Really Important Info from each section (Need to Know)

experience-based interviews

"can you tell me about a time when..." -underlying assumption is that best predictor of future performance is past performance -uses critical incidents method

Business game

"live case"people are interacting and simulating business activities (e.g., cold calling sales)

situational interviews

"what would you do if..." -imagine a set of circumstances & indicate how they would respond -uses critical incidents method

True positive is...

'hit' good on job and test accurately knew that

situational theory

(type of contingency theory)different situations call for different kinds of leadership. leader will change their style to the abilities of their followers.

path-goal theory

(type of contingency theory)leaders help followers reach goals thru motivation and involving them in meaningful tasks that match their ability.leader coaches, directs and motivates.

Training vs. Selection vs. Human Factors

- Training tries to improve KSAs at job - Personnel selection tries to select people with appropriate skills for the job - Human factors tries to design tasks for known KSAs of people

Credit history

-Related to several demographic variables that are unrelated to job performance. -Legal under the Fair Credit Reporting Act, so long as applicants are informed -10 states restricted use

Application form

-asks for information related to employment. used to sample past/present behavior.-often include 1+ legally indefensible question

interviews

-designed to predict future job performance on the basis of applicants' oral responses to oral inquiries -can be used for recruitment or selection -time consuming and expensive, widely used-post-interview evaluations are highly correlated with pre-interview impressions (confirmatory bias)

Resumes

-especially prone to cognitive biases (Applicant ratings have been found to be influenced by race and gender) -video resumes perceived to be more fair than traditional -Important to train raters to focus on job-related factors and assess inter-rater reliability

Cognitive ability

-powerful predictor of job performance, contributes to ppl being given the opportunity for supervisory experience- adverse impact-predicts max performance, not typical hunter and schnidtt said validity was .51 making it one of the most valid predictors of performance behind work sample tests.

validity/info of personality tests

-valid predictors of job performance -low face validity -low subgroup diff -low admin cost -potentially high ROI Hunter and schmitt: .31 for consciousness

Decision tree Vroom Yetton Jago- what are the 6 questions in the decision tree? When is it good to use autocratic decision making? When is it good to use collaborative and consultative decision making?

1. Is the quality of the decision important? 2. Is team commitment important for the decision? 3. Do you have enough information to make the decision on your own? 4. Is the problem well-structured? 5. Would the team support your decision if you made it alone? 6. Does the team share the organization's goals? Is there likely to be conflict amongst the team over the decision? The autocratic model is appropriate for the following situations: There isn't enough time to consult the team members The leader is confident and experienced enough to make the decision The team members will accept the decision While the consultative and collaborative models are appropriate in the following situations: The leader needs more information about the scenario The situation isn't clear for the leader There is enough time to consult the team members and hear their suggestions

Kirkpatrick's Levels of Criteria

1. Reaction (opinion of trainees via survey) a. affective reactions b. utility judgments 2. learning (mastery of training material via test) a. immediate knowledge b. knowledge retentionc. behavior/skill demonstration 3. Behavior (trainee job performance via ratings) a. Transfer 4. Results (org profit by training)

Training (a way to reduce errors): Rater error training:

1. This training taps on the psychometric aspects of the subjective performance ratings, specifically, on reducing halo errors, leniency, and range restriction (Bernardin & Walter, 1977) 2. The primary focus of the training is to familiarize raters with these errors and encourage raters to avoid them (Woehr & Huffcutt, 1994) 3. Effectiveness is evaluated by examining whether training improved psychometric properties of rating data 4. However, this type of training tended to lead to learning new inappropriate response sets 5. This method assumes that rating errors and systematic error variance are equal...which is not true 6. Hedge & Kavanagh (1988) found that rater error training reduced leniency and halo errors. However, the training led to decreased accuracy in ratings

How to perform a needs assessment- what are all the steps?

A NA's purpose is to compare an organization's current state with the desired state. This technique aims to identify the organization's training needs and determine how these needs can be fixed or improved (Goldstein & Ford, 2002). The process of conducting a NA includes the following: Obtaining organizational support- 1. Organizational support is needed to establish a relationship with top management to develop clear and concise goals (Goldstein & Ford, 2002). 2. Conducting an organizational analysis and resource analysis; Organizational Analysis An organizational analysis is done to determine the organizational climate by studying how the organizational system affects the training program (goals, purpose, climate) Resource analysis (underneath)- In order to analyze available personnel, equipment, finances, and internal constraints, a resource analysis was conducted as part of our organizational analysis. Includes Person Resource Inventory The team structure and external partners and Regulatory Constraints which include external constraints- those that regulate specific insudtries National Credit Union Administration (NCUA) ones with social concerns like EEOC and internal constraints- For internal constraints, we discovered that the Marketing Department lacked the budget to hire personnel to manage their marketing projects effectively. 3. Requirements analysis- performing a requirement analysis examines the details that must be made clear for the assessment procedure to function properly (Goldstein & Ford, 2002)- As part of the requirements analysis, we identified the target jobs, researched assessment methods, identified SMEs, interviewed them, evaluated potential problems, and developed protocols to gather information. 4. Task and KSA analysis: 5. Person analysis; Person Analysis A person analysis aims to determine who needs training and why (Goldstein & Ford, 2002). 6. Gap analysis: Gap Analysis Results Next, the VP of the department provided us with a gap analysis or an analysis of the discrepancy between expected performance and actual performance. 7. Then results and Learning & Training objectives 8. Develop training and evaluation

What is calibration?

A calibration process when two raters disagree on applicants' resumes. Calibration sessions aim to apply similar standards when measuring and evaluating the performance of applicants to ensure a level playing field by neutralizing the effect of easy and challenging graders

Utilization Analysis

A comparison of the numbers of underrepresented groups groups in the surrounding or relevant (for recruiting purposes) labor market as compared with the numbers of those groups in the organization, in particular job categories. Misperception and reality of affirmative action plans Misperception: Affirmative Act

What are cut off scores

A cutoff score is an established score used to filter out unqualified candidates on any particular test or assessment. In employment testing, cutoff scores can be established to filter out job candidates who did not score high enough on a particular pre-employment test.

Leniency/severity

A kind of distributional error My also be called under other names (e.g., positive/negative leniency or leniency error/strictness error) ...occurs when all the ratings by one rater differ substantially from the scale midpoin

LMX and OCBs- what was the relationship between? what did they find with Asian cultures?

A meta-analysis by Ilies, Nahrgang, and Morgeson (2007) of 50 different samples also found that LMX was positively related to employee OCBs, especially those OCBs directed toward fellow co-workers in contrast to the organization. However, a more recent meta-analysis by Rockstuhl, Dulebohn, Ang, and Shore (2012) found that the relationship between LMX and OCBs was weaker in more collective Asian cultures. These authors hypothesize that employees in Asian cultures may be sensitive to not only the individual relationship between an employee and his or her leader, but also to obligations and the broader collective context of the organization. In a more recent meta-analysis, Dulebohn et al. (2012) found that LMX was linked to lower turnover intentions and actual turnover, higher levels of OCB and performance, and more positive ratings of a variety of job attitudes and perceptions (e.g., job satisfaction, organizational commitment, organizational justice)

Difference between mission and vision statement

A mission statement defines the organization's business, its objectives, and how it will reach these objectives. Refers to the means of achieving the goal. Focuses on the how. A vision statement details where the organization aspires to goWhy does your company exist? What do you hope to accomplish in the next several years? Denotes the overacrching goal that the company want to achieve in the future. Focuses on the why.

Assessment method: Training and Experience (T & E) Evaluations-What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

A traditional T & E evaluation, sometimes called a crediting plan or rating schedule, is a systematic method used to assess previous experience, education, and training information provided by job applicants. These assessment factors are based on critical job requirements and competencies identified through a job analysis. Rating factors generally include the amount and quality of the applicant's previous job-related experience, as well as any other information deemed important to performing the duties of the position. Validity: Low-content of the training and experience items on a traditional rating schedule and the task items on a task-based rating schedule are often highly representative of actual job performance (i.e., they show a high degree of content validity); Generally, performance on rating schedules does not relate well to performance on the job (i.e., they show a low degree of criterion-related validity), with length and recency of education, academic achievement, and extracurricular activities demonstrating the weakest relation to job performance Face validity: Moderate-Reactions from professionals who feel they should be evaluated on their experience is typically favorable; Less favorable reactions may be seen if used for younger, less experienced applicants with few previous related experiences to describe Subgroup differences: Low-Generally little or no performance differences are found between men and women or applicants of different racial or ethnic backgrounds Development costs: Low-kes less time to develop than other measures of training and experience (e.g., the accomplishment record) Administration costs: Low-Can be administered via paper-and-pencil or electronically T & E behavioral consistency method is .45, but the point method is .11 commonly used as a screening device prior to another selection tool (e.g., structured interview) for both entry level positions across various professional occupations (e.g., trainee positions) and jobs requiring prior preparation.

Behavioral-Based Leadership

According to these researchers, leadership behavior can be broken down into two basic categories: (1) initiating structure and (2) consideration. Leader behaviors that comprise the initiating structure dimension are aimed at facilitating the task performance of groups In addition, recent research has highlighted the importance of not only examining the overall level of the leader initiating structure and consideration, but also the level of initiating structure and consideration perceived to be needed by the employee However, one final issue that continues to plague the behavioral approach (and has from the beginning) is that researchers were never able to identify a set of leader behaviors that were consistently associated with effectiveness across all types of situations. This suggests that there is no universal set of leader behaviors that will result in leader effectiveness in all situations. Rather, the behaviors that are needed from a leader will vary from situation to situation. This realization led to the contingency approach

Path-goal Theory: achievement-oriented leadership

Achievement-oriented leadership involves pushing followers to achieve excellence in their work. An achievement-oriented leader can help create excellence by expressing confidence in team members' abilities and setting challenging goals Achievement-oriented leadership represents behaviors that are aimed at helping employees to improve their performance and ultimately perform better. A leader may exhibit this leadership style in a number of ways, such as providing on-the-job coaching, setting challenging goals, making sure training and development opportunities are available, and seeing to it that subordinates have the resources they need in order to be successful.

