I/O Quiz 2, Chapter 4-5-6

Personality Tests: Measures are valid predictors of job performance

.23 (validity coefficient) 1) some say this is an underestimate because personality dimensions are used to predict specific behaviors 2) Conscientiousness and emotional stability have been reported to be the best predictors

Evidence for utility of legal recommendations--review of court decisions (1980-1995) by Werner and Bolino (1997)

1) 300 court of appeal decisions related to performance appraisal; of those, 109 were related to age discrimination, 102 to race discrimination, and 50 to sex discrimination 2) Factors most closely associated with judgements made for or agains plaintiffs (employees bringing suit)--recommendations provided in literature were consistent

Due Process Metaphor View of Performance appraisal--based on

1) Adequate notice 2) Fair hearing 3) Judgements based on evidence

The feedback Process: key steps of the performance management cycle

1) Attending to the feedback 2) processing the feedback 3) Using the feedback

Sources of performance ratings: Multisource feedback--recommendations for implementing 360-degree feedback

1) Be honest about how ratings will be used 2) Help employees interpret and deal with the ratings 3) Avoid presenting too much information

Structured Interview Formats (2)

1) Behavior Description interview 2) Situational interview

Actual Criterion

1) Best real-world representation of the ultimate criterion 2) Developed to reflect or overlap with the ultimate criterion as much as possible 3) Includes only those elements of the ultimate criterion that we intend to measure

Contemporary Performance Appraisal Research: Reaction Criteria--Dunning-Kruger effect

1) Cognitive bias that suggests some unskilled individuals overestimate abilities and do not have meta-cognitive skills to realize that are doing this 2) Individuals who are unskilled and unaware are also uninterested in learning and getting better

Classification of Tests: (4)

1) Computer adaptive testing 2) Speed vs pour tests 3) Individual vs. group tests 4) Paper-and-pencil vs performance tests

Personality tests--typically self report: The "Big Five"

1) Conscientiousness 2) Agreeableness 3) Neuroticism 4) Openness to experience 5) Extraversion

Graphic Rating scales

1) Consists of a number of traits or behaviors 2) Raters judge how much each particular trait the ratees possess, or where on the dimension the ratees fall with respect to organizational expectations

Integrity Tests: Appear valid for predicting

1) Counterproductive behavior (r=.47) 2) Job performance (r=.34)

Counterproductive work behavior (CWB)--research

1) Counterproductive behaviors are more strongly related to organizational and individual performance than OCBs 2) Sometimes the same people may exhibit both OCBs and CWBs 3) CWBs have strong negative effects on business unit performance and productivity

Multidimensional Criteria and HR Decisions: Performance consists of multiple criteria, so how do we make HR decisions?

1) Create a composite criterion 2) Use unequal weighting

Relevance (Similar to validity)

1) Degree to which the actual criterion is related to the ultimate criterion 2) Degree of correlation or overlap between actual criterion and ultimate criterion 3) Overlap represents portion of the ultimate criterion accounted for by the actual criterion

Classification of Tests: Paper-and-pencil vs. Performance tests-- Paper-and-pencil tests

1) Different forms, essay, multiple choice, true-false, short answer 2) Most cognitive ability tests in this formate 3) Many now is computerized from (e.g., GRE); often quick and accurate scoring

Classification of Tests: Individual vs. Group Test-- Individual tests

1) E.g., Wechsler WAIS-IV and WISC-IV intelligence test 2) Administered one person at a time 3) Very costly on time and money 4) One person reflects on them, accurate results on person

Providing Performance Feedback

1) Employee development is largely a function of their receptivity to feedback and the organization's approach to, or emphasis on, feedback 2) Continuous employee development

Ultimate Criterion

1) Encompasses all aspects of performance that define success on the job 2) Refers to theoretical construct developed as a guid or goal to shoot for in measuring performance success 3) Thorndike Personnel Selection book

Rating Errors: Evaluating another individual's performance accurately and fairly is difficult (2)

1) Errors often result from this process 2) Understanding of these errors is important to appreciating the complexities of performance appraisal

