Psy 3490 Assessmentcourse Textbook Spector P E 2012 Industrial ✓ Solved

PSY 3490 Assessment Course Textbook : Spector, P. E. (2012). Industrial and organizational psychology: Research and practice (6th ed.). Hoboken, NJ: Wiley. Question 1 Describe psychological tests.

Provide examples of three different types of psychological tests, describing what they measure. Give an example of a job context in which each of these might be "job-related." Your response should be at least 300 words in length. Question 2 Describe the steps needed to conduct a validation study. What are the benefits of conducting a validation study? If you were to NOT conduct a validation study, what would be the risks?

Your response should be at least 300 words in length. Question 3 Choose three assessment approaches (e.g., work sample) and compare and contrast these. Describe the basic features, advantages, and disadvantages of each. Give an example of a scenario in which you would use each particular assessment measure. Your response should be at least 300 words in length.

Question 4 Describe the purpose of conducting a utility analysis. What factors influence whether the scientific selection will result in better-performing employees? How do valid predictors increase success ratios? What processes are involved in computing utility? Your response should be at least 300 words in length.

PSY 3490, Industrial Organizational Psychology 1 Course Learning Outcomes for Unit III Upon completion of this unit, students should be able to: 1. Define psychological test, identify the different types of tests (e.g., cognitive ability tests, psychomotor ability tests, knowledge and skill test, personality tests, etc.), and apply these to work-related settings. 2. Analyze how biographical information, interviews, work samples, assessment centers, and electronic assessments are used to select employees. 3.

Evaluate the employee recruitment process. 4. Research and apply the basic steps involved in selecting employees, including the steps needed to conduct a validation study. 5. Explain how predictor information is used for selection.

6. Discuss the importance and utility of scientific selection, as well as the legal issues associated with hiring decisions in the United States. Reading Assignment Chapter 5: Assessment Methods for Selection and Placement Chapter 6: Selecting Employees Unit Lesson Employee recruitment and selection is a major activity of I/O psychologists. Organizations spend much time and money hiring and training new employees, with researchers estimating that it costs roughly 200% of an employee’s salary to hire and train them (Griffeth & Hom, 2001). By hiring the right employees, organizations can ensure that new employees not only have the skills and abilities to perform the job well, but that they will be a great “fit†for the job (Sujarto, 2011).

Studies show that a good fit is associated with important outcomes, such as organizational commitment, job satisfaction, and intentions to quit (Kristof-Brown, 2005). Considering the costs and important outcomes of employee selection, I/O psychologists use systematic approaches to recruit and select the most well-qualified and best-fitting candidates. Employee Selection Employee selection is a very important activity because who you select for a position has large implications, such as ensuring that new employees are able to perform the job well and reducing unnecessary employee turnover (Barrick & Zimmerman, 2009). Typically, selection involves assessing applicants and gathering information about them to determine the extent to which they are qualified and suitable for the job.

The information that is gathered is related to the position; job-related information includes details of their work history, personality, interests, and other characteristics. The organization will also provide the employee with critical information about the organization and job. Some even provide a “realistic job preview,†in which they give applicants a candid view of the responsibilities and conditions involved (Suszko & Breaugh, 1986). Assessment Techniques I/O psychologists use a variety of assessment measures to gather information about applicants in order to determine whether they are suitable for the position. Depending on the job requirements, they may assess applicants’ cognitive abilities, psychomotor skills, personality, emotional intelligence, integrity, ability, UNIT III STUDY GUIDE Employee Assessment and Selection PSY 3490, Industrial Organizational Psychology 2 UNIT x STUDY GUIDE Title knowledge and skills, and/or vocational interests.

When choosing what to assess, I/O psychologists consider the knowledge, skills, abilities, and other characteristics needed to perform the job well (Spector, 2012). While I/O psychologists may be involved in administering these assessments, they also do much of the foundational work to explore the validity of these measures, informing the field by publishing journal articles and research reports. An area that has received much attention from I/O psychologists is the use of personality measures to select employees. For example, personality tests are increasingly used to select police and safety workers (Miller & Barrett, 2008). A major issue is that personality is typically assessed through questionnaires, in which applicants answer questions related to their personality.

Some personality traits, such as being conscientious and thorough, make it easy for applicants to determine how a good applicant should respond. Therefore, scores on personality measures often reflect what the applicant thinks the organization wants to see. Many applicants fake “good.†Researchers explore various ways to reduce this issue, to encourage applicants to answer truthfully. For example, in one study, researchers presented warnings to one group of applicants and no warning to a second group, and compared the results. The warning was as follows (Robson, Jones, & Abraham, 2008): It is critical to note that the inventories have items which are designed to detect faking.

