External Selection II CHAPTER NINE Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

Staffing Organizations Model Vision and Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection: Measurement, external, internal Job analysis Employment: Decision making, final match Staffing System and Retention Management

Chapter Outline Substantive Assessment Methods Personality Tests Ability Tests Job Knowledge Tests Performance Tests and Work Samples Integrity Tests Interest, Values, and Preference Inventories Structured Interview Constructing a Structured Interview Assessment for Team and Quality Environments Clinical Assessments Choice of Substantive Methods Discretionary Assessment Methods Contingent Assessment Methods Collection of Assessment Data Legal Issues

Overview of Personality Tests Historical role of personality tests in selection Use of MMPI as a selection tool Current role of personality tests in selection Role of Big Five -- Taxonomy of personality Used to describe behavioral, as opposed to emotional or cognitive, traits May capture up to 75% of an individual’s personality Big Five factors Emotional stability Extraversion Openness to experience Agreeableness Conscientiousness

Measures of Personality Tests Surveys Personal Characteristics Inventory (PCI) Exh. 9.1: Sample Items for PCI NEO Personality Inventory Hogan Personality Inventory (HPI) Projective tests Interviews Assessment of reliability and validity

Evaluation of Personality Tests: Validity of the Big Five Conscientiousness predicts performance across all occupational groupings Emotional stability predicts performance in most occupations, especially sales, management, and teaching Extraversion predicts performance of salespeople Conscientiousness and emotional stability have emerged as significant predictors of performance Validity of conscientiousness in predicting job performance --> ŕ = .31

Evaluation of Personality Tests: Role of the Big Five in Selection Conscientiousness and emotional stability predict job performance for many occupational groups Exh. 9.2: Possible Factors Explaining Importance . . . Except for emotional stability, the other traits do not predict job performance Key -- Match traits, both in terms of type and level of generality, to criteria being predicted Limitations Applicants may distort their responses Possibility of applicants “faking good” Applicants’ perceptions

Exh. 9.2: Possible Factors Explaining Importance of Conscientiousness in Predicting Job Performance

Overview of Ability Tests Definition -- Measures that assess an individual’s capacity to function in a certain way Two types Aptitude - Assess innate capacity to function Achievement - Assess learned capacity to function Between 15% and 20% of organizations use some type of ability test in selection Four classes of ability tests Cognitive Psychomotor Physical Sensory/perceptual

Overview of Cognitive Ability Tests Definition -- Assess abilities involved in thinking, including perception, memory, reasoning, verbal and mathematical abilities, and expression of ideas Measures of specific cognitive abilities appear to reflect general intelligence, IQ or “g” Measures of cognitive ability Employee Aptitude Survey - Assesses 10 specific cognitive abilities Wonderlic Personnel Test - Most widely used test of general mental ability (12-minute, 50-item test) Exh. 9.4: Sample Cognitive Ability Test Items

Evaluation of Cognitive Ability Tests “True” validity --> ŕ = .50 Summary of research findings Among the most valid methods of selection Appear to generalize across all organizations, all job types, and all types of applicants Organizations using them enjoy large economic gains compared to organizations not using them High average validities for many occupations While validity is particularly high for jobs of medium and high complexity, validity also exists for simple jobs Intelligent employees have greater job knowledge General cognitive ability measures more useful than measures of specific abilities

Limitations of Cognitive Ability Tests Concern over adverse impact and fairness of tests While cognitive ability tests are equally accurate predictors of job performance for various racial and ethnic groups, blacks and Hispanics score lower on these tests than whites Suggested approach - Use cognitive ability tests and monitor adverse impact closely Applicants’ perceptions Reactions to concrete vs. abstract test items

Other Types of Ability Tests Psychomotor ability tests Measure correlation of thought with bodily movement Physical abilities tests Measure muscular strength, cardiovascular endurance, and movement quality Validity --> ŕ = .39 to ŕ = .87 Sensory/perceptual abilities tests Assess ability to detect and recognize environmental stimuli Use of computer testing for abilities