Fiedler's Contingency Theory: Relationship-oriented leader- What does this mean for Danielle

Allow LPC score indicates a relatively unfavorable view of the least-preferred coworker. To Fiedler, this result shows that the leader is task-oriented, since this coworker's negativity affects task accomplishment more than any positive qualities he may possess. Based on my leader's low Low task structure, good member relations, and high position of power, my leader would have moderate situation favorability. According to this theory, relationship-oriented leaders are more likely to thrive in moderate situation favorability (Jex & Britt, 2014). According to the LPC quiz, my boss meets this contingency, as she is a relationship-oriented leader

may result from a false negative error

An applicant who would have been successful on the job is rejected

Content validity

Are all of the parts there? Everything represented? Adequacy of sample At work -Job performance domain -Job analysis Judgmental process to evaluate

What is authenticity

Authenticity is the final key to creating organizational change. The essence of authenticity is being true to oneself. Organizational change should be based on humanist values, including open inquiry, democratic principles, and personal well-being. Furthermore, authenticity fosters trust, collaboration, and an open environment for problem-solving (Cummings & Worley, 2015).

How to make a task statement

Begins with an action verb, answers "What? How? For whom? Why," one task per statement unless always performed together, complete (but brief)

difference between within groups and between groups design?

Between-subjects (or between-groups) study design: different people test each condition, so that each person is only exposed to a single user interface. Within-subjects (or repeated-measures) study design: the same person tests all the conditions (i.e., all the user interfaces).May 13, 2018

Assessment method: Biographical data (biodata) tests-What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

Biodata measures are based on the measurement principle of behavioral consistency, that is, past behavior is the best predictor of future behavior. Biodata measures include items about past events and behaviors reflecting personality attributes, attitudes, experiences, interests, skills and abilities validated as predictors of overall performance for a given occupation. Commonly used in addition to cognitive ability tests to increase validity and lower adverse impact Often, biodata test items are developed through behavioral examples provided by subject matter experts (SMEs). These items specify situations likely to have occurred in a person's life, and ask about the person's typical behavior in the situation. In addition, biodata items reflect external actions that may have involved, or were observable by, others and are objective in the sense there is a factual basis for responding to each item. An item might ask "How many books have you read in the last 6 months?" A response to a single biodata item is of little value. Rather, it is the pattern of responses across several different situations that give biographical data the power to predict future behavior on the job. Validity: moderate-Biodata measures have been shown to be effective predictors of job success (i.e., they have a moderate degree of criterion-related validity) in numerous settings and for a wide range of criterion types (e.g., overall performance, customer service, team work); Biodata measures also appear to add validity (i.e., incremental validity) to selection systems employing traditional ability measures Face validity: moderate-Because some biodata items may not appear to be job related (i.e., low face validity) applicants may react to biodata tests as being unfair and invasive Subgroup differences: moderate-Typically have less adverse impact on minority groups than do many other types of selection measures; Items should be carefully written to avoid stereotyping and should be based on experiences under a person's control (i.e., what a person did rather than what was done to the person) Development costs: high-The development of biodata items, scoring strategies, and validation procedures is a difficult and time-consuming task requiring considerable expertise; Large samples of applicants are needed to develop as well as validate the scoring strategy and additional samples may be needed to monitor the validity of the items for future applicants Administration costs: low-Administered individually but can be administered to large numbers of applicants via paper and pencil or electronically at one time. Can be cost effective to administer and generally not time consuming to score if an automated scoring system is implemented Biodata hunter and schmidtt .35

Legal Defensibility

Campion and Avery (1989) recommended increasing defensibility by Developing job descriptions Selecting and training multi-racial interviewers of both sexes Asking the same job-related questions to all applicants Implementing reviews of recruiter behaviors and decisions Keeping better records of interviews Monitoring interview outcomes for adverse impact

Frame of Reference Training: Challenges

Challenges a. Most frame of reference trainings have been conducted with student populations b. Unknown whether positive results of frame of reference training extend to managers c. Unknown whether frame of reference training transfers to HR functions other than performance appraisal

Why having research from 5-10 years is good

Citing or referencing recent articles in the research paper assures reviewers that an extensive literature review was undertaken while writing the paper and information in the paper is up to date.

Organizational climate

Climate places restrictions on effectiveness of training Supervisors must allow trainees to use new behaviors Supervisors must continue to be productive while workers are in training

What is cluster sampling?

Cluster sampling also involves dividing the population into subgroups, but each subgroup should have similar characteristics to the whole sample. Instead of sampling individuals from each subgroup, you randomly select entire subgroups. If it is practically possible, you might include every individual from each sampled cluster. If the clusters themselves are large, you can also sample individuals from within each cluster using one of the techniques above. This is called multistage sampling. This method is good for dealing with large and dispersed populations, but there is more risk of error in the sample, as there could be substantial differences between clusters. It's difficult to guarantee that the sampled clusters are really representative of the whole population.

Assessment method: Cog ability tests- What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

Cognitive ability tests assess abilities involved in thinking (e.g., reasoning, perception, memory, verbal and mathematical ability, and problem-solving). Such tests pose questions designed to estimate applicants' potential to use mental processes to solve work-related problems or to acquire new job knowledge. Validity: high- Tests of general cognitive ability are good predictors of job performance and training success for a wide variety of jobs (i.e., they have a high degree of criterion-related validity); The more complex the job or training demands, the better these tests work; Other predictors may add only small amounts of incremental validity over cognitive tests Face validity: moderate- Tests developed to refer explicitly to specific jobs or types of jobs within the hiring organization may be viewed as more highly related to the job (i.e., high face validity) than commercially developed tests Subgroup differences: high- Cognitive ability tests typically produce racial and ethnic differences larger than other valid predictors of job performance such as biodata, personality tests, and structured interviews; The use of other assessment methods (e.g., interviews, biodata instruments) in combination with cognitive ability tests is recommended to lower any potential adverse impact Development costs: moderate- Cost of purchasing a cognitive test is typically less expensive than developing a customized test Administration Costs - Generally inexpensive, requires few resources for administration, and does not require skilled administrators Administration costs: low- Can be administered via paper and pencil or electronically

You decide to create a new admissions exam to replace the GRE for the I-O graduate track's admission process. You decide to administer your newly developed test on current 1st and 2nd year students and examine the correlation between the test and GPA in classes.

Concurrent criterion-related validity

Path-goal Theory: Characteristics of the environment

Considering the characteristics of employees is essential since they interpret the behavior of their leaders based on their needs, including the degree of structure they need, affiliation, perceived ability level, and control desire. For example, providing more structure than employees need will motivate them less. Therefore, leaders must understand their employees to motivate them effectively (Jex & Britt, 2014). Based on this theory, task and environmental characteristics are important because if an obstacle becomes too strong, the leader must assist the employee in finding a path to overcome it. Workgroups, formal authority systems, and task design are some characteristics of tasks. One aspect of the situation that is important is the prevailing norms regarding authority and leadership within an organization. This is really an aspect of an organization's culture and reflects, for example, prevailing views on issues such as employee involvement and participation, the extent to which employees should take the initiative to solve work-related problems, and whether managers should get involved in subordinates' personal lives. In an organization that strongly values employee involvement and participation, a participative leadership style would fit much better than in a very autocratic organization. Similarly, in an organization that places a great deal of emphasis on employee self-reliance, a very directive style of leadership would probably not fit very well. On the other hand, achievement oriented and participative styles would be very compatible. Task structure is a second characteristic of the work environment that is important in determining the most appropriate leadership style. If a leader is directing a group that is working on a highly structured task (e.g., producing a very simple product), there would probably be little need for the leader to adopt a directive or a participative leadership style because members of the group know exactly what they're supposed to do. In contrast, when a task is highly unstructured (e.g., developing a new product), a leader may at times have to be directive, but may also need to be participative in order to help the group figure out how best to approach the task. The final environmental characteristic proposed by Path-Goal Theory is the nature of the work group one is leading. For example, in some groups, the task of providing direction is done by experienced members of the group rather than the leader. If this is the case, the leader does not need to be directive but could emphasize other leadership styles. Essentially, this means that the leader's behavior needs to "add value" to the behaviors being performed by members of the group

Predictive and criterion validity for SJTs?

Construct driven SJTs have predictive validity for workplace performance, although they are prone to faking effects. Video formats have higher predictive validity when predictive for interpersonally related criteria. Criterion-related validity depends on scoring methods.

A classic measure of job satisfaction has been tested for decades. Having been tested over time and across many samples and showing a theoretically logical set of relationships with variables, the researchers believe it has strong evidence of this type of validity.

Construct validity

In hiring a new faculty member, a group of consultants selects interview questions that reflect the primary performance areas of a faculty member's role: Research Instruction Service

Content validity

What does content validity refer to? How might you determine whether the clerical test you have developed has sufficient content validity?

Content validity refers to whether or not all of the aspects of being a secretary are represented. If the test is based on job analysis (as described on the first page), it is content valid.

Convergent and discriminant validation

Convergent validation: relation to measure of the same or similar construct; seeks similarity vs. Discriminant (aka Divergent) validation: relation to measure that shouldn't be related; seeks dissimilarity (non-relationship)

You decide to create a new admissions exam to replace the GRE for the I-O graduate track's admission process. You decide to administer your newly developed test on a set of students and test how highly it correlates with other predictors such as the GRE itself.

Convergent validity

Criterion

Criterion validity plays a crucial role in evaluating the relativity of your test results, i.e. how closely a test's results correspond to another test's results.

Objective personality inventories

Designed to systematically elicit information about a person's motivations, preferences, interests, emotional make-up, and style of interacting with people and situations. -OCEAN-Conscientiousness best predictor (use others, personality is a combo of traits)

Resource analysis

Determines what resources are available Person-resource inventory (e.g., number of employees, skill/knowledge level of each employee, etc)

Difference between single and double blind study

Differences between Single-Blind and Double-Blind Peer Review. In single-blind peer review, only the reviewers are anonymous. Reviewers know the authors' names and backgrounds, but authors don't know those of the reviewers. In double-blind peer review, both the authors and reviewers keep their anonymity.

What is internal reliability

Different parts of the test should give consistent results. For example, if an IQ test contains sections of supposed equal difficulty, participants should achieve similar scores on all sections. (could check for internal reliability)

Path-goal Theory: Directive leadership

Directive leadership focuses on making sure that subordinates know what they are supposed to be doing, and perhaps clarifying task responsibilities. A leader who meets with subordinates once a week to give out work assignments is exhibiting directive leadership. Leaders who practice participatory leadership incorporate followers' opinions and ideas into decision-making directive behavior involves setting expectations for follower performance anddefining the processes and procedures to be followed. Leaders who exercise directive leadershiptell their followers what to do, how to do it, and when to do it by (Schriesheim & Schriesheim,1980). When the tasks expected of employees are not clearly defined, directive leadership ismost effective (Northouse, 2013).