Contemporary Performance Appraisal Research: Organizational Politics--deliberate attempts by individuals to enhance or protect their self-interests when conflicting courses of action are possible

1) Executives intentionally manipulate performance appraisal for political reasons 2) Subordinates also use impression management to bring about favorable appraisal 3) Employee perception of politics at work tend to create stress and anxiety, which impact work attitudes and result in performance decrement (ruminators)

Rater Considerations: Training--Rater Error Training (RET)

1) Focuses on describing errors and showing raters how to avoid them 2) Reduce errors, but accuracy is not necessarily improved

Rater Considerations: Training--Frame of Reference training (FOR)

1) Focuses on enhancing raters' observational and categorization skills; establishes a common frame of reference 2) Improves appraisal accuracy, especially when combined with behavioral observation training (BOT)

Due Process Metaphor View of Performance appraisal

1) Folger and colleagues developed model to help guide development of fair and legally defensible performance appraisal systems 2) Test process metaphor vs due process metaphor

Cognitive Ability Tests--Two classes

1) General Cognitive ability tests 2) Specific cognitive ability tests

General Cognitive Ability test: Recent meta-analysis

1) General cognitive ability accounts for up to 20% of variance in performance 2) However, specific cognitive ability sometimes plays a more important role in predicting performance

Rating formats: overview

1) Graphic rating scales 2) Behaviorally anchored rating scales (BARS) 3) Checklists 4) Employee comparison procedures

Biological information: Biodata dimensions for position customer service representitive

1) Helping others 2) Negotiating skills 3) Interpersonal Intelligence 4) Patience 5) Empathy 6) Extraversion 7) Oral Communication

Assessment Centers: Two popular assessment center exercises

1) In-basket 2) Leaderless group discussion (LGD)

How predictors relate to criterion dimensions--Borman and his colleagues' performance model

1) Includes two different performance dimensions (task performance and contextual performance) along with two categories of determinants or predictors of these two performance dimensions (cognitive ability variables and personality variables) 1) Personality variables are better predictors of contextual performance; cognitive ability variables are better predoctors of task performance.

Types of Predictors: Quick review of validity--Validity coefficient (r)

1) Index of the relationship between a predictor and criterion 2) Evidence that a test is a good predictor of job performance

Most important purposes of performance appraisals: Developmental purposes

1) Informs employees of their performance strengths/weaknesses 2) Facilitates employee advancement, which is good for the organization

Interviews: Initial evidence suggested that interviews have a low validity--r=.14 : why?

1) Interview is a communcation process where both organization and canidates gather information 2) Realistic job preview (RJP): Accurate glimpse of what the job is actually like

Sources of Performance Rating: Multisource Feedback

1) Involves multiple raters at various organizational levels who evaluate and provide 360-degree feedback to a target employee 2) Used for purposes consistent with grater employee expectations and sophisticated organizations

Evidence for utility of legal recommendations--review of court decisions (1980-1995) by Werner and Bolino (1997)--Judgement was more likely made for the defendant when

1) Job analysis was used 2) Written instructions for performance appraisal process were provided 3) Employees had opportunity to review their appraisals 4) Multiple raters agreed on performance ratings 5) Rater training was used

Two major components of the criterion problem--Three dimensions are necessary components of every job

1) Job-specific task proficiency 2) Demonstrating effort 3) Maintaining personal dicipline

Campbell's Taxonomy of Performance: Every job can be described adequately in terms of the subsets of the eight dimensions

1) Job-specific task proficiency 2) Non-job specific task proficiency 3) Written and oral communication tasks 4) Demonstrating effort 5) Maintaining personal discipline 6) Facilitating peer and team performance 7) Supervision 8) Management/administration

Classification of Tests: Individual vs. Group Test-- Group tests

1) Many applicants can be tested at the same time 2) More cost effective 3) E.g., exams for class--everyone has the same test at the same time.

