Tiêu đề 07 IO Psy - References & Testing.pdf ✅

less likely to engage in on-the-job substance abuse ● Meta-analyses also indicate that a student’s GPA can predict job performance, training performance, and graduate school performance PRIOR EXPERIENCE ● Experience Ratings: past experience will predict future experience ○ In giving credit for experience, one must consider the amount of experience, the level of performance demonstrated during the previous experience, and how related the experience to the current job ● Biodata: selection method that considers an applicant’s life, school, military, community, and work experience ○ Application blank or questionnaire containing questions that research has shown measure the differences between successful and unsuccessful performers on a job PREDICTING PERFORMANCE USING TESTS APPLICANT KNOWLEDGE Job Knowledge Tests – measures the amount of job-related knowledge an applicant possesses ● Typically given in multiple-choice fashion for ease of scoring ● Can be written in essay format or given orally in a job interview ● Excellent content and criterion validity ● Has high face validitY APPLICANT ABILITY Ability Tests – tap the extent to which an applicant can learn or perform a job-related skill ● Cognitive Ability: dimensions such as oral and written comprehension, oral and written expression, numerical facility, originality, memorization, reasoning, and general learning ○ Result in high levels of adverse impact and lack face validity ○ Difficulty of setting a passing score ○ Wonderlic Personnel Test: widely used cognitive ability test in the industry ○ Siena Reasoning Test ● Perceptual Ability: consists of vision, color discrimination, depth perception, glare sensitivity, speech, and hearing ● Psychomotor Ability: finger dexterity, manual dexterity, control precision, multi limbed coordination, response control, reaction time, arm-hand steadiness, wrist-finger speed, and speed-of-limb movement ● Physical Ability: used for jobs that require physical strengths and stamina ● Job Simulation ● Physical Agility tests ○ Nine Basic Physical Activities: dynamic strength, trunk strength, explosive strength, static strength, dynamic flexibility, extent flexibility, gross body equilibrium, gross body coordination, stamina ○ Criticized due to job relatedness, passing scores, and the time at which they should be required APPLICANT SKILL ● Work Samples: the applicant performs actual job related tasks ○ Directly related to job tasks, they have excellent content validity ○ Tend to predict actual work performance and thus have excellent criterion validity ○ Samples have excellent face validity ○ Lower racial differences ○ Can be expensive to both construct and administer ● Assessment Centers: selection techniques characterized by the use of multiple assessment methods that allow multiple assessors to actually observe applicants perform simulated job tasks ○ Assessment methods are all job related and multiple trained assessors help guard against many types of selection bias ● Other Techniques ○ In-basket Technique: designed to simulate the types of daily information that appear on a manager’s or employee’s desk ○ Simulations: include diverse activities as role plays and work samples, place an applicant in a situation that is similar as possible to one that will be encountered on the job ○ Work Sample: if simulation does not involve situational exercise ○ Leaderless Group Discussions: applicants meet in small groups and are given a job-related problem to solve or a job-related issue to discuss ○ Business Games: exercises that allow the applicant to demonstrate attributes such as creativity, decision making, and ability to work with others PERSONALITY, INTEREST, AND CHARACTER ● Personality Inventories: predict performance better than once thought ● Tests of Normal Personality: measures the traits exhibited by normal individuals in everyday life 2 | @studywithky

○ Compensatory Approach: the assumption is that if multiple test scores are used, the relationship between a low score on one test can be compensated for by a high score on another ○ Multiple regression is used to determine whether a score on one test can compensate the other ● Rule of Three: the names of top three scorers are given to the person making the hiring decision ○ The decision maker will then choose among the three ● Passing Scores: means for reducing adverse impact and increasing flexibility ○ Determines the lowest score on a test that is associated with acceptable performance on the job ○ Allows to reach affirmative action goals ○ The most common method in determining the passing scores is to require job experts to reach each item on a test and provide an estimation about the percentage of minimally qualified employees that could answer the item correctly ○ Multiple-cutoff Approach: all tests are administered at one time ■ Costly ○ Multiple-Hurdle Approach: to reduce the costs associated with applicants failing one or more tests ■ Applicant is administered one test at a time ■ May bring unintended adverse impact, and affirmative action goals may not be met ● Banding: attempts to hire the top scorers while still allowing some flexibility for affirmative action ○ Consider the degree of error associated with any test score ○ Standard Error: used to determine how many points should the applicants have to say that their test scores are significantly different ○ Can result in lower utility and may not actually reduce adverse impact REFERENCES Aamodt, M. (2016). Industrial/organizational psychology: An applied approach (8th ed.). Cengage Learning. Dessler, G. (2018). Human resources management (16th ed.). Pearson. 4 | @studywithky