You want to test a measure of emotional intelligence (EI). You assess it in relation to other predictors. You seek a zero correlation between EI and physical abilities.

Discriminant validity

Criterion-related

Does it predict things that should be related to it? Does employment test relate to performance? Concurrent Data we have on file or collected at the same time Predictive Future performance Gold standard

Graphic rating scales advantages

Easy to design and implement. 1. Easily generalizable 2. Ratee's generally have positive attitudes toward them (Tziner, Joanis, & Murphy, 2000) 3. Rater is given more freedom

Assessment method: Emotional intelligence tests- What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

Emotional intelligence (EI) is defined as a type of social competence involving the ability to monitor one's own and others' emotions, to discriminate among them, and to use the information to guide one's thinking and actions Validity: Moderate- bility-based tests of emotional intelligence have been shown to contribute to the prediction of job performance, particularly when the maintenance of positive interpersonal relations is important to job success Face validity: Moderate- Test items appearing to measure social skill generally have good face validity (e.g., identifying emotions expressed in a photograph of a person's face); Applicants may have a difficult time determining the best answer on some of the items; Some items may not appear to be directly work-related Subgroup differences: low-There is some evidence women tend to score better than men on tests of emotional intelligence, which is consistent with other research showing women are more skilled at reading facial expressions of emotions than are men Development costs: High-Cost of purchasing an emotional intelligence test is typically far less expensive than developing a customized test Administration costs: Low- Can be administered via paper and pencil or electronically. Generally inexpensive, requires few resources for administration, and does not require skilled administrators

What is employee engagement?

Employee engagement is a human resources (HR) concept that describes the level of enthusiasm and dedication a worker feels toward their job. Employee engagement aims to assist employees in making decisions that impact an organization's performance and well-being, which can be described as power, information, knowledge, and skills.

True negative

Employee would not have been successful and test was able to tell (hit)

Behaviorally Anchored Rating Scales (BARS):

Examples of behaviors that may be exhibited on the job are used to anchor levels of performance. a. Developed with input from subject matter experts (SMEs) b. Managers record behavioral observations of employee performance relevant to each dimension c. Managers then compare the effectiveness of the recorded behaviors with the effectiveness of the behaviors used to anchor scales

Physical fidelity

Extent to which the training task mirrors the physical features of the task performed on the job

Criterion contamination

Extraneous variables included in the criteria that were not part of the training program

What are some examples of leadership contingency theories

Fiedler's Contingency Theory, Situational Leadership Theory, Path-Goal Theory, and Decision-Making Theory.

How as LMX changed overtime?

Gradually, less emphasis has been placed on the in-group/out-group distinction, and more emphasis is on how leader- subordinate relationships develop over time (Graen, 1976). According to Graen (1976), when a subordinate is first assigned to a leader, the leader has relatively limited information as to this person's capabilities. Thus, over time, the leader tests the subordinates by giving them assignments of increasing responsibility. To the extent that the subordinate is successful, a positive exchange relationship develops. From the subordinate's point of view, there may be some degree of negotiation as to specific role responsibilities. Other factors that influence the development of this exchange relationship are: perceived similarity between subordinates and leaders, as well as the level of interpersonal attraction. Exchange relationships are likely to be most positive when subordinates are competent, when they and the leader perceive some degree of mutual similarity, and when subordinates and leaders like each other. Another interesting development on the dynamics of LMX include an examination of employees' perceptions of how much their leader likes or dislikes other employees in comparison to the employees themselves. Tse, Lam, Lawrence, and Huang (2013) has found that if employees feel that a co-worker has a better relationship with their leader than the employee, they are likely to experience contempt for the co-worker, which can affect the performance of the employee.

Graphic rating scales

Graphic rating scales: a. Labels used as anchors with unbroken lines on which raters mark b. Can include numerical or verbal anchors c. Ratees judged on a number of traits or factors - how much of each

what is buy-in?

Having people accept and support a specific course of action. Leadership involvement in the process will help gain buy-in for the change initiative. Buy-in is a person's agreement with the value and needs for a change (Burke, 2018).

What assessments have face high validity? What assessments have face moderate validity? What assessments have low face validity? Accomplishment records, assessment centers, bio data, cog ability tests, emotional intelligence tests, integrity tests, job knowledge tests, personality tests, reference checking, situational judgment tests, structured interviews, training and evaluations, work samples and simulations.

High face validity: assessment centers, job knowledge tests, situational judgment tests, structured interviews Moderate: accomplishment records, cog ability tests, biodata, emotional intelligence tests, integrity tests, personality tests, reference checking, Training and experience Low: none

What assessments have high subgroup differences? What assessments have moderate subgroup differences? What assessments have low subgroup differences? Accomplishment records, assessment centers, bio data, cog ability tests, emotional intelligence tests, integrity tests, job knowledge tests, personality tests, reference checking, situational judgment tests, structured interviews, training and evaluations, work samples and simulations.

High subgroup differences: cog ability, job knowledge tests Moderate: bio data tests, situational judgement tests Low: accomplishment records, assessment centers, emotional intelligence tests, honesty tests, personality tests, reference checking, structured interviews, training and experiences, work samples and simulations

What assessments have high validity? What assessments have moderate validity? What assessments have low validity? Accomplishment records, assessment centers, bio data, cog ability tests, emotional intelligence tests, integrity tests, job knowledge tests, personality tests, reference checking, situational judgment tests, structured interviews, training and evaluations, work samples and simulations.

High validity: Accomplishment records, cog ability tests, job knowledge tests, structured interviews, work samples and simulations Moderate: Assessment centers, bio data, Emotional intelligence tests, Integrity tests, personality tests, reference checking, Situational judgment tests Low: Training and experience evaluations

What assessments have high developmental costs? What assessments have moderate developmental costs? What assessments have low developmental costs? Accomplishment records, assessment centers, bio data, cog ability tests, emotional intelligence tests, integrity tests, job knowledge tests, personality tests, reference checking, situational judgment tests, structured interviews, training and evaluations, work samples and simulations.

High: assessment centers, bio data, emotional intelligence tests, honesty tests, job knowledge tests, personality tests, situational judgment tests, work samples and simulations Moderate: Accomplishment records, cog ability tests, reference checking, structured interviews Low: training and experience

What assessments have high administration costs? What assessments have moderate administration costs? What assessments have low administration costs? Accomplishment records, assessment centers, bio data, cog ability tests, emotional intelligence tests, integrity tests, job knowledge tests, personality tests, reference checking, situational judgment tests, structured interviews, training and evaluations, work samples and simulations.

High: assessment centers, work samples and simulations Moderate: Structured interviews Low: biodata, cog abilities, emotional intelligence tests, integrity tests, job knowledge tests, personality tests, reference checking, situational judgment tests, training and experience

When Gathering Local Validity Evidence Isn't Possible: Situation specificity hypothesis

If validity does not apply in a new setting

What is implicit leadership theory

Implicit leadership theory (ILT) is a cognitive theory of leadership developed by Robert Lord and colleagues.It is based on the idea that individuals create cognitive representations of the world, and use these preconceived notions to interpret their surroundings and control their behaviors.ILT suggests that group members have implicit expectations and assumptions about the personal characteristics, traits, and qualities that are inherent in a leader.These assumptions, termed implicit leadership theories or leader prototypes, guide an individual's perceptions and responses to leaders. The term implicit is used because they are not outwardly stated and the term theory is used because it involves the generalization of past experiences to new experiences. ILTs allow individuals to identify leaders and aid them in responding appropriately to leaders in order to avoid conflict.

What is simple random sampling?

In a simple random sample, every member of the population has an equal chance of being selected. Your sampling frame should include the whole population. To conduct this type of sampling, you can use tools like random number generators or other techniques that are based entirely on chance.

Employment engagement: information

In addition, effective decisions require timely access to relevant information. An organization can promote employee participation by ensuring the necessary information is available to decision-makers

Why are single and double blind studies preferred?

In contrast to open peer review, where authors know the identity of their reviewers and vice versa, reviewers are always anonymous in single and double-blind peer review. The differences come from the added anonymity of the author in double-blind peer review. Advocates of double-blind peer review argue that it goes further towards reducing the possibility of bias in the peer review process. Anyone capable of reviewing a manuscript will be an expert in that manuscript's subject area, and therefore may have a conflict of interest. Hiding the identity of the author prevents the reviewer's objectivity being compromised by personal feelings or professional motivations. There is also more general bias to consider. Discrimination based on gender[1] and race[2] is not unheard of in academia, despite the high value placed on objectivity, and some studies have shown that double-blind peer review can help to avoid this.[3] Keeping the authors' affiliations confidential can also help prevent reviewers being influenced by reputation. For example, a reviewer may review a paper from Harvard University more favourably than a comparable paper from a less prestigious institution, or perhaps they might give more leeway to a respected subject leader than a young academic who has yet to establish themselves. Of course, double-blind peer review is not without its downsides. It can be difficult to ensure a fully anonymous review. Not only must all personal information and metadata be removed from the submitted manuscript, but authors must make sure that any references to their previous work do not reveal their identity to peer reviewers, who are likely to have prior knowledge of the research and researchers involved in their field. Some editors also worry that the power of search engines makes true author anonymity difficult to achieve.[4] Single-blind peer review can also be more effective at identifying self-plagiarism and conflicts of interest.[5] When an author is known to a reviewer only by an arbitrary reference number, how can the reviewer be expected to know, for example, that the manuscript under review borrows heavily from previous work, or reports on an organization by which the author is paid a consulting fee? Unless declared by the author, possible ethical considerations like these may go unnoticed until publication, resulting in the potential for subsequent retraction.

The City Manager asks you to include a test of emotional intelligence in hiring for all human services positions. You decide to assess how much unique variance this new tests adds to what you are already assessing for human service candidates. How much unique variance in performance does it predict beyond application scores and interviews?

Incremental validity

Reliability of interivews

Interviews with higher degrees of structure show higher levels of validity, rater reliability, rater agreement, and less adverse impact.