Specific Cognitive Ability Tests: Three types

1) Mechanical ability tests 2) Spacial ability tests 3) Clerical ability tests

OCBs as a group-level phenomenon

1) Meta-analysis of 38 studies over last 10 years 2) OCBs identified in U.S. samples seem to apply in international contexts--(Belgium, as an example)

Two major components of the criterion problem

1) Multiple versus composite criteria 2) Campbell's eight-factor model

Contemporary trends in rating formats (2)

1) Narrative comments 2) Feedforward interviews (FFIs) for performance appraisals

Performance Management: Motivational system of individual performance improvement

1) Objective goal setting 2) Continuous coaching and feedback 3) Performance appraisals 4) Developmental planning

OCBs as a group-level phenomenon--Meta-analysis of 38 studies over last 10 years

1) Positive relationship between OCBs at group level and group performance 2) Group level OCBs improve social processes (communication) within teams

The role of the predictors: Predictors must be used as substitutes for criteria (2)

1) Predictors are used to forecast criteria 2) Faulty criteria can result in poor organizational decisions

Wearable Technology: Concerns

1) Privacy Concerns 2) Violation of legal rights that lead to legal issues and lawsuits.

Feedback Environment (FE)

1) Proposed to embody culture while specifically representing organization climate and attitude toward feedback 2) Includes source credibility, feedback quality, feedback delivery and other dimensions 3) Linked to satisfaction with and motivation to use feedback, high levels of commitment to the organization and OCBs, and feedback seeking and role clarity

Rater Considerations: Rater Goals and Accountability

1) Raters may have different goals for various reasons 2) When held accountable to various goals/objectives; raters provided ratings consistent with these goals 3) Some types of raters are more affected by accountability pressures than others

Distributional Errors--Primary error problem

1) Ratings do not discriminate (range restriction) 2) Ultimately errors affect employee morale; good employees feel slighted, injustice

Contemporary Performance Appraisal Research: Supervisor-subordinate relationship--leader-member exchange theory (LMX)

1) Relationship between employee and supervisor plays a role in the performance appraisal process 2) Frequency of supervisor-subordinate communication interacts with LMX to affect performance ratings 3) Quality of the LMX relationship affected performance appraisal satisfaction through its effect on procedural justice

Criteria for the Criteria: Five most fundamental criteria for the criteria

1) Relevance 2) Reliability 3) Sensitivity 4) Practicality 5) Fairness

Types of Predictors: Quick review of validity

1) Reliability and validity are important 2) Purpose of predictors is to predict performance criterion (criterion-related validity) 3) Validity coefficient (r)

Contextual performance: Research

1) Researchers have begun to propose selection instruments to predict employee's likelihood of OCBs 2) One framework proposes that OCBs result in favorable relations among coworkers, which serve as social capital.

New Challenges in Telework: recent trend in organizations is the increased frequency of telework

1) Results in altered forms of communication 2) Includes supervisor reliance on indirect sources of performance information for appraisals and their tendencies to downplay indirect information suggests potential room for errors

Process for developing BARS

1) SMEs identify and define several dimensions that are important for the job 2) Another group generates a series of behavioral examples: Critical incident technique 3) Retranslation stage: Sort critical incidents into appropriate dimensions 4) Rating behavioral examples on effectiveness 5) Choose items that represent performance levels

Behaviorally anchored rating scales (BARS)

1) Similar to graphic rating scales except for behavioral descriptions as "anchors"

Contemporary Performance Appraisal Research: Importance of Social-Psychological Context--context includes

1) Social 2) legal 3) Political 4) Emotional climates/cultures

Estimates for Validity Coefficients--What appears to be the best predictor? followed by?

1) Structured interviews 2) general cognitive ability 3) psychomotor ability 4) ACs 5) biodata.

