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21 Cards in this Set
- Front
- Back
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Selection Method Standards
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Cost
Reliability Validity Gerneralizability Utility Adverse Impact and Legality |
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Reliability
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The consistency of a performance measure; the degree to which a performance measure is free from random error.
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Ruler as example for reliablity:
If measurement device was perfectly reliable... |
there would be no errors of measurement.
6ft 1 inch every time. Reliablity refers to the measuring instrument. The ruler Vs a guess as instrument |
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Correlation Coefficient
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measure of the degree to which two sets of numbers are correlated (related). Positive relationship is +1 negative -1. Good reliablity coeff is .80
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Cost/Benefit of Analysis
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Effectivness: is cost tradeoff worth it.
Highest cost methods: structured interviews, work samples, assessment centers |
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Validity:
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Extent to which a performance measure assesses ALL the relevant--and ONLY the relevant aspects of job performance
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Types of Validity:
Criterion-related validation |
correlation between selection test scores and job performance scores.
Applicant test scores: OTJ perf Predictive validation: SAT and GPA Concurrrent Validation Current EEs' test scores: OTJ perf current freshman sat scores and freshman GPA |
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Content validation
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Demonstrates that the test items are representative of the job
(small samples) (Need it from day 1 or can it be trained/learned) |
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Generalizability
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selection method established in one context extends to other contexts.
eg SAT vs GMAT, LSAT eg Across branches Locations functions Contexts can inclued: Diff, situations, samples, time periods |
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Generalizabliitly
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1. company provides evidence from previous criterion- related validity studies
2.company provides evidence from job analysis to document that the job it is trying to fill is similar in all major respects to the job validated elsewhere3. then one can “ generalize” the validity from the first context ( large hospital) to the new context ( small hospital). |
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Utility
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the degree to which the information provided by selection methods enhances the bottom- line effectiveness of the organization.
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Utility
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Cost/Benefit
Is it worth it |
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Legality:
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Can't use and tools that discriminate. Have to select fairly within laws.
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adverse impact
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Selection ratio for minority over selection raito for majority. If <4/5, adverse impact
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Ryan And Tippings
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Identify capbable candidates
Create a diverse workplace |
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ryan & Tippins article HR mangers called up to come up with:
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new strategies for attraction, new tools for selection, and new ways to enhance workforce diversity, while incorporating the sometimes competing needs and views of
varied stakeholders |
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Ryan & Tippins What works and doesn't in:
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(1) what se- lection tools work, (2) what recruitment strategies work, (3) how selection-tool use relates to workforce diversity, and (4) what staffing and recruiting processes lead to pos- itive applicant perceptions.
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the number-one criterion for a useful selection device is that it provides information on who will be a good employee.
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In research terms, this translates into which devices have good validity for pre-
dicting work outcomes |
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Ryan Tippins article. Choices among valid tools should involve cost and subgroup difference only
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as additional consider- ations only when an acceptable level of va- lidity has been established.
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ryan and tippins. Firms effective staffing practices:
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(e.g., conduct studies of recruiting source yield and validation studies for tools used; use structured interviews, cognitive ability tests, and biodata tools) have higher levels of annual profit, profit growth, sales growth, and overall performance
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Need to get selection methods
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Positive negative features of each in here
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