What is the difference between intrarater reliability vs interrater reliability

Intrarrater reliability measures how consistent an individual is at measuring a constant phenomenon, interrater reliability refers to how consistent different individuals are at measuring the same phenomenon, and instrument reliability pertain to the tool used to obtain the measurement. For example, does an individual rater agree with themselves when measuring the same item multiple times? That's intra-rater reliability.

Validation

Investigative processes of gathering or evaluating necessary data What a test or other procedure measures How well it measures Validity a matter of degree

What is probability sampling?

Involves random selection, allowing you to make strong statistical inferences about the whole group.

Construct validity

Is it measuring what it's supposed to measure? Two types Convergent Relation to measure of the same or similar construct Seeks similarity Divergent (aka discriminant) Relation to measure that shouldn't be related Seeks dissimilarity Non-relationship

Assessment method: Job knowledge tests-What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

Job knowledge tests, sometimes referred to as achievement or mastery tests, typically consist of questions designed to assess technical or professional expertise in specific knowledge areas. Job knowledge tests evaluate what a person knows at the time of taking the test. Unlike cognitive ability tests, there is no attempt to assess the applicant's learning potential. In other words, a job knowledge test can be used to inform employers what an applicant currently knows. Validity: High-nowledge areas tested are very representative of those required to perform the job (i.e., high degree of content validity); Performance on job knowledge tests relates highly to performance on the job (i.e., high degree of criterion-related validity); Can add a substantial amount of incremental validity above and beyond the validity provided by general cognitive ability tests; Customized job knowledge tests have been shown to have slightly higher validity than off-the-shelf tests Face validity: High-Applicants often perceive job knowledge tests as being very fair (i.e., as having a high degree of face validity) because such tests are typically designed to measure knowledge directly applied to performance of the job Subgroup differences: High-Tend to produce race and ethnic group differences larger than other valid predictors of job performance (e.g., work sample tests, personality tests) Development costs: High-- Typically expensive and time consuming to develop; Frequent updates to the test content and validation may be needed to keep up with changes in the job; Cost of purchasing an off-the-shelf job knowledge test is typically less expensive than developing a customized test Administration costs: Low-Administration Method - Can be administered via paper and pencil or electronically Hunter and schmitt (1998)- .48

SJTs for Incremental Validity

Job knowledge, performance, SJTs, Cog Ability, Big 5, Job Experience Validity- video formats have higher incremental validity for predicting interpersonal-related criteria. SJTs add incremental validity to the prediction of job performance. High incremental validity when combined with other assessment methods

Types of Job Analysis:

Job-oriented (work-oriented)- Tasks or work performed- activities Worker-oriented (Trait-based)- human attributes needed to perform the job- attributes (PAQ) Hybrid method (Includes both job/worker-oriented) Blank slate (inductive) methods- Collection of JA info tailored to a particular job or job family. Job analysis is tailored to the job and uses a lot of bottom-up approaches. We will use this for our projects to create a full-blown analysis. Taxonomy-based detective methods approach- uses existing knowledge or taxonomies of JA information. Applies this knowledge to positions and often compares to a database- very off-the-shelf/ already made job analysis.

Which of the following is a method in which both judgmental and mechanical data are collected and then combined judgmentally

Judgment composite method. Most common method and used by TOP. The judgmental composite strategy for collecting and combining predictive information is:

Criterion relevance

KSAs in both Needs Assessment and Criterion- The degree of overlap or similarity between the actual and conceptual criterion. What is an example of criterion relevance? For example, a test score on a history test is an actual criterion which measures the conceptual criterion of knowledge of history. Ideally, the actual criterion would reflect the conceptual criterion well.

Vroom-Yetton-Jago Model: AI

Leader makes the decision alone after considering the relevant information

Vroom-Yetton-Jago Model: AII

Leader makes the decision alone after obtaining relevant information directly from subordinates

Vroom-Yetton-Jago Model: CI

Leader shares the problem with each subordinate individually and then makes the decision alone.

Vroom-Yetton-Jago Model: CII

Leader shares the problem with subordinates as a group and then makes the decision alone.

Fiedler's Contingency Theory: leader-member relations

Leader-member relations, reflects the extent to which a leader gets along well with his or her subordinates. Generally speaking, situations are more favorable for leaders when they get along well with subordinates, and, conversely, less favorable if leader-member relations are poor. My manager meets the theory's leader-member relations contingency, as she gets along well with everyone she leads. For example, my coworker and I speak highly of her to each other because of our relationship with her as a team and individually.

What is Trait-Based Leadership

Leadership effectiveness is influenced by traits such as intelligence, self-confidence, determination, integrity, and sociability. This leadership theory favors the notion that leaders are born, not made. The basic premise behind the trait approach to leadership is actually quite simple: Those who are effective leaders possess traits that are different from those who are less effective leaders. Leadership research guided by the trait approach is aimed primarily at identifying traits that discriminate between effective and ineffective leaders

Establishing Validity is a Critical Practice in 2 ways

Legal issues -Job analysis relates to positive case outcomes -When adverse impact occurs, criterion-related validation must be shown Professional Standards -Guidelines -Principles -Standards for Educational and Psychological Measurement Strategies Content-related Criterion-related (predictive and concurrent) Construct-related

Employment engagement: power

Making work-related decisions involves sufficient power-over-work methods, tasks assigned, performance outcomes, customer service, and staff selection

Validity of interviews

McDaniel et al. (1994) found validity depends upon: Content - Situational (.50), job-related (.39), psychological (.29) Method- Structured (.44) vs. unstructured(.33) Board (.32) vs. individual (.43) Criterion- Job performance (.37), training performance (.36), tenure (.20) Research (.47) or administrative (.36) Conway, Jako and Goodman (1996) used upper limits: Poorly structured interviews .34 Moderately structured interviews .56 Highly structured interviews .67

Inter-rater reliability

Measures the agreement between two raters or observers who make measurements. Measured by the percentage of agreement between the two raters, or the correlation of their scores. The test should give consistent results regardless of who administers it. For example, if two researchers observe the behavior and categorize aggression scores in children, they should both record the same score,

Internal consistency: the form of reliability

Measures the degree to which the items measure a single construct. Measured with Cronbach's alpha. Only have one item for each competency, so can't relate it to seeing other items. Internal consistency

Parallel forms: form of reliability

Measures the degree to which the questionnaire's form changes the response. Correlation of scores using 1 and 2.

Test-retest: form of reliability

Measures the stability of scores between two points of time within the same participant. Measures: correlation between time 1 and 2.

When Gathering Local Validity Evidence Isn't Possible: Validity generalization

Meta-analysis Has advanced the field, but may not hold up in court

What are traditional SJTs

More contextualized input from SMEs, multidimensional reflecting different behavioral categories

Employee involvement and participation: How to engage employees?

Navy Federal can facilitate employee participation by providing education and development programs for its members. People generally do things they are recognized for, so rewards can influence their involvement greatly. Employees may gain intrinsic rewards such as self-worth and achievement when they receive significant opportunities for participation. In addition to improving engagement, external rewards (benefits and compensation) that are directly linked to performance can also enhance employee commitment (Cummings & Worley, 2015).

A researcher develops a new measure to assess instructor supportive behaviors. They want to link the new measure to similar constructs, so they show how it correlates with leadership assessments, student assessment of instruction scores, student work-non-work balance, and other variables that already have been established as constructs.

Nomological validity

a profile interpretation strategy for collecting and combining predictive information is:

One in which data are collected mechanically but combined judgmentally.

Challenges of LMX

One of the most important of these is continued refinement of what actually constitutes the exchange relationship itself. To measure the exchange relationship, Liden and Maslyn (1998) developed a scale that consisted of four distinct dimensions: (1) affect, which represents the levels of mutual interpersonal attraction between a leader and subordinate; (2) loyalty, which represents the amount of public support provided by each member of the leader-subordinate dyad; (3) contribution, which represents what each member of the leader-subordinate dyad contributes positively to the goals of the organization; and (4) professional respect, which represents the degree to which members of the leader-subordinate dyad have built a reputation, within and/or outside of work, because they excel in their line of work. Previous LMX scales have treated it as a one-dimensional construct. the unique relationship they develop with their immediate supervisor is one of the most important dimensions of their work experience. As such, it may influence many work outcomes. For example, Kokotovich, Jex, and Adams (2000) found that a high-quality LMX moderated the relationship between role ambiguity and job satisfaction. Employees reporting a high-quality LMX actually reacted positively to role ambiguity.

Path-goal Theory: Characteristics of the employee

Other contingency theories (e.g., House, 1971), however, propose that leaders are fully capable of adapting their behaviors to different situations. This really speaks to the more basic issue of the malleability of behavior With respect to subordinates, the two key factors that a leader must consider are perceived ability and personality. In considering perceived ability, what would be the most appropriate leadership style for subordinates who perceive themselves as having limited job-related abilities? For these subordinates, a leader would probably need to be quite directive, because these individuals likely would want to know exactly what to do. Participative leadership may not be emphasized because individuals who perceive their abilities to be limited may not have a great deal to contribute. Achievement-oriented and supportive leadership would probably be used to varying degrees, depending on other characteristics of the subordinates. When subordinates perceive themselves as having a great deal of task-related ability, a leader would probably need to put relatively little emphasis on directing. Instead, the leader may need to strongly emphasize achievement-oriented and participative leadership. Those who perceive their abilities to be high may have a strong desire to further develop those abilities; thus, achievement-oriented behaviors would be called for. These subordinates may also have a great deal to contribute, so it would be in the leader's best interests to solicit input and ideas from these individuals. Supportive leadership would likely be used in varying degrees, depending on other characteristics of subordinates. The second subordinate characteristic that leaders need to consider when deciding on a leadership style is personality. This is obviously a broad category, but one personality trait that Path-Goal Theory deems important is subordinates' locus of control. According to Rotter (1966), locus of control reflects relatively stable individual differences in beliefs regarding control of external reinforcements. People with an internal locus of control believe that they have a great deal of control over reinforcements. Such a person, for example, would believe that working hard would be a good thing to do because it would lead to positive outcomes. Persons with an external locus of control believe that reinforcements in their lives are due to external forces such as luck, fate, or, perhaps, powerful people. As a leader, managing an individual with an internal locus of control would probably require an emphasis on achievementoriented and participative leadership, and comparatively less on directive and supportive leadership. Employees with an internal locus of control believe that they have control over reinforcements, and hence are also likely to believe that if performance is increased, then positive rewards will result. Facilitating this process requires the use of achievement-oriented leadership. Also, because those with an internal locus of control (internals) may also perform well (Spector, 1982), it is often in the best interest of the leader to seek input from such individuals through participative leadership Those with an external locus of control will likely need greater direction from the leader; thus, directive leadership behaviors will be needed. Also, it is very likely that Modern Theories of Leadership 387 those with an external locus of control (externals) will need more support from the leader, compared to internals. Having an external locus of control has been shown to be associated with negative mental health outcomes (e.g., Spector, 1982; Storms & Spector, 1987); thus, externals may often be more anxious, frustrated, and dissatisfied than internals

Path-goal Theory: Participative leadership

Participative leadership is described as leaders who use a collaborative style in decision-making. Leaders who practice participatory leadership incorporate followers' opinions and ideas into decision-making (Schriesheim & Schriesheim, 1980). When leaders and subordinates work collaboratively on a task, participatory leadership works best (Northouse, 2013). Finally, participative leadership represents behaviors that are aimed at getting the input of subordinates on work-related matters. A leader who regularly seeks the input of subordinates before making important decisions is exhibiting this form of leadership.

