staffing. key assumptions ä people differ ä jobs differ ä goal? ä ä requires ä
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KEY ASSUMPTIONSKEY ASSUMPTIONS
People differPeople differ Jobs differJobs differ Goal?Goal?
RequiresRequires
EVALUATING METHODS/PREDICTORS
EVALUATING METHODS/PREDICTORS
PracticalityPracticality LegalityLegality AccuracyAccuracy
ReliabilityReliability ValidityValidity
Applicant reactionsApplicant reactions
How Big is Big Enough?How Big is Big Enough?
Sample Size Minimum r 5 .88 10 .63 15 .51 20 .44 25 .40 30 .36 35 .33 40 .31 50 .27 70 .23 100 .19
RELIABILITYRELIABILITY
How accurately the tool measures the attributeHow accurately the tool measures the attribute The extent to which it is free of errorThe extent to which it is free of error
The degree of dependability, consistency or The degree of dependability, consistency or stability of measurement of a measurestability of measurement of a measure
Reliability coefficient = % of obtained score Reliability coefficient = % of obtained score due to true scoredue to true score
TYPES OF RELIABILITYTYPES OF RELIABILITY
Test-retest reliabilityTest-retest reliability Assesses stability over time/situationsAssesses stability over time/situations
Internal consistency reliabilityInternal consistency reliability Assesses sampling error/consistency of contentAssesses sampling error/consistency of content
Parallel forms reliabilityParallel forms reliability Assesses equivalence of measuresAssesses equivalence of measures
VALIDITYVALIDITY
The extent to which a staffing method The extent to which a staffing method predicts one or more important criterion predicts one or more important criterion
Primary method of demonstrating job-Primary method of demonstrating job-relatednessrelatedness
Reliability vs. validity?Reliability vs. validity?
METHODS OF VALIDATIONMETHODS OF VALIDATION
Criterion (Empirical)Criterion (Empirical) Showing a statistical relationship between scores and job Showing a statistical relationship between scores and job
performance.performance. Two approaches: Concurrent or predictiveTwo approaches: Concurrent or predictive Limitations?Limitations?
ContentContent Showing a logical relationship between predictor content and Showing a logical relationship between predictor content and
job contentjob content Limitations?Limitations?
Validity generalizationValidity generalization
APPLICANT REACTIONSAPPLICANT REACTIONS
Applicants perceptions of fairness influence Applicants perceptions of fairness influence job acceptance and subsequent performancejob acceptance and subsequent performance
What influences perceived fairness?What influences perceived fairness?
True Validities of Predictors For Entry-Level Jobs
Cognitive Ability Test .51 Job Knowledge Test .48 Work Sample .46 Interview (structured) .44 Biographical Inventory .35 Reference Checks .26 Personality Inventories ~.23 Experience Ratings .18 Interview (unstructured) .14 (.31) Academic Achievement .11 Interest Inventories .10
For Promotions Work Sample .54 Cognitive Ability Test .53 Peer Ratings .49 Experience Ratings .49 Job Knowledge Test .48 Assessment Center .43
Conscientiousness
Descriptors:Descriptors: Organized, Systematic, Thorough, Practical, Organized, Systematic, Thorough, Practical,
Neat, Efficient, Careful, SteadyNeat, Efficient, Careful, Steady NOT Careless, Undependable, Haphazard, NOT Careless, Undependable, Haphazard,
Sloppy Sloppy Most consistent personality predictor of Most consistent personality predictor of
performanceperformance Also predicts lack of problem behaviorAlso predicts lack of problem behavior
Emotional Stability
DescriptorsDescriptors NOT Anxious, Moody, Temperamental, NOT Anxious, Moody, Temperamental,
Emotional, Nervous, Touchy, FearfulEmotional, Nervous, Touchy, Fearful May predict job performance in jobs…May predict job performance in jobs…
Agreeableness
DescriptorsDescriptors Kind, Cooperative, Sympathetic, Warm, Kind, Cooperative, Sympathetic, Warm,
Trustful, Considerate, Pleasant, HelpfulTrustful, Considerate, Pleasant, Helpful May predict job performance in jobs…May predict job performance in jobs…
Extraversion
DescriptorsDescriptors Talkative, Assertive, Verbal, Energetic, Bold, Talkative, Assertive, Verbal, Energetic, Bold,
Active, DaringActive, Daring May predict job performance in…May predict job performance in…
1. Differences between groups’ average test scores1. Differences between groups’ average test scores ~1 SD difference for Blacks~1 SD difference for Blacks ~.75 SD for Hispanics~.75 SD for Hispanics
But what do these differences mean?But what do these differences mean?
Definitions of Test “Fairness”
•Differential Validity?•Test Bias?•Test is fair
Definitions of Test “Fairness”
2. 2. Differential ValidityDifferential Validity: Group differences in : Group differences in validity of testvalidity of test
White
Black
Test Scores
JobPerf
Definitions of Test “Fairness”
3. Test Bias3. Test Bias: Group differences in predicted : Group differences in predicted job performance with same cutoff scorejob performance with same cutoff score
Black
Test Scores
JobPerf
White
Typical CA Test Situation
Adverse ImpactAdverse Impact No differential validityNo differential validity No test biasNo test bias
White
Black
Test Scores
JobPerf
Negligent Hiring
A violation of an employer’s common law A violation of an employer’s common law duty to protect its employees and customers duty to protect its employees and customers from injury by hiring an employee it knew from injury by hiring an employee it knew (or should have known) posed a threat of (or should have known) posed a threat of risk.risk.
Defamation of Character
The offense of injuring a person’s character, The offense of injuring a person’s character, fame, or reputation by fame, or reputation by falsefalse and and maliciousmalicious statementsstatements
Negligent ReferralNegligent Referral
Companies may be liable for not fully and Companies may be liable for not fully and truthfully disclosing knowledge about a past truthfully disclosing knowledge about a past employee’s potential for causing harmemployee’s potential for causing harm
Recommendations -Reference Seekers
Ask for only job-related informationAsk for only job-related information Obtain from knowledgeable sourceObtain from knowledgeable source Document procedures & informationDocument procedures & information Obtain written permission of applicantObtain written permission of applicant Check multiple referencesCheck multiple references Verify negative informationVerify negative information
The Paradox of Interviews
The most widely-used hiring tool among The most widely-used hiring tool among practitionerspractitioners
Yet are widely criticized by researchersYet are widely criticized by researchers unreliableunreliable susceptible to biassusceptible to bias poor validitypoor validity
Problems with Interviews
Lack of structure/standardization Lack of structure/standardization Opportunity for biasOpportunity for bias Impression drivenImpression driven Interview behavior may not reflect KSAs Interview behavior may not reflect KSAs
Types of Structured Interviews
Behavior Description interviewingBehavior Description interviewing How have you handled situations before?How have you handled situations before?
Situational interviewingSituational interviewing How would you respond to hypothetical job How would you respond to hypothetical job
situation?situation? Case interviewsCase interviews
Can you demonstrate reasoning skills in logic Can you demonstrate reasoning skills in logic puzzle questions?puzzle questions?
Benefits of Structured Interviews
Increases job relatednessIncreases job relatedness Ensures that interviewers are aware of KSAsEnsures that interviewers are aware of KSAs Also easier to document if neededAlso easier to document if needed
Reduces disparate treatment Reduces disparate treatment Increases reliabilityIncreases reliability Reduces problems of coachingReduces problems of coaching