Task versus contextual performance: Major distinctions between task performance and contextual performance

1) Task activities vary a great deal across jobs, contextual performance does not 2) Task activities are more likely to be formally instituted as part of job description/performance appraisals than contextual performance 3) Task activities have different antecedents (cognitive ability) than OCBs (Conscientiousness)

Wearable Technology: Positive impacts of physiolytics

1) Used for increasing productivity, enhancing employee well-being, and reducing work-related injuries 2) Provides a way for employers to offer incentives for specific healthy behaviors

Purposes of Performance Appraisal: Documentation of organizational decisions

1) Used to keep track of employees' performance patterns over time 2) Provides detailed account of inadequate performance

An effective performance appraisal system

1) Well-received by ratees 2) based on carefully documented behaviors 3) Focused on important performance criteria 4) Inclusive of many perspectives 5) Forward-looking; focused on improvements

Sources of performance ratings: Multisource feedback--three basic assumptions about 360-degree feedback

1) When multiple raters are used, participants are happier because they are involved in the process 2) When multiple raters are used, the idiosyncrasies or biases of any singe rater are overcome 3)Multiple raters bring multiple perspectives for a broader/more accurate view of performance

Contextual performance: There are many different categorial schemes for the dimensions of contextual performance--five dimensions of one scheme

1) Working with extra enthusiasm and effort 2) Volunteering for things not formally part of the job 3) Helping others with their jobs (sportsmanship, organizational courtesy) 4) Meeting deadlines and complying with organization's rules and regulations (civic virtue and conscientiousness) 5) Supporting/defending the organization

Contemporary Performance Appraisal Research: Participation

1) can include self-assessment or expressing ideas during the appraisal session/interview 2) Strong positive relationship between employee participation in the performance appraisal process and employee reaction to the appraisal 3) See table 5.2 for information on conducting a performance appraisal interview

Testing Formats: Sources for development of KSAOs (2)

1) development of own test 2) Use of Mental Measurements Yearbook for evaluation of tests in a variety of areas

Classification of Tests: Speed Vs. Power Tests-- Power test

1) e.g., SAT 2) Thought provoking--looking for accuracy 3) Items are more difficult 4) No fixed time limit 5) Test taker is expected to complete all items

Classification of Tests: Speed Vs. Power Tests-- Speed test

1) e.g., typing test 2) Quantity control 3) Relatively easy items 4) Short time limit 5) Individual must complete as many items as possible before time expires

Employee Comparison Procedures: Adverse impact

1) refers to personnel law concept 2) May indicate illegal discrimination against particular group

What makes good feedback?

1)Feedback Intervention Theory (FIT) 2) Moderate effect of feedback on performance

Assessment Centers: Lasts

2-3 days

Contextual performance: Contextual performance

Activities performed by employees that help to maintain the broader organizational, social, and psychological environment

Defining Criteria and Their Properties: Performance

Actual on-the-job behaviors that are relevant to the organization's goals

Advantages/disadvantages of Graphic rating scales

Advantages 1) Easy to develop 2) Easy to use Disadvantages 1) Lack of precision in dimensions 2) Lack of precision in anchors

Advantages/disadvantages of Checklists

Advantages 1) easy to develop 2) easy to use Disadvantages 1) Rater errors such as halo, leniency, and severity are quite frequent

Advantages/disadvantages of BARS

Advantages 1) precise and well-designed scales-good for coaching 2) Well received by raters and ratees Disadvantages 1) Time and money intensive 2) Little evidence that it is more accurate than other formats

Cognitive Ability Tests

Among the most frequently used predictors in selection because mental functioning or intelligence is important for most jobs--AKA intelligence tests

Interviews and 2 types

Among the most popular selection devices and typically used across all jobs 1) Unstructured interview 2) Structured interview

Personality Tests

An individual's traits or predispositions to behave in a particular way across situations--40% of Fortune 100 companies use in screening job applications

The Criterion Problem

Any one performance criterion is never a perfect measure of performance

Biological information: Assumes and is typically collected in one of two ways

Assumes past behavior is best predictor of future behavior 1) Application blank 2) BioData Questionnaire

Work Samples: Attempt to duplicate...

Attempt to duplicate the performance criteria measures and use them as predictors

Integrity Tests (Honesty): Definition and 2 types

Attempt to predict whether an employee will engage in counterproductive or dishonest work-related behaviors (e.g., cheating, stealing, sabotage) 1) Overt integrity tests 2) Personality-type integrity tests

Counterproductive Work Behavior (CWB)

Behaviors that will fall within contextual performance and somehow harm or detract from the organization--e.g., theft, sabotage, abuse of others, withdrawal behaviors

Criteria for the Criteria: What makes a good criterion?