Path-Goal Contingency Theory

Path-Goal Theory represents a very ambitious attempt to blend leadership and employee motivation into one theory. House actually stated this in Expectancy Theory terms (Vroom, 1964); specifically, if a leader is successful, subordinates' level of expectancy (the perception that effort will lead to performance) is raised. Stated differently, the function of leaders is to show subordinates the "path to the goal." the leader's job is to assist followers in attaining goals and to provide direction or support to ensure the goals are compatible with organizational goals Path-Goal Theory states that leaders must be able to adapt their leadership style to the subordinates being supervised and the situation. House proposed that, to be successful, a leader must be capable of utilizing the four different leadership styles: directive leadership, supportive leadership, achievement-oriented leadership, and participative leadership. Path-Goal Theory proposes that leaders should consider two situational factors when they are deciding on the appropriate leadership style: (1) characteristics of one's subordinates, and (2) characteristics of the work environment.

What is the peer review process?

Peer review is designed to assess the validity, quality and often the originality of articles for publication. Its ultimate purpose is to maintain the integrity of science by filtering out invalid or poor quality articles.

Assessment method: Personality tests -What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

Personality tests are designed to systematically elicit information about a person's motivations, preferences, interests, emotional make-up, and style of interacting with people and situations. Personality measures can be in the form of interviews, in-basket exercises, observer ratings, or self-report inventories (i.e., questionnaires). Validity: Moderate-Personality tests are valid predictors of job performance (i.e., they have an acceptable level of criterion-related validity) in numerous settings and for a wide range of criterion types (e.g., overall performance, customer service, team work), but tend to be less valid than other types of predictors such as cognitive ability tests, assessment centers, and work samples and simulations Face validity: Moderate-May contain items that do not appear to be job-related (i.e., low face validity) or seem to reveal applicants' private thoughts and feelings; Applicants may react to personality tests as being unnecessarily invasive; Items may also be highly transparent, making it easy for applicants to fake or distort test scores in their favor Subgroup differences: Low-Generally, few, if any, average score differences are found between men and women or applicants of different races or ethnicities, therefore it is beneficial to use a personality measure when another measure with greater potential for adverse impact (e.g., cognitive ability test) is included in the selection process Development costs: High-Cost of purchasing a personality test is typically less expensive than developing a customized test Administration costs: Low-Can be administered via paper and pencil or electronically

A new fire medic test is administered on recruits. An I-O Psychologist tests examines the tests correlation with performance scores of those hired. Performance ratings are collected six months post hire.

Predictive criterion-related validity

What is predictive validity?

Predictive validity refers to the extent to which a measurement scale or test score predicts achievement on a criterion factor (Whetzel & Wheaton, 2007). We can validate our selection procedures by piloting the IT aptitude test and omitting the scores from the selection process, and then we can evaluate how it relates to job performance. For example, we could have the applicant take the test, and then after six months in their new role, compare it to another variable or outcome of job performance (for example, second-quarter PAR scores). Suppose there is a high correlation between scores on the IT Aptitude and their second quarter PAR reviews after being in their IT role. In that case, there is likely predictive validity between these two variables.

Difference between a primary and secondary source

Primary research gives you direct access to the subject of your research. Secondary sources provide second-hand information and commentary from other researchers. Examples include journal articles, reviews, and academic books. Thus, secondary research describes, interprets, or synthesizes primary sources.

Action research model

Problem identification > consultation with behavioral science expert > data gathering and preliminary diagnosis > feedback > to key client or group > join diagnosis of problem > join action planning > action > data gathering after action

What is range restriction?

Range restriction occurs when a selection measure has a lower level of variability in the sample than in the total applicant pool (Hallgreen, 2018). If we can set an application cutoff, we can collect data for each selection measure and make informed decisions on which hurdles to keep (Sacket et al., 2002).

Assessment method: Reference checking-What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

Reference checking is an objective evaluation of an applicant's past job performance based on information collected from key individuals (e.g., supervisors, peers, subordinates). Validity: Moderate-ference checks are useful for predicting applicant job performance, better than years of education or job experience, but not as effective as cognitive ability tests; Reference checks can add incremental validity when used with other selection procedures, such as cognitive ability and self-report measures of personality; Adding structure (as is done with employment interviews) can enhance their effectiveness Face validity: Moderate-Some applicants may view reference checks as invasive Subgroup differences: Low-Generally little or no score differences are found between men and women or applicants of different races; Employers should be especially careful to avoid asking questions not directly related to the job Development costs: Moderate- Development Costs - Costs are generally low and depend on the complexity of the job, the number of questions needed, competencies measured, and development and administration of checker/interviewer training Administration costs: Low-Reference checks are typically collected by phone using a structured interview format; Written requests for work histories typically result in low response rates and less useful information.Generally inexpensive, structured telephone reference checks take about 20 minutes to conduct per contact, a minimum of three contacts is recommended. Best used in the final stages of a multiple-hurdle selection process when deciding among a handful of finalists Hunter and schmidtt:

External constraints

Regulatory agencies Vertical agencies: oversee particular industries (FDA - food and pharmaceutical safety) Horizontal agencies: Look after social concerns (EEOC)

Describe the relationship between reliability and validity.

Reliability comes first. Something can be reliable, but not valid. But, if something is valid, it is assumed to be reliable. Imagine the target: you can hit the left end of a target over and over, making it reliable, but it doesn't mean it's valid, because you're not hitting the bullseye.

SJTs best used with

SJTs can be used but should be combined with other selection methods. They should be construct driven and delivered in a video format with behavior-based instructions to prevent adverse impact.

Construct Driven SJTs

SMEs develop the scenarios based on pragmatics, work context given, elicit responses that measure more than one trait (probably used by TOP)- less contextualized, input from trait activation theory and situation taxonomies, unidimensional (reflecting different levels of the same trait)—only looking at one trait. Trait activation theory is based on a specific model of job performance, and can be considered an elaborated or extended view of personality-job fit.

Graphic rating scales disadvantages

Scale points are not thoroughly defined 1. Raters often disagree about the types of behavior or performance that contribute to effectiveness. This makes it difficult to distinguish between and apply ratings of different levels of effectiveness. ii. It is difficult to provide feedback based on these scales.

What three positive outcomes can occur doing a JA?

Selection This FOJA data can be used as an aspect of selection decisions and assessments. This data can also aid in creating the selection method they want to employ to choose a suitable employee. An example of this would be a structured interview. Using data from FOJA to conduct interviews is more consistent and accurate because they are usually thought to be based on the tasks and KSAOs (Cascio & Aguinis, 2018). Some other selection methods for which these results can be useful include occupational questionnaires, competency tests, and situational judgment tests. Evaluation is FOJA data could also assist the UKCOH in determining what performance criteria (e.g., work behavior/tasks) would be useful for success on the job and what evaluation standards it should use (Campbell, 2012). Performance evaluations allow employers to gauge their employees' contributions, diagnose errors, deliver feedback, review developmental needs, and carry out necessary disciplinary procedures The information gathered from this FOJA (the tasks, responsibilities, human attributes, and competencies) helps establish these essential components of the job description. The components help create a refined and well-developed job description which is a valuable resource for applicants, employees, and employers in the hiring process by attracting the correct pool of applicants (Marwai & Subramaniam, 2009). Job descriptions can also determine job compensation and pay grades, create reasonable accommodation controls, develop career plans, detect training needs, guide job performance expectations, and meet legal compliance requirements

Single vs double blind study

Single-blind usually means that the research participant is not told of the treatment assignment. Double-blind usually means that the research participant, investigator, study coordinator/nurse, study sponsor, and in some cases the data analyst are kept unaware of the treatment assignment.

Assessment method: Situational judgment tests-What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

Situational judgment tests (SJTs) present applicants with a description of a work problem or critical situation related to the job they are applying for and ask them to identify how they would handle it. Because applicants are not placed in a simulated work setting and are not asked to perform the task or behavior (as would be the case in an assessment center or a work sample), SJTs are classified as low-fidelity simulations. Validity: Moderate- e tasks and activities described in the SJT scenarios are very representative of the tasks and activities found on the job (i.e., they have a high degree of content validity) and performance on the tests moderately relates to performance on the job (i.e., they have a moderately high degree of criterion-related validity) Face validity: High-Applicants often perceive SJTs as being very fair (i.e., the tests have a high degree of face validity) Subgroup differences: Moderate-Subgroup differences are typically moderate; Racial differences in test scores may be smaller than those typically observed for cognitive ability tests Development costs: High-Generally, developmental costs are less than high-fidelity alternatives (e.g., assessment centers) and depend on costs related to use of subject matter experts Administration costs: Low-Possible to administer in paper and pencil, computer-based, or video-based format.Administration costs are typically low when delivered via paper and pencil, but may be more costly via computer or video; No special administrator expertise is needed.

What is situational leadership theory?

