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Organizational Psychology > Problem 2 - Selection > Flashcards

Problem 2 - Selection Flashcards

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1
Q

Personnel selection procedure

A
  • process: job analysis - competency model - person specification
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2
Q

Job analysis: job-oriented procedure

A
  • focus on the work itself (the task)
  • description in terms of the equipment used, the end product, resources and materials
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3
Q

Job analysis: worker-oriented procedures

A
  • description of the psychological and behavioral requirements of the job
  • communication, decision making and reasoning, knowledge, skills, and abilities
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4
Q

Task performance vs contextual performance

A
  • task performance - specific responsbilities
  • contextual performance - organizational citizenship behaviors
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5
Q

Content validity

A
  • extent to which the test is representative of the actual construct
  • face validity: the extent to which a test is perceived as measuring what it is supposed to measure.
  • user acceptability: how fair and relevant users find it for the job.
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6
Q

Construct validity: convergent/discriminant

A
  • the relation between a test score and the construct you intend to measure.
  • convergent validity: degree to which the measure is related to other measures of similar constructs.
  • discriminant validity: degree to which the measure is unrelated to measures of distinct constructs.
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7
Q

Criterions validity: concurrent/predictive

A
  • extent to whcih a measure is related to an outcome.
  • concurrent validity: predictor and criterion are measured at the same point in time.
  • predictive validity: predictor measured at time 1, criterion measured at time 2.
  • incremental validity: how much accuracy is added by adding more predictors
  • data collection - predictive follow-up design or concurrent design (existing employees)
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8
Q

Reliability and validity

A
  • reliability is the boundary condition for validity
  • reliability is an unsystematic measurement errors
  • validity is a systematic measurement errors
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9
Q

Reliability

A
  • the consistency or repeatability of the measures.
  • the extent to which a measurement tool gives consistent results over time.
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10
Q

Test-retest reliability

A
  • correlation between two scores on the same test at two measurement points (Repeatability)
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11
Q

Internal reliability

A
  • the consistency of results across different items in a time (internal consistency or Cronbach’s alpha)
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12
Q

Inter-rater reliability

A
  • the degree of agreement between two or more raters (ICCs, Cohen’s kappa)
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13
Q

Validity

A
  • the extent to which the observed test score is a good indicator of the construct you intended to measure/predict.
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14
Q

Selection methods: interviews

A
  • Panel = more than one
  • structure/unstructured or semi structured
  • high validity = interviewers are trained

structured:
- best - consistent across every interviewer
- questions are based on the job
- criterions related validity

behavioral interviewing - description of previous behaviors related to the job.
- predicts job performance, validity etc.

Situational interviews - goal-seeting theory, hypothetical job-related situations with questions
- not very reliable, is validity to some extent, predicts to some extent.

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15
Q

Selection methods: psychometric/personality tests

A
  • tests of cognitive abilities/personality
  • can indicate either maximal (cognitive abilities) or typical performance (personality)
  • extraversion + consciousness = biggest predictors
  • cognitive abilities predict job performance for complex job
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16
Q

Selection methods: references

A
  • current or previous employers
  • used in final stage
  • specific/general/open-ended
  • validity is lacking
  • no analysis whether it adds any incremental validity.
17
Q

Selection methods: biodata

A
  • biographical information about a candidates’ life history
  • hard items (education) vs soft items (hobbies)
  • questionnaires
  • cross-validation is needed before using the results
  • validity - not always stable over time
  • good predictive validity
18
Q

Selection methods: work sample tests

A
  • instructions + specific time frame to complete a job related task
  • high criterion-related validity, high face validity
  • expensive and time consuming.
19
Q

Selection methods: assessment centers

A
  • combination of all other methods
  • popular and effective
  • good criterion-related validity, construct validity (depends) and face validity, low predictive validity
20
Q

Selection methods: situational judgement tests

A
  • paper based scenarios
  • reliable
  • easy, cost effective, versatile
  • construct validity remains elusive
  • moderate-good criterion-related valdiity
  • incremental validity for ability and personality measures?
  • face validity is high
21
Q

Selection methods: others

A
  • CV, applicantion forms, handwriting analysis
22
Q

Evaluation standards: discrimination

A
  • discrimination is not based on gender, nationality or sexuality but by job-relevant criteria.
23
Q

Evaluation standards: validity and reliability

A
  • technical qualities of the measurement procedures must be adequate.
24
Q

Evaluation standards: legality and fairness

A
  • measures should not discriminate unfairly against members of any specific subgroup of the popular
25
Q

Evaluation standards: administrative convenience/practicality

A
  • procedure should be acceptable within the organization and society.
  • appropriate training for those administering the procedures
26
Q

Evaluation standards: cost and development time

A
  • time and cost need to be balanced
  • question of utility
27
Q

Evaluation standards: applicant reactions

A
  • dissatisfied candidates = legal actions, competition, utility of selection system is reduced etc
28
Q

Evaluation standards: feedback

A
  • important but can be difficult to provide
29
Q

Evaluating selection methods (diffusion, legal defensibility, applicant reaction, self-promotion, predictive validity, cost)

A
  1. Diffusion: the extent to which the selection method is widely used in the organisation’s field
  2. Legal defensibility: does the organization believe the selection method to be legally defensible if necessary
  3. Applicant reactions: the extent to which applicants believe the selection method to be fair and acceptable.
  4. Organizational self-promotion: the extent to which the selection method will allow the organization to present itself in a positive light
  5. Predictive validity: will it predict future job performance
  6. Costs: the cost involved in implementing the method.
30
Q

Impact of selection procedures: fairness

A
  • whether it is fair across all subgroups
  • unfair direct discrimination: selection process treats an idnividual less favorably because of their gender/ethnic group etc.
  • indirect discrimination: un-intended and difficult to prove. Adverse impact.
31
Q

Impact of selection procedures: applicant reactions

A
  • competition, legal challenge, bad mouthing organization etc.
32
Q

Article: personnel selection procedures (adverse impact, determinants, amelioration) - cognitive abilities

A
  • blacks and hispanics: lower than whites on IQ, verbal ability
  • women: high on verbal ability, memory, speed and accuracy
  • young: high on IQ, spatial ability, memory, mental processing speed, fluid intelligence
  • older: high on crystalized intelligence
33
Q

Article: personnel selection procedures (adverse impact, determinants, amelioration) - personality

A
  • blacks: lower on openness to experience
  • hispanics/asians: high on achievement and lower on dependability
  • women: high on agreeableness
34
Q

Article: personnel selection procedures (adverse impact, determinants, amelioration) - causes (methods)

A
  • assessment centers: low impact
  • biodata: small impact
  • interviews: black and hispanic = high, structured = low
  • work samples: low
  • written achievement tests: high
35
Q

Article: personnel selection procedures (adverse impact, determinants, amelioration) - other causes

A
  • culture: low
  • test coaching: high
  • applicant perceptions: low for employement tests, high for older people
  • differences in criterion composition: high/low, high task performance, low contextual performance
36
Q

Article: employment interview (abstract)

A

Organizational Psychology (9 decks)

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