Bernardin and Beatty (1984)-->25 characteristics for measuring the effectiveness of criteria

Integrity Tests: Clear what was found?

Clear empirical support found

Estimates for Validity Coefficients----Need to be careful and diligent when choosing predictors for use of selection: the best two-predictor combination is

Cognitive ability and Integrity Tests

Providing Performance Feedback--Continuous employee development

Cyclical processes in which employees are motivated to plan for and engage in actions or behaviors that benefit their future employability on a respective or ongoing basis

Two major components of the criterion problem--2) Campbell's eight-factor model

Developed eight-factor model to account for performance variance in every job in the DOT (now the O*NET)

Employee comparison procedures

Evaluation of ratees with respect to how they measure up to, or compare with, other employees 1) Rank order 2) Paired comparisons 3) Forced distribution

Defining Criteria and Their Properties: Criteria

Evaluative standards that are used as yardsticks for measuring employees' success or failure

General Cognitive Ability Tests: Evidence suggests that

Evidence suggests that general cognitive ability 1) accounts for a larger portion of variance in criterion performance--validity coefficient is .53 or ( r2 =.25), incremental validity 2) Predicts performance similarly across countries-- Wonderlic Personnel Test

Additional Criteria for the Criteria: Practicality

Extent to which a criterion can and will be used by decision makers

Contemporary Performance Appraisal Research: Justice--Implicit Person Theory (IPT)

Extent to which an individual believes that people can change impacts performance appraisal--Supervisors who tend to believe that people can change are perceived by subordinates as more just in their appraisals

Additional Criteria for the Criteria: Fairness

Extent to which evaluated employees perceive criteria to be just and fair

Employee Comparison Procedures: Public lawsuits over use of some systems

Extent to which underrepresented groups tend to be disproportionately ranked in low category

Assessment Centers: Created in...and refined during...

Germany (1930s) and refined during WWII by Britain and US

Performance Management: Who employ performance management?

I/O psychologists

Testing Formats: Begin with the job analysis

Identify relevant criteria for job successes and then locate, develop, create, or modify predictors that are valid indicators of criteria.

Contemporary Performance Appraisal Research: Justice

If raters or ratees see the appraisal process as unfair/biased, its psychometric quality will be irrelevant

Leagal issues in performance appraisals

In the U.S., illegal to discriminate in performance appraisal on the basis of non-performance-related factors (age, gender, ethnicity, religion, and disability)

Feedback Orientation (FO)

Individual's overall attitude toward feedback or receptivity to feedback

Assessment Centers: Definition

Multiple raters (accessors) evaluate applicants or incumbents on standardized set of predictors (exercises) that stimulate job

Feedback Orientation (FO)--Employees low on FO are

NOT motivated by a high FE environment

Unstructured interview

No consistency of questioning across applicants; less useful— tough to make comparisons

Central Tendency

Occurs when raters only use the midpoint of the scale

Contemporary Performance Appraisal Research: Reaction Criteria--research

Performance appraisal satisfaction affected by performance appraisal characteristics and organizational variables 1) Subordinates reported less anger and higher perceptions of justice when rater justified ratings 2) Performance appraisals viewed as unfair are related to ratees' emotional exhaustion 3) One class of "neglect criteria" that might be critical in evaluating the success of an appraisal

Traditional Types of Performance Criteria: Objective Criteria

Performance measures based on counting rather than subjective judgements of evaluations (Hard or nonjudgmental criteria)--suitable for non-managerial jobs only

Halo Error

Rater's tendency to use global evaluation of a ratee in making dimension-specific ratings OR Rater's unwillingness to discriminate between independent dimensions of ratee's performance

Contemporary Performance Appraisal Research: Trust--Performance appraisal discomfort scale (PADS)

Raters can be trained to be more comfortable doing performance appraisals

Contemporary Performance Appraisal Research: Reaction Criteria

Role of rater and ratee reactions in the performance appraisal process

Checklists: Weighted checklists

Series of items perviously weighted on importance or effectiveness; items indicate desirable and undesirable behavior

Specific Cognitive Ability Tests: Mechanical ability

Specific cognitive ability involving a focus on mechanical reactions, recognition of tools used for various purposes, and sometimes actual mechanical skills--Bennett Mechanical Compensation Text

structured interview

Standardized, job analysis-based questions that are asked of all candidates; increased reliability; allows for fair comparisons.