Situational leadership theory is often referred to as the Hersey-Blanchard Situational Leadership Theory, after its developers, Dr. Paul Hersey, author of "The Situational Leader," and Kenneth Blanchard, author of "One-Minute Manager." Leadership Styles Hersey and Blanchard suggested that there are four primary leadership styles: Telling (S1): In this leadership style, the leader tells people what to do and how to do it. Selling (S2): This style involves more back-and-forth between leaders and followers. Leaders "sell" their ideas and message to get group members to buy into the process. Participating (S3): In this approach, the leader offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions. Delegating (S4): This style is characterized by a less involved, hands-off approach to leadership. Group members tend to make most of the decisions and take most of the responsibility for what happens. Maturity Levels The right style of leadership depends greatly on the maturity level (i.e., the level of knowledge and competence) of the individuals or group. Hersey and Blanchard's theory identifies four different levels of maturity, including: M1: Group members lack the knowledge, skills, and willingness to complete the task. M2: Group members are willing and enthusiastic, but lack the ability. M3: Group members have the skills and capability to complete the task, but are unwilling to take responsibility. M4: Group members are highly skilled and willing to complete the task. Matching Styles and Levels Leadership styles may be matched with maturity levels. The Hersey-Blanchard model suggests that the following leadership styles are the most appropriate for these maturity levels: Low Maturity (M1)—Telling (S1) Medium Maturity (M2)—Selling (S2) Medium Maturity (M3)—Participating (S3) High Maturity (M4)—Delegating (S4)

Employment engagement: knowledge, and skills

Skills and knowledge contribute to organizational effectiveness only if employees have the knowledge and skills to make the right decisions.

What is stratified sampling?

Stratified sampling involves dividing the population into subpopulations that may differ in important ways. It allows you draw more precise conclusions by ensuring that every subgroup is properly represented in the sample. To use this sampling method, you divide the population into subgroups (called strata) based on the relevant characteristic (e.g., gender identity, age range, income bracket, job role). Based on the overall proportions of the population, you calculate how many people should be sampled from each subgroup. Then you use random or systematic sampling to select a sample from each subgroup. The company has 800 female employees and 200 male employees. You want to ensure that the sample reflects the gender balance of the company, so you sort the population into two strata based on gender. Then you use random sampling on each group, selecting 80 women and 20 men, which gives you a representative sample of 100 people.

Face validity

Superficial Does it appear to be measuring what it is supposed to

Path-goal Theory: Supportive leadership

Supportive leadership involves attending to the needs and well-being of their subordinates, being friendly and accessible, and attempting to make their work more enjoyable (Schriesheim & Schriesheim, 1980). This leadership style suits employees facing personal obstacles such as low morale (Northouse, 2013). Supportive leadership represents behaviors that are aimed at showing concern and caring for subordinates. A leader who makes it a point to ask about a subordinate's sick child is exhibiting supportive leadership.

A local car company has four sales employees. Following a string of firings and one employee who is now in jail on felony charges, they want to add a new test of integrity to their selection process. The select an off the shelf test from an I-O vendor and argue that they have this type of validity based on studies done by the vendor on similar jobs. They document integrity as a KSAO via job analysis before implementing the new test.

Synthetic validity

What is systematic sampling?

Systematic sampling is similar to simple random sampling, but it is usually slightly easier to conduct. Every member of the population is listed with a number, but instead of randomly generating numbers, individuals are chosen at regular intervals. All employees of the company are listed in alphabetical order. From the first 10 numbers, you randomly select a starting point: number 6. From number 6 onwards, every 10th person on the list is selected (6, 16, 26, 36, and so on), and you end up with a sample of 100 people.

The Great Man Theory

The Great Man Theory of Leadership espouses that great leaders are born, not made. These individuals come into the world possessing certain characteristics and traits not found in all people. These abilities enable them to lead while shaping the very pages of history. Under great man theory, prominent leaders throughout the course of history were born to lead and deserved to do so as a result of their natural abilities and talents. example: royalty

Vroom-Yetton-Jago Model

The Vroom-Yetton- Jago model (Vroom & Jago, 1988, 2007; Vroom & Yetton, 1973) is a contingency theory of leadership that focuses on one aspect of leadership: decision making. This model is also more prescriptive than the other theories discussed; that is, this theory is focused on providing leaders with a set of guidelines for which decision-making style to adopt. According to this model, leaders will be more effective to the extent that their decision-making style.

Assessment method: accomplishment records- What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

The accomplishment record is a systematic procedure used to collect information about applicants' training, education, experience, and past achievements related to critical job competencies. The accomplishment record is based on the behavioral consistency principle that past behavior best predicts future behavior. Applicants are typically asked to submit information on personal accomplishments to best illustrate their proficiency on critical job competencies (generally between four and eight). Validity: high- If developed properly, the critical dimensions of job performance to which applicants respond will be representative of those required for the job (i.e., they have a high degree of content validity) and scores on the assessment will relate strongly to measures of overall job performance (i.e., they have a high degree of criterion-related validity) Face validity: moderate- Reactions from professionals who feel they should be evaluated on their experience is typically favorable; Less favorable reactions may be observed for entry-level applicants having relatively brief employment histories; When applied to entry-level positions, it is important to give credit for accomplishments gained through other than paid employment (e.g., school, volunteer work, community service); Some prospective applicants who dislike writing detailed narratives may be discouraged from applying Subgroup differences: low- Generally little or no performance differences are found between men and women or applicants of different races, although the presence of subgroup differences may depend on the specific competencies being assessed Development costs: moderate- Accomplishment records can be developed for any occupation within two to four weeks, depending on the number of dimensions measured; Time and cost requirements are associated mainly with benchmark development, scoring procedures, and rater training Administration costs: moderate- Can be administered individually via paper and pencil or electronically to a large group of applicants at one time Hunter and schmidt .37

Assessment method: Assessment centers-What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

The assessment center is not a place as its name seems to suggest, nor is it a single process or method. Rather, an assessment center employs multiple assessment methods and exercises to evaluate a wide range of competencies used to make a variety of employment decisions (e.g., employee selection, career development, promotion). Assessment centers can be used to assess small groups of people at relatively the same time. Validity: moderate- Validity - Overall, assessment center scores do a good job predicting occupational success (i.e., they have a high degree of criterion-related validity), but the level of predictive validity can vary depending on the purpose of the assessment, the extent of assessor training, and the assessment methods used; Generally, there is little evidence assessment centers provide useful information about the relative strengths and weaknesses of a given individual. So while assessment centers are highly useful for making selection decisions, they are less useful for providing comprehensive developmental feedback Face validity: high- Applicants typically react favorably to assessment center exercises and often perceive the process as being very fair (i.e., as having a high degree of face validity); Exercises simulating actual job tasks provide effective realistic job previews Subgroup differences: low-Generally little or no performance differences are found between men and women or applicants of different races, although the presence of gender and/or racial differences may depend on the competencies being assessed Development costs: high- Often costly to develop, both in terms of time and money; Usually requires frequent updating because the scenarios and problems used in the exercises are often remembered by the applicants long after the administration (raising potential test security issues) and because exercise content may become outdated over time (e.g., memos might be sent via e-mail rather than Fax) Administration costs: high- Used to assess small groups of people at more or less the same time; Can assess individual performance either alone or in a team environment; Enables "hands-on" performance by the applicant and typically in a simulated work setting

Advantages and disadvantages to primary sources

The biggest advantage of referring to a primary source is that you can have confidence in knowing that the original material is untarnished and intact. It has not been misinterpreted by outside parties, because you're getting the story straight from the horse's mouth. The material can generally be tracked and attributed back to the original creator, giving much more weight to the points being referenced. You are less subject to subsequent misinterpretations and assumptions made after the fact. As powerful as primary sources may be, they may also be incomplete or unusable. For example, if the writing or audio recording is in another language that you do not speak, you wouldn't understand anything being said. And even if it is in English, you may not have enough context to grasp the full extent of what is being said. When you rely solely on primary sources, you are also relying solely on your own knowledge and interpretation. That may not be sufficient in really extracting as much value as possible out of the original materials.

Vroom-Yetton-Jago Model: GII

The decision is made by group consensus.

Assessment method: structured interviews-What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

The employment interview is one of the most widely used methods of assessing job applicants. Due to its popularity, a great deal of research on improving the reliability and validity of the interview has been conducted. This body of research has demonstrated that structured interviews, which employ rules for eliciting, observing, and evaluating responses, increase interviewers' agreement on their overall evaluations by limiting the amount of discretion an interviewer is allowed. Use JA. Both methods rely on the development of job-related critical incidents (e.g., examples of notably good or notably bad job performance). Validity: High-tuations presented in structured interview questions are highly representative of the situation encountered on the job (i.e., a high degree of content validity), performance on structured interviews relates highly to performance on the job (i.e., a high degree of criterion-related validity), and show moderate relationships with measures of cognitive ability and personality (i.e., construct validity); Can add validity beyond other selection measures (i.e., a high degree of incremental validity), such as cognitive ability and personality variables Face validity: High-Interviews typically result in more favorable applicant reactions compared to other popular selection measures, however, interviewers and applicants tend to favor less structured formats Subgroup differences: Low-Generally little or no performance differences are found between men/women or applicants of different races; Some differences in interviewer ratings have been found for different races (dependent on race of candidate and interviewer(s), job complexity, and types of questions asked) Development costs: Moderate-Costs are generally low and depend on the complexity of the job, the number of questions used, dimensions measured, and development and administration of interviewer/rater training Administration costs: Moderate-Individual administration only; Can be conducted face-to-face or over the telephone or via video conference

What is content validity?

The extent to which the measurement includes all of the major elements relevant to the construct being measured.

Five keys of organizational change

The five keys to successful organizational change include vision and leadership support, a sense of urgency, employee involvement/participation, authenticity, and triangulation of data (data-driven).

What is the difference between od and change management?

The main difference that we found was what we call the scope of application. OD scope tends to focus on the whole system. Change management's scope of application is around supporting those individual transitions that cumulatively result in organizational change

Fiedler's Contingency Theory: task structure

The next situational attribute, task structure, reflects whether the subordinates are working on a task that is very straightforward and structured (e.g., produce 50 cars FIGURE 11.2 Determinants of Situation Favorability in Fiedler's Contingency Theory Task Structure Leader-Member Relations Position Power Situation Favorability per day), or whether the task is vague and unstructured (e.g., "Develop innovative products"). Although subordinates may find a lack of structure challenging, from a leader's perspective having a high degree of structure is more favorable than having a low degree. When task structure is high, the leader is required to spend less time clarifying the task for subordinates, and decisions are typically much easier to make. My leader only partially meets the contingency of this theory, as she structures our tasks by telling us what needs to be done, why the task needs to be done, and in what time frame it should be done, but she leaves how we accomplish the task to us. She often gives us autonomy and creative freedom to work on our projects since we have experienced leaders with the same leadership style. To fully meet this contingency, she must tell us how to do the assigned tasks

How does an article get peer-reviewed

The peer review process typical works something like this: A group of scientists completes a study and writes it up in the form of an article. They submit it to a journal for publication. The journal's editors send the article to several other scientists who work in the same field (i.e., the "peers" of peer review).

