1. Selection and training across cultures Ron Fischer Psyc338

2. Overview Practices used by organizations to select the right people for a job Selection methods –Cultural differences Training –Cultural assumptions about training –Appropriateness of training methods

3. Importance of considering cultural impact Culturally diverse workforce Multinational organizations Adaptation of tests & internationalisation of test procedures Bias in test material, procedure and interpretation

4. Selection Process Source of figure: Fisher, Schoenfeldt, & Shaw (2003), Figure 7.1 Measure applicants’ qualifications –Use good measures: reliable & valid Select which applicant to hire Evaluation of process

5. Types of selection methods Interviews (structured, unstructured) Psychological testing –Mental ability (IQ) –Personality –Integrity (honesty) –Projective tests –Graphology Work sample tests CV, application blanks Biographical info (biodata, life histories) Reference checks Assessment Centres (AC)

7. Differences across cultures Substantial differences across Western, industrialized nations –Interviews & CV’s important everywhere –Graphology important in France –AC (UK, Germany, NL, less in France & Belgium) –Testing (France, Belgium, less in Germany & UK) –Personality tests widespread in NZ

8. How could these difference be explained? Ryan et al. 1999: –Sample of 959 organizations in 20 countries Measures: –Number of methods used –Extent of methods used –Number of verification methods (check credibility & employee record through various means) –Extent of verification methods –Number interviews –Number of (psychological) tests & extent Cultural variables: power distance (PD) & uncertainty avoidance (UA)

9. Results More variance due to organizational differences than national differences –Variance explained by national differences between 5% and 43% UA & PD explained some of this variation: –High PD: more interviews; peers less likely to be involved in interviews –High UA: less verification (stick to tried & tested, no trust in employer references & group/panel interviews; reliance on biodata, job trials, one-on-one interviews) –High UA: more testing, more extensively used –Explained variance between 0% and 9%

10. Economic, legal, political variables? Organizational Selection Practices Power distance & Uncertainty avoidance Other cultural variables??? ????

11. Favourability perceptions

12. Importance of procedural justice dimensions in favourability reactions

13. Some other cultural dimensions? Human nature: Good vs. Bad High vs. Low Context Traditional vs. charismatic vs. legal- bureaucratic societies Past/present/future orientation

14. Some more general (implicit) problems Highly relevant in a NZ context Scientific testing –What is our criterion (what kind of people with what kind of capabilities do we try to hire)? Do we get the people we need? Do we get the skills we need? What are our tests like??? Do they measure ‘things’ in a cultural appropriate way? What are our test procedures like? Are they culturally appropriate?

15. Training Up-skill employees, increase competencies, Increase effectiveness

16. Cultural assumptions Is it possible to train people? Aycan et al. (2000) –1954 managers from 10 countries

17. Fatalism Perceptions of malleability Empowering supervision Model of culture fit Cultural variables Organizational Variables HRM practices Support in all 10 countries In expected direction in all 10 countries Significant in Israel, Romania, Russia, China, Turkey

18. How to do training? Consider cultural context Earley (1994): –Effects of training on efficacy and performance greater if in congruence with cultural context –Focus on individuals in more individualistic countries –Focus on groups in more collectivistic cultures

19. Summary Much to be done An area of great significance and importance –Include minorities, allow access to employment and advancement, provide skills to marginalized groups and people Matching of selection and training methods to cultural contexts important –What dimensions of culture are important? How can we detect and overcome bias in selection and training?