Research has shown that these questions are able to identify individuals who provide inaccurate information about themselves. Any person who is detected faking will be eliminated from the applicant pool and will be ineligible to win the prize money. Using research and statistical methods, they found that the warning did reduce overall scores in that group, compared to the other group. This gave some indication that it is possible to reduce this issue (Robson et al., 2008). Other studies show that, while it is easy to misrepresent one’s personality, this may not actually impact the predictive validity of these measures.

However, the degree to which personality actually does predict job performance is an area that is still under exploration, as researchers continue to investigate the utility of these measures (Morgeson et al., 2007). Beyond assessment measures, I/O psychologists use a variety of approaches to assess the suitability of candidates. A common method includes the employment interview. Specifically, I/O psychologists advocate using a structured interview, in which the interviewer has a set of job-relevant questions that he or she asks each applicant. The questions should be asked in the same order, using the same wording, to ensure that the responses from applicants are comparable.

This approach to interviewing may take more time and resources to develop than an unstructured interview, however studies show that these are more valid than unstructured interviews. This means that they are more likely to ensure that the best person for the job is identified. Organizations often ask for biographical data, which is specific information about the applicant’s past experiences and additional characteristics. These tend to predict future job performance. Work samples are another example of a form of assessment that I/O psychologists use for employee selection.

This involves providing the necessary information and tools for the applicant to complete a relevant job task (Spector, 2012). Reliability and Validity Of key importance in employee selection is the degree to which selection tools are valid. Specifically, I/O psychologists assess the degree to which each selection tool actually predicts future job performance. For example, if using a personality measure to assess whether someone is sociable as part of a selection process for a sales position, there should be evidence that people who are sociable perform this job better than those who are not. If this is true, then knowing whether a current sales person is highly sociable should also tell you whether that person is a top salesperson in that store.

This is called predictive validity, and I/O psychologists use a variety of methods to study the validity of selection measures, conducting validation studies prior to using these measures to make important decisions. This may involve administering the assessment measure to existing employees and comparing the scores to each employee’s performance appraisal ratings, for example (Spector, 2012). Another area that concerns I/O psychologists is the degree to which applicants view the selection tools as valid, or relevant to the position. This is referred to as face validity. A selection tool may have high predictive validity, however, if applicants think that the measure assesses something irrelevant, they could perceive selection decisions as unfair.

Selection tools often involve asking questions or gathering information that is PSY 3490, Industrial Organizational Psychology 3 UNIT x STUDY GUIDE Title personal in nature, and if applicants get the impression that the measure is unnecessarily invasive, this could cause them to withdraw from the selection process and lose interest in the organization (Ekuma, 2012). Applicants tend to see certain approaches to selection, such as work samples, as relevant and valid, and these often tend to be good predictors of future job performance (Spector, 2012). Once a selection process is in place, organizations can recruit applicants for the position. Recruitment Recruitment involves identifying and communicating with potential applicants, who may be a good fit for the organization or for a specific position.

The degree to which an organization needs to invest in recruitment strategies depends on the ease by which they are able to find suitable candidates. Organizations use different sources to recruit, including advertising, employee referral, employment agencies, school recruiters, walk-ins, and the internet (Spector, 2012). If a position is highly specialized or is a leadership position, for example, more targeted recruitment strategies can help ensure the best match is attained. The recruitment method has implications for how the employee will respond once on the job. For example, one study showed that during the first two years, employees may be more likely to leave the position voluntarily if they were recruited through formal methods, as opposed to through a personal referral to the position.

This is because those who were recruited through a personal connection likely have a more realistic understanding of what the job entails and are not surprised by the demands or expectations of the position (Weller, Holtom, Matiaske, & Mellewigt, 2009). Regardless of the recruitment source, once individuals express interest in the position, the employee selection process begins. Summary I/O psychologists invest much time and resources into establishing effective and valid employee recruitment and selection approaches. They use scientific methods to explore the utility and limitations of assessment approaches. This helps organizations to choose the best assessment approaches needed for their particular positions.

In addition to these goals of increasing predictive and face validity, scientific approaches to employee selection helps to ensure that applicants are treated fairly. If all applicants are assessed in the same, structured and systematic way, this leaves less opportunity for applicants to be rejected due to irrelevant factors, and it even prevents discrimination in the workplace by ensuring that all candidates are assessed in the same way, using the same job-relevant criteria (Spector, 2012). References Barrick, M. R., & Zimmerman, R. D. (2009).

Hiring for retention and performance. Human Resource Management, 48(2), . Ehrhart, K. (2006). Job characteristic beliefs and personality as antecedents of subjective person–job fit. Journal of Business & Psychology, 21(2), .