What is a judgmental composite score?

The second interview for the TOP program uses a Judgmental Composite, a prevalent method used in the workplace. In this method, judgmental and mechanical data are collected and combined based on judgment. Using all of the information about the applicant, the decision maker judges the applicant's chances of success in the job. Evidence shows that when managers combine their subjective judgments with other applicant information, the decision quality is significantly reduced, thereby compromising the validity and reliability of their selection decision. A helpful strategy would be using strictly mechanical methods to combine scores to arrive at a final applicant pool and generate another list based on combined scores. If that strategy is used, it could encourage further deliberation before a final decision is made (Gatewood et al., 2016).

What is external reliability

The test should produce consistent results regardless of when it is used. For example, if you took the same IQ test two days in a row you should get a similar score.

Fiedler's Contingency Theory: position power

The third determinant of situation favorability is the position power of the leaders—the amount of formal authority that leaders have over their subordinates. Some degree of authority is inherent in all leadership positions, but the amount of authority actually varies considerably. Some leaders are granted the authority to assign subordinates to different jobs, to evaluate their work, and to dismiss those who are not performing well. However, leadership positions do not always carry a great deal of authority. A good example is the chairperson of an academic department. A chairperson is technically "in charge" of an academic department, but this person has little formal authority beyond that of supervisors in many other types of organizations. From a leader's perspective, a high rather than a low position power is desirable. When position power is high, subordinates will typically do what the leader wants, and the leader does not have to exert a great deal of force over employees. When a leader's position power is low, subordinates may still do what the leader wants, but the leader may have to expend a great deal of effort to make that happen. Consider, for example, the chairperson of an academic department who is trying to persuade a tenured faculty member to teach a class that this individual does not want to teach. The chairperson must spend time and effort to persuade this individual to teach the course, and perhaps may have to offer something in return (a course release in the future). Every leadership position involves some level of authority, but the degree varies. The role of leadership may include assigning different jobs to subordinates, evaluating their work, and dismissing poor performers. My leader meets this contingency as she has full reign to manage how we perform our tasks to meet company goals and evaluate our performance.

ACT* model of learning

Three stage model of progression from novice to expertise1. Declarative learning (facts, book knowledge) 2. Knowledge compilation (apply rules to the declarative knowledge) 3. Procedural Knowledge (knowing how)

When Gathering Local Validity Evidence Isn't Possible: Test transportability

To use a test that was created/used elsewhere without testing it "in house" without a local validation study. Synthetic validity.

Reliability for SJTs for traditional SJTs and construct driven SJTs

Traditional SJTs have moderate internal reliability and construct driven SJTs have high reliability.

What are two types of situational judgment tests?

Traditional and construct driven SJTs

Expectancy Theory (VIE)

Trainees will exert effort if they believe they can succeed and they value the outcome Expectancy: belief that performance is related to effort Instrumentality: belief that performance will be rewarded Valence: the degree that reward is valued

Criterion deficiency

Training program intended to teach certain KSAs required for the job, but criteria used to evaluate training are missing KSAs

What is the transactional leadership theory?

Transactional leadership theory is based on the idea that managers give employees something they want in exchange for getting something they want. It posits that workers are not self-motivated and require structure, instruction and monitoring in order to complete tasks correctly and on time Leaders Who Practice Transactional Leadership: Target immediate objectives. Favor standardized processes and regulations Recent changes Discourage original thought Emphasis on one's own interests Encourage performance When there are challenges that are clearly stated and the main goal is to finish a work, transactional leadership works well.

What is transformational leadership?

Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders.

Triangulating the Data

Triangulating data is providing data from several sources to support the message. Elements such as focus group interviews, observations, and prescriptive data can provide information on the nature of the findings (Cummings & Worley, 2015). Organizational change occurs when the right person gets the correct information in the suitable format at the right moment. It means the audience receives relevant, clear data, just enough to act on, and the information is presented logically and in an easily identifiable manner. Following a project's closure, information should be released when interest remains high, and managers are ready to act

A false positive error occurs when the applicant passes through all of the selection phases, is employed, but proves unsuccessful on the job.

True

London (1991) types of situations- (org climate)

Type I - Clear goals/training methods exist (Money + people needed) Type II - Clear goals/training method not obvious (task analysis required) Type III - Unclear goals/determine if training is a problem(needs assessment required) Type IV - Unclear goals/training method not obvious (org change required) Organizational climate Climate places restrictions on effectiv

Requirements analysis

Understanding the details of the assessment phase in context of the job and organization. Define target job Choose assessment method Determine participants Determine POCs Anticipate problems Develop a protocol

Lewin's Planned Change Model

Unfreezing > movement > refreezing

advantages and disadvantages of secondary sources

Unsurprisingly, the main advantages of secondary sources largely address the disadvantages of primary sources. Since secondary sources aim to expand upon the material in original sources, they can provide a lot more context and meaning. This supporting information can provide much greater insight, taking advantage of the author's expertise, experience, and research - going above and beyond what you may have been able to glean from the original content. The challenge with secondary sources is that you are inherently viewing the original material through the lens of a different writer or content producer. Their experiences and biases will color how the information is presented. Two different authors can interpret the same piece of original material in two wildly different ways. As such, secondary sources are unreliable as primary points of evidence. Instead, they're better served as sources of commentary and interpretation.

Assessment method: Integrity/honesty tests-What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

Validity: Moderate- Integrity tests have been shown to be valid predictors of overall job performance as well as many counterproductive behaviors such as absenteeism, illicit drug use, and theft; The use of integrity tests in combination with cognitive ability tests can substantially enhance the prediction of overall job performance (i.e., high degree of incremental validity). Linked to consciousness. Face validity: Moderate- May contain items that do not appear to be job related (i.e., low face validity) or seem to reveal applicant's private thoughts and feelings; Applicants may react to integrity tests as being unnecessarily invasive, but strong negative reactions have been found to be rare; Some item types may be highly transparent making it easy for applicants to fake or distort test scores in their favor Subgroup differences: low-Generally, few, if any, average score differences are found between men and women or applicants of different races or ethnicities, therefore it is beneficial to use an integrity measure when another measure with greater potential for adverse impact (e.g., a cognitive test) is included in the selection process; Both overt and personality-based integrity test scores seem to be correlated with age indicating younger individuals have the potential to be more counterproductive employees, possibly because of a youthful tendency towards drug experimentation and other social deviance Development costs: High-The cost of purchasing an integrity test is typically less expensive than developing a customized test Administration costs: Low-Can be administered via paper and pencil or electronically.Generally inexpensive, requires few resources for administration, and does not require skilled administrators Hunter and schmitt: .41 for validity

LMX and perceived exchange relationship research

What are the consequences of the exchange relationship that develops between a subordinate and a leader? Gerstner and Day (1997) conducted a meta-analysis of 79 studies that examined correlates of Leader- Member Exchange. They found that LMX was positively related to job performance, ob satisfaction, and organizational commitment, and negatively related to outcomes such as turnover and role stressors. One of the most perplexing findings in their meta-analysis was the relatively small correlation between leaders' and subordinates' reports on the quality of the exchange relationship (corrected r = .37). Thus, although leaders and subordinates tend to agree on the quality of the relationship that exists between them, this level of agreement is not great. At present, it is unclear why agreement on the quality of the exchange relationship is not higher, what factors influence agreement, or the impact of disagreements over the quality of the exchange relationship.

Adverse impact (unintentional discrimination)

When an apparently neutral, evenly applied, job policy or employment practice has a negative effect on the employment of people belonging to protected classes. Relies on statistical evidence of disproportionate effect. Example cognitive testing, biodata (educational level)

Establishing cut off scores

When cut scores are used they should be set as to be reasonable and consistent with normal expectations of acceptable proficiency within the work force • To be legally defensible and meet the Standards for Educational and Psychological Testing, a cut score cannot be arbitrarily determined, it must be empirically justified • No single method can be used to determine cut score for all tests Cut scores may be set as high or as low as needed to meet organizational requirements • Establishing cut scores involve professional judgments as well as technical and empirical considerations • Should use a sufficiently large and representative group of judges to ensure validity • Procedure used must be documented

Examples of secondary sources

Whereas primary sources are generally the original material, a secondary source builds upon one or more primary sources. Often, secondary sources will interpret, analyze, explain or describe content from primary sources. In some cases, secondary sources can attempt to remain reasonably neutral in their presentation of the facts. In other cases, secondary sources can use them to argue a point or try to persuade the reader of a particular opinion. Scholarly or critical analysis Commentary or editorial content Textbooks Encyclopedias Biographies Magazine articles (particularly opinion pieces) Documentary films Second-hand news reporting

What is banding?

With a cutoff score those passing are treated as if they performed equally on the test. Banding is an alternative to top-down and cutoff score approaches. Banding involves creating a defined range within which candidate scores are treated as being the same.

Assessment method: Work Samples and Simulations-What is it? What is the validity? what is the face validity? What are the subgroup differences? What are the development costs? What are the administration costs?

Work sample tests require applicants to perform tasks or work activities that mirror the tasks employees perform on the job. For instance, applicants for an Administrative Assistant position may be asked to transcribe an internal memo using a word processor or to accurately file a stack of paperwork. Validity: High-Tasks applicants are asked to perform are very representative of the tasks performed on the job (i.e., they have a high degree of content validity) and performance on the tests relates highly to performance on the job (i.e., a high degree of criterion-related validity) Face validity: High-Applicants often perceive work samples as being very fair (i.e., a high degree of face validity) Subgroup differences: Low-Generally little or no performance differences are found between men and women or applicants of different races, although the presence of gender and/or racial differences depends on the competencies being assessed Development costs: High-ay be costly to develop, both in terms of time and money; May require periodic updating (e.g., if the task was using a typewriter to draft a document and the organization becomes fully automated such that documents are now drafted using word processors) Administration costs: High-Often individual administration only (i.e., may not be suitable for group administrations); "Hands-on" performance by the applicant in a simulated work environment.May be time consuming and expensive to administer; Requires individuals to observe, and sometimes rate, applicant performance

Trait Theory

a leadership theory that holds that effective leaders possess a similar set of traits or characteristics. Trait theories often identify a particular personality or behavioral characteristics shared by leaders.

