L5: Selection II Flashcards
1
Q
what are the key predictors of expatriate success?
A
- personality traits (big 5)
- language fluency
- international experience
- cross cultural adjustment
2
Q
how can managerial success be predicted/measured?
A
through
- objective measures like salary progression, promotion rates, performance evaluations
- subjective measures like peer ratings, supervisor evlauations, leadership effectiveness
successful mamangers optimize resources - human, informational, material, and financial - to achieve long term success
3
Q
what are some common tools to help predict managerial success?
A
- cognitive ability tests
- objective personality inventories
- leadership ability tests
- motivation to manage (Miner Sentence Completion Scale often used)
- personal history data
- peer assessments
4
Q
what do work samples do?
A
they evaluate managerial behaviours in simulated setings
5
Q
why is cross cultural adjustment important in international assignments?
A
it affects job performance, assignment completion, and overall well being in a foreign country
6
Q
what selection practices improve expatriate success?
A
realistic previews, self selection, structured candidate assessment
focus on context rather than content! (only high quality incumbents are considerend anyway)
7
Q
what is a major challenge in expatraite selection?
A
- family related issues
- lack of structured processes
- varying org priorities
8
Q
how does international experience affect expatriate success?
A
prior experiences in foreign cultures improves adaptability & reduces cultural shock
9
Q
what are 5 persistent beliefs about ability tests? which are fact, which are fiction?
A
- cognitive tests have no relationship w important outcomes like creativity or leadership FICTION
- cognitive tests are biased against certain groups (predictive bias) FICTION
- socioeconomic status heavily skews test results FICTION
- there are treshholds beyond which scores cease to matter, aka beyond a certain point, higher scores dont matter/dont predict better performance outcomes FICTION
- non cognitive traits, like personality, matter as well FACT
10
Q
how does “g” correlate w job performance
A
- previously thought to be strongest predictor of job performance, but now has been found that validity is moderate rather than large (.31)
- strong predictor of performanc ein learning settings (hidger education)
- also predicts OCB (org citizenshi behaviour)
11
Q
what are some problems with g?
A
- can lead to adverse impact
- does not predict counterproducitve work behaviour (big 5 predicts this better)
- can be improved over time w repeat tests
- better at predicting maximum than typical performance
-> so if u want to use it, good to combine w other selection methods
12
Q
what does “adverse impact” of a seleciton method mean?
A
degree to which the selection rate for one group (like minority group) differs from another group (like majority group)
due to socioeconomic factors, societal factors, impact of stereotypes
13
Q
how do personality inventories predict job performance?
A
- conscientiousness is most consistent predictor of task performance across jobs, most generalizable & pos relationship w OCB & motivation to strive for accomplishments which leads to higher performance, managerial performance
- extraversion is predictor for managerial performance & job performance if sig part of job involves interacting w others
- Agreeableness predictive if interacting w others when that interaction involves helping, cooperating, and nurturing others
- incremental validitiy
- prediction of other traits is dependent on the job type
14
Q
what are, outside of Big 5, some other traits that could predict job performance?
A
- HEXACO (which adds honesty/humility)
- self efficacy
- dark triad for predicting counterproducitve work behaviour
- emotional intellignece
- affective & cognitive empathy
15
Q
what are some issues in using personality inventories as a selection procedure? how can u solve them
A
- distortion of responses by applicants
- solution: biodata, control for faking, use other-rated vs self-rated personality measure, supplement w other seleciotn procedures
16
Q
what are some selection methods?
A
- work samples
- personality questionnaires
- cognitive ability tests
17
Q
what are work samples as a selection method?
A
- meaningful samples of behaviour relevant for the job
- simulation of characteristic job behaviour
ex: SJT for medical student, flight simulation for pilots
18
Q
what are the pros of work samples as a selection procedure?
A
- good validity (.33)
- high face validity & acceptance
- less adverse impacts than GMA (gender or ethnic)
19
Q
what are the cons of work samples as a selection procedure?
A
- some can be timely and costly if have many applicants (time taken to score, analyze the behavioral data)
- Good for managerial level positions where costs are justified
- Tend to measure several constructs rather than one
construct per se
20
Q
when designing a work sample, what do u need to think about?
A
- group vs individual exercises
- bandwith (how much of job is covered)
- fidelity (how well does the sample mirror actual job)
- necessary experience (what kind of KSAs are needed)
- task type (psychomotor, verbal, social etc)
- mode of delivery (behavioural = high fidelity, verbal & written = low fidelity)
21
Q
what are the 5 types of work samples?
A
- leaderless group discussions
- in basket test
- role plays
- situational judgment tests (SJT)
- structured interviews based on CIT
22
Q
what is the aim of leaderless group discussions
A
To observe applicants in a group setting and measure various aspects such as leadership, communication, cooperation, persuasion, initiating structure, consideration, conflict management etc
23
Q
what are leaderless group discussions?
A
asked to discuss a topic for a period of time
24
Q
what are the pros of leaderless group discussions?
A
- good for face validity if job related topic
- good validity for job performance & training
25
what is the aim of in basket (in tray) tests?
allows applicants to demonstrate ability to solve problems they might encounter on the job
measures managerial, administrative, declarative, procedural skills
26
what is in basket (in tray) test?
