1. Selection Criteria and Job Analysis

2. Selection What is selection? Using scientific methodology to choose one alternative (job candidate) over another. Job Analysis Measurement Statistics Why is selection important? Decreases the likelihood of hiring “bad” employees Increases the likelihood that people will be treated fairly when hiring decisions are made Reduces discrimination Reduces likelihood of discrimination lawsuits What do I/O psychologists need to know about selection? How to select predictors of job performance (criteria problem) How to accurately indentify and validate predictors for specific jobs (job analysis) Rely on cognitive and personality variables How to reliably and validly measure these predictors How to use these predictors to make selection decisions

3. Criteria Criteria - standards used to judge the quality of (discriminate among) alternatives. For I/O psychologists, this means judging the quality of employees, programs, and units in the organization. Actual Criterion Conceptual Criterion relevance Abstract concept or idea Measures that act as “proxies” Criterion contamination Criterion deficiency

4. Classification of Criteria I/O Psychologists try to choose criteria that assess performance excellence. Criteria are typically classified in one of two ways Objective Subjective More easily quantifiable Production Number of touchdowns Number of units produced Sales Tenure/Turnover voluntariness functionality Absenteeism Accidents Theft Judgements made about employees performance general factor (effectiveness) specific factors qquantity of work qquality of work Note: More complex jobs require more criteria for effective evaluation

5. Illegal Criteria Title VII of the 1964 Civil Rights Act prohibits using selection practices that have an unequal impact on members of a different: Race Color Sex Religion National Origin

6. Types of Illegal Discrimination Disparate Treatment (Opportunities) Discrimination decisions based on one of five prohibited categories Disparate Impact (Outcomes) Illegal discrimination is any practice (without a business justification) that has unequal consequences for members of protected groups. Roger Parloff, Fortune senior editor: Though disparate treatment and disparate impact cases are both aimed at eradicating the same thing, there is potential tension between them. The goal of disparate treatment cases is to guarantee every worker equal opportunity, but not equal outcomes. The focus of disparate impact cases is on equal outcomes. If one pursues equal outcomes too single-mindedly, one can compromise the principle of equal opportunity by inducing the use of quotas.

7. Determining Disparate Impact The 4/5ths Rule Disparate impact occurs if the selection ratio for any minority group is less than 4/5ths of the selection ratio of the majority group 100 male applicants 20 males selected 50 female applicants 20/100 =.20.20 * 4/5ths(.80) =.16 At least 16% of people from minority group should be selected using a given procedure. 50 *.16 = 8 At least 8 females should be selected

8. Summary Criteria Reliable and valid predictors of job performance. All criteria suffer from: Deficiency Contamination Criteria typically classified as: Objective Subjective  These labels can be misleading There are several illegal criteria There are two types of illegal discrimination Disparate treatment Disparate impact

9. Choosing Predictors of Job Performance When selecting new employees, I/O psychologists use criteria that will identify effective on-the-job performance Performance is a function of the following: Knowledge Skills Abilities Motivation Situational Constraints Performance = (KSA)*Motivation – Situational Constraints

10. Job Analysis Describes: the tasks that are performed type of work tools used working conditions human qualities (KSAOs or competencies) needed to perform the work Tells us what tasks people do and the knowledge, skills and abilities they need to accomplish those tasks.

11. Purposes of Job Analysis Recruiting Career development What does it take to move up? Legal defense Essential functions: What tasks must be done? Performance appraisal Selection What sorts of people should we hire? Training What knowledge and skills are needed? Research

12. Job-Oriented Job Analysis Job components (for a carpenter) Duty: construct houses Task: build kitchen cabinets Activity: assemble cabinets Element: drill holes

13. Person-Oriented Job Analysis KSAO’s (for a carpenter) Knowledge: Have information to do a task Skill: Practiced act or behavior. Ability: Stable capacity to do task. Other personal characteristics: personality, interests, etc.

14. Examples Of KSAOs For Different Occupations JobKnowledge SkillAbilityOther Personal Characteristics LawyerConstitutional rights Writing clearlyCommunica- tion Willingness to work long hours NurseSurgical procedures Drawing bloodRemain calm in a crisis Lack of squeamishness in the sight of blood PlumberPipe designSoldering joints Hand-eye coordination Willingness to get dirty Police Officer Knowledge of legal arrest procedures Writing clearly Vigilence Willingness to risk personal safety

15. Hiring the Best Job: College Professor What are the major duties of a college professor? What tasks are performed to complete each duty Develop a set of KSAO’s necessary for these tasks. should be useable for recruiting and evaluating Challenges? What other information would you want? How would you get it?

16. Data Collection Approaches Questionnaire diaries Interview critical incidents Observation Analyst does work Who do you collect data from? Subject Matter Experts -incumbent -supervisor -co-worker

17. Occasions for Formal Job Analysis Major Restructuring after dramatic growth downsizing new positions Large Selection Procedure Dramatic changes in technology Passage of Time