Chapter 9 Selection Tests McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.

9-2 Criticisms of Personality Tests Trivial validities Correlations for any individual trait with job performance are typically low However, when all traits are used simultaneously, correlations are higher Faking Individuals answer in a dishonest way Negative applicant reactions Applicants, in general, believe personality tests are less valid predictors of job performance

9-3 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

9-4 Classes of Ability Tests Cognitive: perception, memory, reasoning, verbal, math, expression Psychomotor: thought/body movement coordination - reaction time, arm-hand steadiness, control precision, and manual and digit dexterity Physical: strength, endurance, movement quality Sensory/perceptual: detection & recognition of environmental stimuli

9-5 Job Knowledge Tests Two types Assess knowledge of duties involved in a particular job (i.e., test the knowledge level) Level of experience with, and knowledge about, critical job tasks and tools necessary to perform a job (i.e., test the amount of experience with the knowledge areas)

9-6 Performance Tests and Work Samples Definition -- Assess actual performance (e.g., fix a car, teach a class, type a document) Types of tests (should focus on relevant KSAOs) Performance test vs. work sample (all or some) Motor vs verbal work samples (action or thought) High- vs. low-fidelity tests (level of realism) Computer interaction performance tests vs. paper- and-pencil tests including simulations (e.g., The Manager’s Workshop) All the above can have good validity (.50+) & acceptance

11-7 Correlation Between Test Scores Scatter diagrams Used to plot the joint distribution of the two sets of scores (or other data) Correlation coefficient Value of r summarizes both Strength of relationship between two sets of scores and Direction of relationship Values can range from r = -1.0 to r = 1.0 Larger absolute value of r = stronger relationship between the two variables

11-8 Correlation Between Scores Correlation does not imply causation Ex: scatter plot may show positive correlation between number of churches in a city and the number of violent crimes in the same city However, the reason is not that church attendance causes violent crime, but these two variables both increase as a function of a third variable: population

11-9 Hiring Standards and Cut Scores Issue -- What is a passing score? Score may be a Single score from a single predictor or Total score from multiple predictors Description of process Cut score - Separates applicants who advance from those who are rejected

11-10 Consequences of Cut Scores

11-11 Hiring Standards and Cut Scores Methods to determine cut scores Minimum competency deemed necessary Top-down, based on organization’s demands, most commonly used Banding – considered to have score equivalency within a range of scores

Use of Cut Scores in Selection Decisions 11-12

11-13 Discussion Questions What are the positive consequences associated with a high cut score? Fewer false positives, but larger number of false negatives Use when the consequence of a false positive could be a safety issue (example, NASA)

11-14 Discussion Questions What are the positive consequences associated with a low cut score? Fewer false negatives and more true positives, but larger number of false positives Not to use when you want to hire the very best Could use to minimize number of false negatives for women and minorities

11-15 Discussion Questions What guidelines do the UGESP offer to organizations when it comes to setting cut scores? Uniform Guidelines on Employee Selection Procedures (UGESP) If no adverse impact, guidelines are silent on cut scores If adverse impact occurs, guidelines become applicable

11-16 Multiple Predictors Compensatory model Scores on one predictor are simply added to scores on another predictor to yield a total score. High scores on one predictor can compensate for low scores on another. Advantage – recognizes that people have multiple talents. Disadvantage – the level of proficiency for specific talents cannot be compensated for by intelligence (ex – certain level of strength).

11-17 Multiple Predictors Multiple hurdles model Applicant must earn a passing score on each predictor before advancing in the selection process. Used when each requirement measured by a predictor is critical to job success. Advantage – can prevent false-positive errors. Disadvantage – can be costly and time consuming to set up. Examples: law enforcement, firefighters

11-18 Multiple Predictors Combination model Use for jobs where some but not all requirements are critical to job success. Starts with multiple hurdles and ends with compensatory method.

11-19 Combined Model for a Recruiter

11-20 Methods of Choice

9-21 Example of a Drug Testing Program

9-22 Features of an effective drug testing program Emphasize drug testing in safety-­sensitive jobs Use only reputable testing laboratories, and ensure that strict chain of custody is maintained. Ask applicants for their consent, and inform them of test results Use retesting to validate positive samples from the initial screening test Ensure that proper procedures are followed to maintain the applicant’s right to privacy Employer pays for testing

9-23 Medical Exams Use is strictly regulated by FEHA and ADA to ensure disabilities not job related are not screened out Should only be performed in the hiring process after all other disqualifying steps have been completed Results can only be used to evaluate physical and mental ability to perform job-related functions Employer pays for exam

9-24 Medical Exams Conditional job offer can be withdrawn if: applicant is unable to perform essential functions of the job with reasonable accommodation; no reasonable accommodation exist; the applicant poses a direct threat to health or safety. Results of medical exams must be kept in confidential file, separate from regular personnel file