Lecture 6, Personnel Selection & Decision Making, Full Slides, Oct. 15th, 2009

Lecture 6, Personnel Selection & Decision Making, Full Slides, Oct. 15th, 2009

Info iconThis preview shows pages 1–14. Sign up to view the full content.

View Full Document Right Arrow Icon
The Psychology of People, Work, and Organizations Psychology 2060 Personnel Selection & Selection Decisions October 15 th , 2009 Cell Phones!!!
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Building and Understanding Selection Test Batteries Organizations often use Selection Batteries to make employee hiring decisions Selection Batteries: Set of tests or predictors used for hiring Predictors developed and selected based on information from job analysis Effective batteries predict success better than the use of any one test But how do we determine what goes into a
Background image of page 2
Job Performance Assessment Center Test Battery R 2 = .55 Interview Work Sample r 2 = .10 r 2 = .25 r 2 = .36
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
GMA Job Performance Knowledge Test r 2 GMA = .51; r 2 Knowledge test = .48; Test Battery R 2 = .53
Background image of page 4
GMA Job Performance Knowledge Test r 2 GMA = .51
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
GMA Job Performance Knowledge Test r 2 Knowledge test = .48
Background image of page 6
GMA Job Performance Knowledge Test Overlap of tests (non-unique predictive contribution)
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
GMA Job Performance Knowledge Test Unique predictive contribution of each test
Background image of page 8
GMA Job Performance Knowledge Test
Background image of page 9

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Building and Understanding Selection Test Batteries Choose tests that have low inter- correlations . Two tests that are highly correlated are highly redundant (i.e., they provide no unique information). Using redundant tests adds little beyond using a single test, but may use extra resources. Choose test battery with high Multiple R (i.e., variance accounted for in job performance by the entire battery of tests)
Background image of page 10
Redundancy in Tests: Examples of highly correlated tests : GMA and most written tests (e.g., job knowledge) Honesty Personality Test and Integrity Tests Examples of medium to highly correlated tests : GMA and the job interview (JI) Structured JI = .35; Unstructured JI = .52 (Huffcutt et al., 1996) Examples of uncorrelated tests : GMA and Personality GMA and work sample tests
Background image of page 11

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
12 pp. 282-23 3
Background image of page 12
13 Approaches to Making the Selection Decision Unadjusted Top-down Selection Passing Scores Banding Multiple cut-offs and multiple hurdles (you read this…)
Background image of page 13

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 14
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 04/11/2010 for the course BUSINESS CSIT126 taught by Professor Dfaad during the Spring '09 term at Aarhus Universitet.

Page1 / 37

Lecture 6, Personnel Selection & Decision Making, Full Slides, Oct. 15th, 2009

This preview shows document pages 1 - 14. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online