values, and Preference
Inventories Structured Interview Constructing a Structured
Interview Assessment for Team and Quality
Environments Clinical Assessments Choice of Substantive Methods
Discretionary Assessment Methods
Contingent Assessment Methods
Collection of Assessment Data Legal Issues
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Overview of Personality TestsOverview of Personality Tests
Historical role of personality tests in selection e.g., MMPI Validity .10--.15 Misuse: intended for identifying psychological disorders
Current role of personality tests e.g., role of Big Five Describe behavioral, not emotional or cognitive traits May capture up to 75% of an individual’s personality Big Five factors (Personality Characteristics Inventory etc.)
Conscientiousness: persistent, planner, can be counted onEmotional stability: hard to annoy, hard to hurt feelingsExtraversion: likes meeting new people, takes chargeOpenness to experience: likes new ideas, tries new thingsAgreeableness: forgives easily, sees good side of people
Which of the Big 5 most likely to predict performance?
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Measures of Personality TestsMeasures of Personality Tests
Surveys
Personal Characteristics Inventory (PCI)
Exh. 9.1: Sample Items for PCI
NEO Personality Inventory
Hogan Personality Inventory (HPI)
Projective tests
Interviews
Assessment of reliability and validity
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Predictive Validity of Personality TestsPredictive Validity of Personality Tests
Big Five factors Conscientiousness (broadly promising)
Valid across almost all occupational groups; r = .31 Emotional stability (promising)
Valid for many groups especially sales, management, & teaching
Extraversion (some promise)Most valid for salespeople
Openness to experience (virtually no predictive ability) Agreeableness (virtually no predictive ability)
Limitations of using personality tests to predict?
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Exh. 9.2: Possible Factors Explaining ImportanceExh. 9.2: Possible Factors Explaining Importanceof Conscientiousness in Predicting Job Performanceof Conscientiousness in Predicting Job Performance
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Overview of Ability TestsOverview of Ability Tests Definition -- Measures that assess an individual’s capacity
to function in a certain way Two types
Aptitude - Assess innate capacity to functionAchievement - Assess learned capacity to function
15--20% of organizations use ability tests in selection Four classes of ability tests
Psychomotor: thought/body movement coordinationPhysical: strength, endurance, movement qualitySensory/perceptual: detection & recognition of stimuli
Give an example where each ability might predict
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Evaluation of Cognitive Ability TestsEvaluation of Cognitive Ability Tests
Validity approaches .50 Research findings
Among the most valid methods of selectionOften generalizes across organizations, job types, and
types of applicantsCan produce large economic gains for organizations
and provide major competitive advantageValidity is particularly high for jobs of medium and
high complexity but also exists for simple jobsA simple explanation for validity: those with higher
cognitive ability acquire and use greater knowledge
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Limitations of Cognitive Ability TestsLimitations of Cognitive Ability Tests
Concern over adverse impact and fairness of tests
Cognitive ability tests are equally accurate predictors of job performance for various racial & ethnic groups, but blacks and Hispanics score lower than whites
Why might blacks & Hispanics score lower?
Is it OK to use cognitive ability tests if we monitor adverse impact closely?
Is it OK to use differential prediction?
Applicants’ perceptions
Reactions to concrete vs. abstract test items
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Other Types of Ability TestsOther Types of Ability Tests
Psychomotor ability testsValid predictors for jobs that require such abilities
with validity coefficients as high as .50 Physical abilities tests
Valid predictors for jobs that require such abilities with validity coefficients as high as .40 to .80
Sensory/perceptual abilities testsValid predictors for jobs that require such abilities
with validity coefficients as high as .40 but may not add to general cognitive ability prediction
Note: Increasingly, ability tests are being computer administered
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Job Knowledge TestsJob Knowledge Tests Two types
Assess knowledge of duties involved in a particular job (i.e., test the knowledge level)
Level of experience with, and knowledge about, critical job tasks and tools necessary to perform a job (i.e., test the amount of experience with the knowledge areas)
EvaluationValidity can be as much as .45Higher validities found for complex jobsJob knowledge measures add little to prediction
beyond that provided by cognitive ability tests but can help filter out those clearly not qualified
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Performance Tests and Work SamplesPerformance Tests and Work Samples Definition -- Assess actual performance (e.g., fix a car,
teach a class, type a document) Types of tests (should focus on relevant KSAOs)
Performance test vs. work sample (all or some)Motor vs verbal work samples (action or thought)High- vs. low-fidelity tests (level of realism)Computer interaction performance tests vs. paper-and-
pencil tests including simulations (e.g., The Manager’s Workshop)
Situational judgment tests (combinations of above) All the above can have good validity (.50+) & acceptance
Discuss potential limitations of each of the above
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Integrity TestsIntegrity Tests Two types
Clear purpose / overt General purpose / veiled purpose
Use of integrity tests in selection has grown dramatically during past decade
Construct of integrity not well understood Validity can be useful
Clear purpose as high as .55 predicting bad behaviors General purpose as high as .32 predicting bad behaviors Can predict performance as well (as high as .30)
Why would these predict general performance?
