I.O. - Employee Selection Flashcards
Situational vs. Behavioral Interviews
*structural interviews
Behavioral
-assume past behavior is best predictor of future performance. (response to past situations)
Situational
-future oriented
-how they would respond to a situation (hypothetical)
*situational interviews are better predictors of performance.
General Mental Ability Test (GMAT)
*Most valid predictor of job performance
*greatest risk for adverse impact (application)
Personality Test
BIG 5 - OCEAN
C- Conscientiousness is greatest predictor of job performance.
Integrity Test
- predicts if a employee will engage in counter productive behavior.
2 types
-overt (ask directly about attitudes)
-personality-based (covert) (assess aspects of personality related to counter productive behavior)
*PRO: No adverse impact
*overt = better at predicting counter productive behavior
*personality-based = better predictor of job performance
**** Greatest Gain = using GMAT & Integrity test
In-basket exercise
*Conducted at testing center
-Assess potential supervisory decision making skills
(How they answer emails or phone calls)
Leaderless Group Discussion
-assess leadership potential (assessment centers)
-small group, work together without an assigned leader
Selection Technique - Clinical prediction
-Subjective judgement of decision markers.
*prone to biases
Selection Technique - Multiple Regressions
-Combines scores
-Each score weighted on basis of its correlation with the other predictors and the criterion.
-weighted predictors scores are combined to obtain a criterion score.
*can be used to combine multiple cutoff and multiple hurdles to be used to predict criterion scores of those who score above the cutoff score on all predictors.
Selection Technique - Multiple cutoffs
-all predictors are given to all applicants
-applicants must obtain a score thats above the cutoff score of each predictor.
Selection Technique - Multiple Hurdles
-predictors are given in a order
-applicants must obtain a passing score to get and take the next predictor.
*multiple hurdles is preferable to multiple cutoffs when giving out the predictors is costly.
Content Validity
-predictor adequately assess the knowledge and skill it is intended to measure.
Construct Validity
-predictor measure the hypothetical trait it was designed to measure.
Criterion-related Validity
-degree that scores on one measure (predictor) correlate with scores on another measure (criterion).
validity coefficient
ranges = -1.0 to 1.0
*closer to 0 the lower the predictors criterion related validity.
Incremental Validity
increases in decision-making accuracy that occurs when adding a new selection technique.
A predictor is most likely to increase decision-making accuracy when:
- criterion-related validity is LARGE
- Selection ratio is LOW
- Base Rate is MODERATE
Selection Ratio
-percentage of job applicants the company plans to hire.
-calculated by dividing the number of positions by total number of applicants.
.10 (small ratio) = 1 out of 10 will be hired
.90 (large ratio) = 9 out of 10 will be hired
*low selection ratio is best because the company has more applicant to choose from.
Base Rate
-percentage of employees hired using current selection procedures.
-employees who are considered successful
*moderate base rate = .50 (greatest decision making accuracy)
*when BR is too high the new predictor wont have much effect.
*when BR is too low it suggest something is wrong with the selection procedure.
Taylor-Russell Table
-used to obtain an estimate of a predictors incremental validity. (criterion validity, base rate, & selection ratio)
-when criterion validity is low (.30), base rate is moderate (.50) and selection rate is low (.10) the table estimates that the new predictor will result in 71% new hires being successful.
Test Unfairness
-members of one group consistently obtain lower scores on selection test, and scores are not accurate predictors.
*to correct for this, use different cutoff scores.
Differential Validity
-selection test has significantly different validity coefficients for members of different groups.
*to correct for this, use different selection test for different groups.
80% Rule (4/5 rule)
-determine if a predictor is having an adverse impact.
-when hiring rate for legally protected group is less than 80% of the hiring rate the majority group = adverse impact.
*if hiring rate for White applicants is 70% the minimum hiring rate for Black applicants is 56%
70% x 80% = 56% (.7 x .8 = .56) there is no adverse impact.
Utility Analysis
-evaluate economic return on investment of human resource intervention (staffing and training).
*Brogden - Cronbach- Glesser Formula
-considers utility by:
-number of hires
-test validity coefficient
-SD of job performance in dollars
-cost of testing