Job Knowledge Tests Definition -- Directly assess an applicant’s comprehension of job requirements Two types Assess knowledge of duties involved in a particular job Focus on level of experience with, and knowledge about, critical job tasks and tools necessary to perform a job Exh. 9.8: Example of an Objective Inventory Questionnaire Evaluation “True” validity --> ŕ = .45 Higher validities for complex jobs Job knowledge measures add little to prediction of job performance beyond that provided by cognitive ability tests

Performance Tests and Work Samples Definition -- Assess actual performance rather than underlying capacity or disposition Exh. 9.9 - Examples of Performance Tests and Work Samples Types of tests Performance test vs. work sample Motor vs verbal work samples High- vs. low-fidelity tests Computer interaction performance tests vs. paper-and-pencil tests Situational judgment tests

Evaluation of Performance Tests and Work Samples Research results Average validity --> ŕ = .54 Possess high degree of content validity Perhaps most valid method for many types of jobs Widely accepted by applicants Possess low degrees of adverse impact Limitations Cost of realism embedded in work samples is high Tied to specific jobs leading to a lack of generalizability Safety issues Assume applicants already possess necessary KSAOs

Overview of Integrity Tests Definition -- Attempt to assess an applicant’s honesty and moral character Two types Clear purpose / overt General purpose / veiled purpose Exh. 9.10: Sample Integrity Test Questions Use of integrity tests in selection has grown dramatically during past decade Construct of integrity not well understood

Measuring Employee Integrity Types of measures Most common method is paper-and-pencil measures Polygraph (lie detector) tests Detect dishonesty in interview process Paper-and-pencil measures are most feasible for assessing integrity for selection decision

Integrity Tests: Research Results Valid predictors of counterproductive behaviors; validity for clear purpose (ŕ = .55) higher than for general purpose (ŕ = .32) Both clear and general purpose tests are valid predictors of job performance --> ŕ = .33 and ŕ = .35 Estimates using a predictive validation design and actual detection of theft lowers validity to ŕ = .13 Integrity test scores are related to several Big Five measures Have no adverse impact against women or minorities and are relatively uncorrelated with intelligence

Issues Related to Integrity Tests Concerns related to use Applicants might fake responses Research results related to faking Objections to integrity tests and applicant reactions Most fundamental concern is misclassification of truly honest applicants as being dishonest Exh. 9.11: Integrity Test Results and Theft Detections Applicants view integrity tests less favorably than most selection practices and more invasive

Interest, Values, and Preference Inventories Definition -- Involves assessing activities individuals prefer to do both on and off the job Not often used in selection Types of tests Strong Vocational Interest Blank (SVIB) Exh. 9.12: Sample Items from Interest Inventory Myers-Briggs Type Inventory (MBTI) Evaluation Average validity --> ŕ = .10 Role of interest inventories in selection limited Role in assessing person-organization fit

Overview of Structured Interview Characteristics of unstructured interview Relatively unplanned and “quick and dirty” Questions based on interviewer “hunches” or “pet questions” to psychologically diagnose applicant Consists of casual, open-ended, or subjective questions Contains obtuse questions Contains highly speculative questions Interviewer often unprepared Sources of error in unstructured interview

Characteristics of Structured Interview Questions based on job analysis Same questions asked of each candidate Response to each question numerically evaluated Detailed anchored rating scales used to score each response Detailed notes taken, focusing on interviewees’ behaviors

Characteristics of Structured Interview (continued) Two types Situational - Assess applicant’s ability to project his / her behaviors in future situations Experience-based - Assess past behaviors that are linked to prospective job Patterned Behavior Description Interview Similarities between situational and experienced-based interviews Differences between situational and experienced-based interviews