Discuss limitations of integrity tests
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Interest, Values, and Preference InventoriesInterest, Values, and Preference Inventories
Assess activities individuals prefer to do on & off the job; do not attempt to assess ability to do these
Not often used in selection Can be useful for self-selection into job types Types of tests
Strong Vocational Interest Blank (SVIB) Myers-Briggs Type Inventory (MBTI)
Evaluation Unlikely to predict job performance directly May help assess person-organization fit & subsequent
Relatively unplanned and “quick and dirty” Questions based on interviewer “hunches” or “pet
questions” to assess applicants Casual, open-ended, or subjective questions Often contains obtuse questions Often contains highly speculative questions Interviewer often unprepared Validity typically very low (.20 at best)
Discuss sources of error in unstructured interviews
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Structured InterviewsStructured Interviews Questions based on job analysis
Same questions asked of each candidate
Response to each question numerically evaluated
Detailed anchored rating scales used to score each response
Detailed notes taken, focusing on interviewees’ behaviors
Situational - Assess applicant’s ability to project his / her behaviors to future situations. Assumes the person’s goals/intentions will predict future behavior (validity averages .35)
Experience-based - Assess past behaviors that are linked to prospective job. Assumes past performance will predict future performance (validity averages .28)
Note: Individual interviews usually more valid than panel interviews
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Constructing a Structured InterviewConstructing a Structured Interview
Consult job requirements matrix Develop the selection plan
Exh. 9.14: Partial Selection Plan for Job of Retail Store Sales Associate
Benchmark Responses, Rating Scale, and Question Weights
Select and train interviewers Evaluate effectiveness
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Assessment for Quality EnvironmentsAssessment for Quality Environments
Companies with TQM missions oftenseem to ignore selection systems
Issues to be addressed in selection processTypes of skills may differSpecificity of skills may differProcess of making selection decisions may differ
Lack of research on staffing inquality environmentsValidation of selection process is important
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Assessment for Team EnvironmentsAssessment for Team Environments
Establish steps for selection in team-based environmentsDetermine necessary KSAOs for teamwork
Exh. 9.17: Knowledge, Skill, and Ability (KSA) Requirements for Teamwork
Interpersonal KSAs Self-management KSAs
Example Exh. 9.18: Example Items Assessing Teamwork KSAs
Who should make the hiring decision? Critical to ensure proper context is in place
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Clinical AssessmentsClinical Assessments Psychologist makes a judgment about suitability of a
candidate for a job Typically used for selecting people for middle- and upper-
level management positions Judgments based on
Interview Personal history form Ability test Personality test
Feedback to company -- Narrative description of candidate, with or without a recommendation
Can be valid but depends on the psychologist and his/her processDiscuss pros and cons of this approach
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Discretionary Assessment MethodsDiscretionary Assessment Methods Used to separate people who receive job offers
from list of finalists (assumes each finalist is considered fully qualified for position)
Often very subjective, relying heavily on intuitionof decision maker
Factors other than KSAOs are evaluatedAssess person/organization matchAssess motivation levelAssess people on relevant organizational
citizenship behaviors Should involve organization’s staffing philosophy
regarding EEO/AA commitments
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Contingent Assessment MethodsContingent Assessment Methods “We offer you this job contingent upon ….”
Contingent methods not always used
Depends on nature of job and legal mandates
Might involve confirmation of
Degree
Valid license
Security clearance approval
Drug test results
Medical exam results
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Drug TestingDrug Testing Alcohol & drug abuse costs U.S. $60 billion/year Drug testing used by over 80% of major companies Characteristics and effectiveness Types of tests: body fluids, hair analysis, pupillary
reaction, performance tests U.S. Dept. of Health/Human Services sets guidelines Drug tests can be accurate & reduction of drug use
saves money and lives Smoking may be banned at work place but 1/2 of
states prohibit off-job smoking discrimination
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Example of a Drug Testing ProgramExample of a Drug Testing Program
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Medical ExamsMedical Exams Identify potential health risks in job candidates Must ensure medical exams are required only when a
compelling reason exists Ensures people with disabilities unrelated to job
performance are not screened out Use is strictly regulated by ADA to ensure disabilities not job
related are not screened out Usually lack validity as procedures vary by doctor Not always job related Often emphasize short- rather than long-term health New job-related medical standards are specific, job related,
and valid
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Legal Issues: Uniform Guidelines on Legal Issues: Uniform Guidelines on Employee Selection Procedures (UGESP)Employee Selection Procedures (UGESP)
General principles Technical standards Documentation of impact and
validity evidence Definitions Makes substantial demands of a staffing system
Ensures awareness of possibility of adverse impactin employment decisions
If adverse impact is found, mechanisms providedto cope with it
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Legal Issues: ADA and Drug TestingLegal Issues: ADA and Drug Testing
Selection under the Americans with Disabilities Act (ADA)General principlesAccess to job application processReasonable accommodation
to testingMedical examinationsDrug testingUGESP
Drug testing is permitted to detect illegal drug use and discipline/termination if found is OK
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Medical ExamsMedical Exams
Identifies potential health risks in job candidates Important to ensure medical exams are required
only when a compelling reason exists Ensures people with disabilities unrelated to job
performance are not screened out Use is strictly regulated by ADA Lack validity as procedures vary by doctor Not always job related Often emphasizes short- rather than long-term health New approach -- Job-related medical standards
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Ethical IssuesEthical Issues
Issue 1Do you think it’s ethical for employers to select
applicants on the basis of questions such as, “Dislike loud music” and “Enjoy wild flights of fantasy,” even if the scales that such items measure have been shown to predict job performance? Explain.
Issue 2Cognitive ability tests are one of the best predictors of
job performance, yet they have substantial adverse impact against minorities. Do you think it’s fair to use such tests? Why or why not?