Define vision statement

a one-sentence or one-phrase statement that describes the long term desired change stemming from the efforts of an organization or program. An organization's vision outlines the long-term goals it hopes to achieve (Burke, 2018). The company's vision provides the direction and purpose for cultural change. It serves as a benchmark for defining the company's existing culture and deciding if the proposed changes are consistent with its core values.

Nomological Network Chart

a system of interrelated concepts, propositions, and laws that relates observable characteristics to other observables, observables to theoretical constructs, or one theoretical construct to another theoretical construct; for example, for a measure of perceived supervisory social power (i.e., a supervisor's ability to influence a subordinate as perceived by the subordinate), one needs to specify the antecedent and the consequents of this construct. The nomological network is a tool for construct validation (i.e., gathering evidence about the meaning) of psychological measures. For example, construct validation of job performance ratings by supervisors should indicate what the ratings really mean, or how accurately they reflect actual performance levels.

"Race Norming" & Affirmative Action

a. Unlawful to adjust the scores of, use different cutoff scores for, or otherwise alter the results of employment-related tests on the basis of race, color, religion, sex, or national origin. b. Prohibits race norming (the practice of ranking test scores of minorities separately from all applicants)

Reference checks

active procedure on the part of the prospective employer to gain information about a candidate, either by calling past employer, checking criminal record, checking public record, etc...

What is criterion-related validity

an index of how well a test correlates with an established standard of comparison Additionally, implementing a multiple-hurdle approach impacts the estimation of criterion-related validity (Mendoza et al., 2004). Criterion validity determines how accurately it measures the outcome it was designed to measure (Cascio & Aguinis, 2019). Because we do not collect data from those who do not make it through each hurdle, we cannot compare how correlated the measures are to the criterion of a suitable applicant due to range restriction

trait theory

characteristics or the personality of a person may them an effective leader.

situational judgement tests

consist of written, verbal, or visual job-related situations that are presented to applicants, who are then asked to choose the best course of action from a selection of several options. They may also be asked to identify the worst option. ~.34 validity -> can improve incremental validity of job performance predictions -If applicants are trained after an initial SJT, performance increases

To be useful in a selection process a reference check should be:

consistent, relevant, written, public record (if possible)

honesty tests

designed to assess an applicant's tendency to be honest, trustworthy, and dependableovert & personality-based measures Moderate validity moderate face validity low subgroup differences high development cost low administration cost

Instructional Objectives

desired outcomes of a training program. Described in terms of: Performance: what trainee is expected to be able to do Conditions: conditions under which performance is to occur Criterion: standard of acceptable performance Training objective: Identify and recall the different components of writing mechanics (capitalization, spelling, etc.), obtaining a 100% on every grammar test section

Leader-Member Exchange (LMX) Model

eaders typically develop a unique relationship with each subordinate, and some of these relationships are more positive than others. Based on this idea, Dansereau, Graen, and Haga (1975) developed the Vertical Dyad Linkage Model of leadership. The term Vertical Dyad was originally used to describe this theory because of its emphasis on the unique relationship between leaders and subordinates. Over time, however, the name of the theory eventually became Leader-Member Exchange because this relationship is really one that reflects social exchange between the leader and the subordinate. According to Dansereau et al. (1975), within work groups there are typically two sets of employees: the in-group and the out-group. The in-group consists of employees who are trusted confidants of the leader. These are typically individuals who perform well, have a desire to assume greater levels of responsibility, and simply get along well with the leader. Members of the out-group consist of the group of subordinates who have more formal relationships with the leader. Members of the in-group are typically privy to more information from the leader than are members of the out-group, and they are also given more discretion over how to do their jobs. Members of the out-group are typically individuals who may not perform as well, may not desire a great deal of responsibility, or simply may not get along as well with the leader as do members of the in-group

Internal constraints

equipment, finances, and personnel

How to create a sense of urgency?

f I were in charge of talking with executives, I would try to create a sense of urgency by having an open and honest conversation at the workshop about the current state of CCO and what could happen to Navy Federal if it does not implement change. For change efforts to be successful, individuals or groups must examine a business's competitive position, market position, technological trends, and financial performance. This transformation agenda can be launched only with the active cooperation of many people. People will help only if motivated, and efforts will succeed only with motivation (Kotter, 1995).- ,maybe even have leaders visit the department and live a day in their shoes.

behavioral theory

focuses on what an effective leader does. leadership isn't something you're born with, leadership is dependent on the right behavior

How are learning and training objectives derived?

from the needs assessment and KSA/TASK analysis

Positive model

initiative the inquiry Inquire into best practices Discover themes Envision a preferred future Design and deliver ways to create the future

What is non-probability sampling?

involves non-random selection based on convenience or other criteria, allowing you to easily collect data.

Biodata

items that pertain to historical events that may have shaped the person's behavior and identity

Explain why construct validity is the foundation of all validity.

its the 'mother' of all types of validity; more broad 'is it measuring what it's supposed to measure';

transformational theory

leader engages others, builds trust and creates a connection that increases the motivation and morality in both the leader and followers. leader focuses on other and their needs to help reach potential.

Negative transfer

learning task decreases performance on actual task caused when one learns different response to same or similar stimulus old response competes with new response for same stimulus must unlearn old response

positive transfer

learning training task improves performance on actual task

Similar to me effect (interviewer-applicant similarity)

likely to rate applicant higher if they are similar to you

In-basket test

mail, phone ringing, co-workers coming in office (simulates work environment) and then assess based on diff dimensions (e.g., decision making)

contingency theory

matching a leader's style to the right situation

Work samples

miniature replicas of specific criterion behavior- should have point to point relations with criterion -time consuming/difficult to develop but likely to pay off -can be group or individual exercises

unstructured interview

not based on JA • Frequently haphazard and based on intuition • Low validity and reliability

issues with reference checks

not the highest validity low discriminating power best to use with other methods

Goal Setting Theory

o Goals direct attention to priorities and energize and stimulate effort o Goals should be § Specific § Participatively set § Difficult§ Behavioral § Few in number

A trait rating strategy for collecting and combining predictive information is:

one in which judgmental data are collected and then are combined mechanically

A pure judgment strategy for collecting and combining predictive information is:

one in which judgmental predictor data are collected and combined subjectively for selection decision making.

The mechanical composite strategy for collecting and combining predictive information is:

one that collects both judgmental and mechanical data and then combines them mechanically. Should be used instead of a judgemental composite.

Distributive Justice

perceived fairness of the amount and allocation of rewards among individuals

procedural justice

perceived fairness of the process used to determine the distribution of rewards

Which of the following strategies for collecting and combining predictive information is weakest for making predictions?

pure judgment

Which is a method in which data are both collected mechanically and combined mechanically?

pure statistical method.

transactional theory

requires that a leader and a follower agree to a contract. follower preforms task and in return the leader gives rewards for task completion. suggests that people only complete tasks when rewards are present.

Examples of primary sources

riginal manuscripts Audio recordings Research articles published in peer-reviewed journals Original documents and artifacts Personal diaries, letters, emails Autobiographies Photographs and video recordings Meeting minutes Survey results Newspaper articles with original reporting Original research reports

Hersey Blanchard

suggested 4 primary leadership styles: telling, selling, participating, delegating

Interactional Justice

the degree to which people are treated with respect, kindness, and dignity in interpersonal interactions

What is construct validity?

the degree to which test scores are consistent with theoretical constructs, concepts or expectations. With the help of construct validity, it becomes easy to evaluate if a particular measurement tool actually represents the thing that we want to measure A construct can be defined as a characteristic or concept that you cannot observe directly. However, you can measure it by observing the indicators that are related to it. Construct validity is usually verified by comparing the test to other tests that measure similar qualities to see how highly correlated the two measures are. or example, one way to demonstrate the construct validity of a cognitive aptitude test is by correlating the outcomes on the test to those found on other widely accepted measures of cognitive aptitude. Construct validity is used to determine how well a test measures what it is supposed to measure. In other words, is the test constructed in a way that it successfully tests what it claims to test?

Fiedler's Contingency Theory definition and components

theory stating that leadership effectiveness is dependent on the characteristics of the leader and the characteristics of the situation. Like all contingency theories, it proposes that the success of a leader depends on the interaction between characteristics of the situation and characteristics of the leader. According to Fiedler, situation favorability depends on leader-member relations, task structure, position power. Fiedler argues three factors determine situation favorability: leader-member relations, task structure, and position power. Based on these situational factors, Fiedler proposed two types of leaders: task-oriented and relationship-oriented. In some theories (e.g., Fiedler, 1967), it is proposed that leaders have a predetermined leadership style that is not subject to a great deal of modification

Contigency Theory- what is this approach?

this approach holds that with respect to organizing, managing, and motivating that there is no one best way to go about it. also assumes that all approaches to a situation are equally appropriate. approach argues that different management styles depend on the context and that adopting one style is inefficient long-term The contingency approach is based on the assumption that the relationship between leader behaviors and traits and effectiveness depends on characteristics of the particular situation the leader is in. Most leadership theories developed during the past 30 years are contingency theories. Thus, it is accurate to say that the field of leadership has accepted the general premise behind contingency theories. Less consensus, however, has been given to many of the specifics of the contingency approach. For example, there is not a great deal of consensus regarding the specific aspects of the situation that leaders must "read" in order to adjust their behaviors. For example, several contingency theories propose that "subordinates" are one such factor, but there is not a great deal of agreement on what specific aspects of subordinates are the most important.

Types of Validity Evidence: three items

three items 1. Content Validity & Face validity 2. Criterion-Related Validity Concurrent validity Predictive validity 3.Construct Validity Convergent Validity Divergent Validity

to increase structure in interview...

• Base questions on JA • Limit interviewer prompting • Rate the answers given for each question asked • Use multiple interviewers per candidate

structured interview

• Constructs are generally based on JA • Format and rating scales are standardized • More expensive, time consuming

Response distortion (faking)

• Tendency to upgrade rather than downgrade prior work experience • Applicants tend to engage in influence tactics to create positive impression • Impression-management behaviors: ingratiation and self-promotion