Ekuma, K. (2012). The importance of predictive and face validity in employee selection and ways of maximizing them: An assessment of three selection methods. International Journal Of Business & Management, 7(22), . Doi:10.5539/ijbm.v7n22p115 Griffeth, R. W., & Hom, P.

W. (2001). Retaining valued employees. Thousand Oaks, CA: Sage. Kristof-Brown, A. C. (2005).

Consequences of individuals’ fit at work: A meta-analysis of person-job, person- organization, person-group, and person-supervisor fit. Personnel Psychology, 58(2), . Miller, C. E., & Barrett, G. V. (2008).

The coachability and fakability of personality-based selection tests used for police selection. Public Personnel Management, 37(3), . Morgeson, F. P., Campion, M. A., Dipboye, R.

L., Hollenbeck, J. R., Murphy, K., & Schmitt, N. (2007). Are we getting fooled again? Coming to terms with limitations in the use of personality tests for personnel selection. Personnel Psychology, 60(4), . doi:10.1111/j..2007.00100.x PSY 3490, Industrial Organizational Psychology 4 UNIT x STUDY GUIDE Title Robson, S.

M., Jones, A., & Abraham, J. (2008). Personality, faking, and convergent validity: a warning concerning warning statements. Human Performance, 21(1), 89-106. doi:10.1080/ Spector, P. E. (2012). Industrial and organizational behavior: Research and practice (6th ed.).

Hoboken, NJ: John Wiley & Sons, Inc. Suszko, M. K., & Breaugh, J. A. (1986). The effects of realistic job previews on applicant self-selection and employee turnover, satisfaction, and coping ability.

Journal Of Management, 12(4), 513. Sutarjo. (2011). Ten ways of managing person-organization fit (P-O Fit) effectively: A literature study. International Journal Of Business & Social Science, 2(21), . Weller, I., Matiaske, W., Holtom, B.

C., & Mellewigt, T. (2009). Level and time effects of recruitment sources on early voluntary turnover. Journal Of Applied Psychology, 94(5), . Suggested Reading Scroggins, W. A., Thomas, S.

L., & Morris, J. A. (2008). Psychological testing in personnel selection, part II: The refinement of methods and standards in employee selection. Public Personnel Management, 37(2), .

Paper for above instructions

Psychological Tests and Their Application in Industrial Psychology

Question 1: Describe Psychological Tests

Psychological tests are standardized instruments designed to measure various psychological variables such as cognitive abilities, personality traits, emotional intelligence, and more. These tests are crucial in employment settings to aid in the selection and evaluation of candidates based on relevant psychological attributes that align with job requirements (Spector, 2012).

Types of Psychological Tests

1. Cognitive Ability Tests: These tests measure general mental capabilities such as reasoning, problem-solving, and learning ability. An example is the Wonderlic Personnel Test, which assesses cognitive skills relevant to job performance. A job context where cognitive ability tests are particularly relevant is in hiring for positions in analytical fields, such as data analysis or software engineering, where problem-solving skills are paramount (Schmidt & Hunter, 2004).
2. Personality Tests: Personality tests evaluate traits that may influence an individual’s behavior in a work environment. An example is the Myers-Briggs Type Indicator (MBTI), which categorizes individuals based on their preferred ways of thinking and interacting with others. This type of assessment is applicable in jobs where teamwork and interpersonal relations are critical, such as in human resources or customer service positions, to ensure that candidates possess traits suited for collaboration (Barrick & Mount, 1991).
3. Work Sample Tests: These assessments require candidates to perform tasks or simulations that are representative of the actual job duties they would encounter if hired. For instance, a typing test for a secretarial position allows candidates to demonstrate their typing speed and accuracy. This type of test is particularly relevant in administrative roles where specific technical skills need to be assessed directly (Spector, 2012).
In summary, psychological tests are essential tools in employment settings. Each type serves distinct purposes, measuring different aspects of an individual’s capabilities and traits, thereby assisting organizations in making informed hiring decisions.

Question 2: Steps to Conduct a Validation Study and Its Importance

Conducting a validation study involves several key steps aimed at ensuring that selection methods accurately predict job performance. Here is an overview of the process:
1. Define the Construct: Clearly define what you intend to measure, whether it be a cognitive attribute, a personality trait, or a specific skill relevant to the job (Spector, 2012).
2. Select a Sample: Choose a representative sample of employees currently in the job to ensure the results are generalizable (Schmidt & Hunter, 1998).
3. Administer the Assessment: Conduct the psychological tests according to standardized procedures to ensure reliability and consistency.
4. Collect Performance Data: Gather data on job performance, which may include supervisor ratings, production metrics, or customer feedback.
5. Analyze the Data: Use statistical methods to determine the correlation between test scores and job performance, establishing the predictive validity of the assessment tool.
6. Review the Results: Examine the findings to assess whether the tests significantly predict job performance and make necessary adjustments based on the results (Spector, 2012).