- applicant asked to respond to a nr of items that have accumulated in their in basket
- usually electronic format
- Items/components present a number of specific issues that need responses as well as underlying problems that need to be addressed.
- Assessors will be looking at applicants’ ability to handle a lot of information within a limited timeframe, and how they prioritize their workload and make decisions
ex: ur given a role & various docs (emails, memos, reports, charts). and answer items based on this
27
what are the pros of in basket test as selection procedure?
- Good record of behavior (e.g. notes, memos, emails) -> allows for direct observation of behavior
- Validity = .42
- High face validity (high fidelity)
- Discriminates well
- Together with leaderless group discussion they are good predictors of managerial success
- Ease of administration (online) and scoring
28
what is the aim of role plays
simulate critical interpersonal challenges of a job
29
what do role plays consist of?
Applicant is given information about their role and a job relevant scenario. They need to interact with a trained confederate (actor) or assessor.
A well designed role-play = a rich sample of interpersonal behaviors that can be evaluated along a number of competencies
eg: have to coach someone
30
what are role player prompts & what do they do?
## Footnote
slide 37
verbal and nonverbal cues that a role-player consistently provides during the AC exercise across candidates to elicit job-related behavior
E.g. Asking “What is the top priority?” (planning dimension)
Use of role-player prompts leads to greater observability of behavior & they give applicants more opportunities for showing relevant behavior
31
what are Situational Judgment Tests (SJT)?
- job applicants evaluate the effectiveness of the responses for addressing the problem described in the scenario
- often applicants are asked to choose among several options (wwyd in this situation)
- similar to situational interviews (SJT is kind of a subtype of SIs)
32
what are the downsides of SJTs?
- low fidelity (low correspondence between testing & work situations since its hypothetical rather than actual work behaviours)
- they measure several dimensions so internal consistency is not that high
- not always clear what the underlying construct is
33
what are the pros of SJTs?
- inexpensive to develop, administer, and score (in comparison to other work samples)
- good validity (.34)
- less adverse impact especially if video format
- incremental validity to predicting job performance -> above & beyond for job knowledge, cog ability, job experience, big 5)
34
how can you decide which selection procedures to use?
- classical validity approach: based on accuracy of predictor
- decision theory: based on utility aka added value of a seleciton method
- or do we also take into account other factors like costs vs benefits
35
what are the 3 types of prediction models?
- multiple regression approach
- multiple cutoff approach
- multiple hurdle approach
3 ways of selecting someone based on the predictors!
36
what is the multiple regression model?
combines predictors optimally
its a compensatory model which means that it assumes that high scores on one predictor can substitute for low scores on another predictor
37
what is the multiple cutoff model?
requires minimum competency in all predictors
so use it when proficiency on one predictor cannot compensate for deficiency in another
38
how do you set the cutoff scores for the multiple cutoff approach?
1. angoff method: expert judges rate likelihood that minimally competent candidate would answer item correctly -> mean % (passing score)
2. expectacny charts: likelihood of succesful criterion performance at different predictor scores
39
what is the multiple hurdle model?
sequential selection process to filter applicants
40
what are the utility models (why should we use this new selection method)?
- taylor russell model
- naylor shine model
- brogden chronbach gleser model
41
what is the utility of a selection procedure?
degree to which its use improves the quality of the individuals selected beyond what would have occurred had that selection procedure not been used
eg relative to if the company had used its old selection procedures or no procedures at all (random selection)
quality is defined differently depending on the model
42
why do the utility models exist
aim: what is the utility (or added benefit) of using the selection procedure over just selecting randomly?
how is it better than not using it
usually give u table where u can calculate success rates, performance gains, financial gains of selection procedures based on validity of the method, selection rate, base rate, criterion cut off, costs of testing etc
43
what does the taylor russell model say?
shows the percentage of selected applicants who succeed (success ratio) with the current selection method
eg 50-65%
44
what does the naylor shine model say?
shows average increase performance from the selection method
eg 6/10 on teachers evaluation vs 8/10
45
what does the brogden cronbach gleser model say?
shows financial pay off of using a certain seleciton method
50eur vs 1k
46
what 4 key factors does the utility (added benefit/value) of a predictor depend on?
1. The accuracy or validity of the predictor (criterion validity)
2. The selection ratio
3. The base rate of success
4. The costs and benefits of selection decisions (e.g.,
recruitment, selection, training etc.)
47
what is the selection ratio in utility theory
% of applicants from the population of applicants that are accepted
48
what ist he base rate in utility theory
% of prospective employees who are considered effective using current/exisiting/old selection procedures
basically it provides some indication of the proportion of capable persons in the pop of applicants
49
how does base rate affect decision making?
- if BR is too high, then ur seleciton procedure likely wont do antyhing (like if 90% of potential employees are effective then u might as well pick at random)
- if BR is too low (like when there are many unqualified applicants for a vacancy) then may not be much room for improvmeent by implementing a higly predictive selection method over flipping a coin (.5 is ideal level when deciding on new selection procedure)
50
how does selection rate affect decision making?
- if SR is too high -> not much room for improvement by implementing a highly predictive selection method as u need to hire almost everyone
- the lower the SR the better, then u can be selection and choose the best