Evaluation of Structured Interview Average validity of interviews --> ŕ = .26 Structured interviews are more valid (ŕ = .31) than unstructured interviews (ŕ = .23) Situational interviews are more valid (ŕ = .35) than experience-based interviews (ŕ = .28) Panel interviews were less valid (ŕ = .22) than individual interviews (ŕ = .31)

Future Uses of Structured Interview Issue of employee value While performance is the central aspect of employee value, it is not the only criterion Other relevant criteria -- Applicant reactions, employee attendance / retention, “citizenship” behaviors, and fit Valuable in predicting “nonperformance” aspects of applicants Interviews predict subjective performance better than objective measures of productivity Key question - Structure interview around what? Serves other goals besides identifying best candidate for job Exh. 9.13: An Alternative Model of the Use of the Interview in Selection Decisions

Exh. 9.13: An Alternative Model of the Use of the Interview in Selection Decisions

Constructing a Structured Interview Consult job requirements matrix Develop the selection plan Exh. 9.14: Partial Selection Plan for Job of Retail Store Sales Associate Develop structured interview plan Exh. 9.15: Structured Interview Questions, Benchmark Responses, Rating Scale, and Question Weights Select and train interviewers Evaluate effectiveness

Assessment for Quality Environments Companies with TQM missions often seem to ignore selection systems Issues to be addressed in selection process Types of skills may differ Specificity of skills may differ Process of making selection decisions may differ Lack of research on staffing in quality environments Validation of selection process is important

Assessment for Team Environments Establish steps for selection in team-based environments Determine necessary KSAOs for teamwork Exh. 9.17: Knowledge, Skill, and Ability (KSA) Requirements for Teamwork Interpersonal KSAs Self-management KSAs Example Exh. 9.18: Example Items Assessing Teamwork KSAs Who should make the hiring decision? Critical to ensure proper context is in place

Clinical Assessments Definition Method where a psychologist makes a judgment about suitability of a candidate for a job Typically used for selecting people for middle- and upper-level management positions Judgments based on Interview Personal history form Ability test Personality test Feedback to company -- Narrative description of candidate, with or without a recommendation

Choice of Substantive Assessment Methods Exh. 9.19: Evaluation of Substantive Assessment Methods Criteria Use Cost Reliability Validity Utility Applicant reactions Adverse impact

Discretionary Assessment Methods Used to separate people who receive job offers from list of finalists Often very subjective, relying heavily on intuition of decision maker Factors other than KSAOs are evaluated Assess person/organization match Assess people on relevant organizational citizenship behaviors Should involve organization’s staffing philosophy regarding EEO/AA commitments

Contingent Assessment Methods Contingent methods not always used Depends on nature of job and legal mandates Examples Valid license Security clearance check Drug tests Medical exams

Drug Testing Characteristics and effectiveness Types of tests Administration Exh. 9.20: Example of an Organizational Drug Testing Program Smoking Evaluation Recommendations: Effective drug testing program

Exh. 9.20: Example of an Organizational Drug Testing Program

Medical Exams Identifies potential health risks in job candidates Important to ensure medical exams are required only when a compelling reason exists Ensures people with disabilities unrelated to job performance are not screened out Use is strictly regulated by ADA Lack validity as procedures vary by doctor Not always job related Often emphasizes short- rather than long-term health New approach -- Job-related medical standards

Legal Issues Uniform Guidelines on Employee Selection Procedures (UGESP) Selection under the Americans with Disabilities Act (ADA) Drug testing

Legal Issues: Uniform Guidelines on Employee Selection Procedures (UGESP) General principles Technical standards Documentation of impact and validity evidence Definitions Makes substantial demands of a staffing system Ensures awareness of possibility of adverse impact in employment decisions If adverse impact is found, mechanisms provided to cope with it

Legal Issues: ADA and Drug Testing Selection under the Americans with Disabilities Act (ADA) General principles Access to job application process Reasonable accommodation to testing Medical examinations Drug testing UGESP