Benefits of Conducting a Validation Study

Conducting a validation study provides several benefits. First, it ensures that the selection tools are effective in predicting candidate success, which can improve overall job performance and lower turnover rates (Schmidt & Hunter, 2004). Additionally, validation studies promote fairness in hiring by providing evidence that the selection process is based on relevant job criteria and not discriminatory factors.

Risks of Not Conducting a Validation Study

If organizations choose not to conduct validation studies, they face significant risks. Without validation, there is a likelihood of implementing ineffective selection tools that do not accurately predict performance, which can lead to hiring poor-fit candidates, increased turnover, and ultimately significant financial costs related to employee training and initiation (Griffeth & Hom, 2001). Furthermore, organizations may also expose themselves to legal risks if their selection processes are perceived as biased or unfair.

Question 3: Comparison of Assessment Approaches

1. Work Samples:
- Features: Candidates perform tasks that reflect job duties.
- Advantages: High relevance to job duties and direct assessment of skills.
- Disadvantages: Can be resource-intensive to create and administer.
- Example: A software company uses coding tasks to evaluate programming candidates.
2. Structured Interviews:
- Features: Pre-determined questions asked in a consistent manner.
- Advantages: Increased reliability and validity when compared to unstructured interviews.
- Disadvantages: Time-consuming to develop and conduct.
- Example: A law firm conducts structured behavioral interviews to assess candidates’ problem-solving skills.
3. Personality Assessment:
- Features: Standardized questionnaires measuring personality traits.
- Advantages: Provides insight into interpersonal attributes that affect job performance.
- Disadvantages: Susceptible to faking and may not always correlate with job performance.
- Example: An organization uses the Big Five Personality Test to evaluate candidates for sales roles.
In conclusion, each assessment approach has its unique advantages and disadvantages. Work samples are pragmatic for skill assessment, structured interviews provide consistent evaluations, and personality assessments offer insights into interpersonal attributes. The choice of their application should reflect the specific requirements of the job in question.

Question 4: Purpose of Conducting a Utility Analysis

Utility analysis assesses the financial value of using scientifically valid selection processes. The primary purpose is to ascertain how valid predictors can contribute to organizational effectiveness. Factors influencing the impact of selection processes on employee performance include the selection ratio (the number of hires versus applicants) and the base rate of performance among the workforce (Boudreau, 1991).

Valid Predictors and Success Ratios

Valid predictors increase success ratios by ensuring that selected candidates are more likely to perform effectively on the job. When organizations utilize tests or assessments that have been validated through research, they can increase the likelihood that they will choose high-performing employees, thereby enhancing overall productivity (Schmidt & Hunter, 1998).

Computing Utility

The process of computing utility typically involves estimating the expected monetary value of using the selection method, which includes calculating the gain in productivity from improved hires and factoring in the costs associated with implementing the method (Boudreau, 1991). This analysis provides essential information for organizations to make budgetary and resource allocation decisions regarding their hiring processes.
In summary, utility analysis plays a crucial role in justifying selection methods, providing insights into the financial benefits of valid assessments, and reinforcing the importance of scientifically driven employee selection practices.

References

1. Barrick, M. R., & Mount, M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44(1), 1-26.
2. Boudreau, J. W. (1991). Utility analysis in human resource management: Theoretical and practical implications. Academy of Management Review, 16(1), 117-131.
3. Griffeth, R. W., & Hom, P. W. (2001). Retaining valued employees. Thousand Oaks, CA: Sage.
4. Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology. Psychological Bulletin, 124(2), 262-274.
5. Spector, P. E. (2012). Industrial and organizational psychology: Research and practice (6th ed.). Hoboken, NJ: Wiley.
6. Sujarto, G. (2011). Ten ways of managing person-organization fit (P-O Fit) effectively: A literature study. International Journal of Business & Social Science, 2(21).
7. Weller, I., Matiaske, W., Holtom, B. C., & Mellewigt, T. (2009). Level and time effects of recruitment sources on early voluntary turnover. Journal of Applied Psychology, 94(5), 1165-1174.
8. Robson, S. M., Jones, A., & Abraham, J. (2008). Personality, faking, and convergent validity: A warning concerning warning statements. Human Performance, 21(1), 89-106.
9. Miller, C. E., & Barrett, G. V. (2008). The coachability and fakability of personality-based selection tests used for police selection. Public Personnel Management, 37(3), 241-260.
10. Morgeson, F. P., et al. (2007). Are we getting fooled again? Coming to terms with limitations in the use of personality tests for personnel selection. Personnel Psychology, 60(4), 1029-1049.