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PREDICTORS and VALIDITY: TESTING and ASSESSMENT CENTERS Professor Bruce Fortado MAN 4301/6305 University of North Florida Any decision involving selection/hiring contains an implicit prediction that the individual selected will succeed. Predictive information can be gathered from application forms, tests, interviews, references, and assessment centers. If you are going to investigate a person’s background, credit, employment and driving records, or a drug screening test is required, a statement authorizing this can be placed on the application form each candidate signs. Applicants can also be informed false statements will result in termination (Dessler, 2011: 90). One survey found 23% of the 7,000 executive resumes contained exaggerated or false information (Dessler, 2011: 128). Managers note gaps in employment, frequent job shifts and the applicant’s career progress. Selecting well is important, because the hiring/training process is costly (e.g. $5,000-50,000) (Dessler, 2011: 107). There are three basic approaches: (1) successive hurdles (the knockout approach) = a series of questions is posed, and a wrong answer on any one of the questions bounces the candidate out of consideration. (2) the compensatory approach = one goes through the entire process, and a high score in one area may counteract a low score in another area. (3) the hybrid approach = doing some of (1) & (2). Validation refers to determining whether a selection method accurately predicts job performance. It is important to validate a test before using it in the selection process (Dessler, 2011: 108). Various Types of Validity Criterion-Related Validity (Empirical Validity) = A statistically significant relationship exists between a predictor (a test) and job performance criterion. Job Performance 100 - Measurement (Criterion) 90 - False Negative 80 - 70 - 60 - False Positive 50 - 50 60 70 80 90 100 Score on Selection Method (Predictor)
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False positives and false negatives may result from: test anxiety, a candidate with mediocre skills may compensate with dints of hard work, one may have a high aptitude but not be motivated to use it, and an employee may get sidetracked by personal problems after being hired. Good criterion are (a) affected by the individual, not technology, (b) relevant to the goals of
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