Performance Appraisals

Systematic review and evaluation of job performance and the provision of performance feedback.

Leniency

The mean of rating across ratees is higher than the mean of all ratees across all raters OR The mean of their ratings is higher than the midpoint of the scale

Multidimensional Criteria and HR Decisions: Performance consists of multiple criteria, so how do we make HR decisions? 2) Use unequal weighting

Use unequal weighting so that criteria dimensions are weighted differently--should be based on value judgements made based on organizational goals and research

Severity

When raters use only the low end of the rating scale OR Give consistently lower ratings to their employees tan other raters

Contextual performance: Task performance

Work-related activities performed by employees that contribute to the technical core of the organization

Conditions limiting relevance: Criterion deficiency--occurs when

a major source of varieance in the ultimate criterion is not in the actual criterion

Testing Formats: Test definition

a systematic procedure for observing behavior and describing it with the aid of numerical scales or fixed categories 1) Everyone measured in the same way--same test 2) E.g., interviewing is a type of test--everyone gets the same test

Testing Formats: Systematic means

administered in the same way across groups of people

Advantages/disadvantages of Employee comparison methods

advantages 1) Precise ranking are possible 2) Useful for making administrative rewards on a limited basis Disadvantages 1) Time intensive 2) Not well received by raters (paired comparison), or ratees (forced distribution)

Conditions limiting relevance: Criterion contamination--Random measurement error

always some measurement error, unreliability

Assessment Centers: Two popular assessment center exercises-- In-Basket

assessee responds to a series of job-related scenarios and information that would typically appear in manager's in-basket, takes action, and makes decisions about how to proceed

Employee comparison procedures: paired comparisons

becomes more complex as number of ratees increases

Performance Management: Components are linked to ____________ and implemented on _______________.

company goals and implemented on a continuous cycle

Work Samples: Developed by...

creating smaller tests that measure the actual job performance criteria; "mini replicas" of the job

The Criterion Problem--Performance

criterion in which most organizations, employees, managers, and I/O psychologists are interested

Emotional Intelligence (EI)-- leads to

effectiveness in the workplace and in their own personal life--predicts for leadership positions

Contemporary performance appraisal research: reaction criteria--goal-feedback-reactions-subsequent goals path

emotional reactions to feedback play significant role in determining future goals

Contextual performance

expansion of the criterion domain to include more than traditional objective and subjective criteria 1) Task performance 2) Contextual performance

Additional Criteria for the Criteria: Sensitivity

extent to which criteria distinguish between effective and ineffective performers

Contemporary Performance Appraisal Research: Trust--Self-construal

extent to which individual see him-herself as connected and dependent on others--potentially very important for performance appraisal process (graduate students)

Contemporary Performance Appraisal Research: Trust

extent to which raters believe that fair and accurate appraisal has been/will be made in their organization 1) Trust in the appraisal process survey (TAPS) 2) Performance appraisal discomfort scale (PADS)

Personality Tests: Faking--About 1/3 to 1/2 of applicants

fake and "fakers" engage in more counterproductive behaviors than non-fakers

What makes good feedback?--Feedback intervention theory (FIT)

feedback is most effective when targeted at task rather than at self

Structured Interview Formats (2)-- Behavior description interview

focuses on past behavior; interviewees are asked to describe specific ways in which they have addressed past situations

Biological information: Typically collected in one of two ways--1) Application blank

form requesting historical and current information--off-the-shelf forms are not a good idea unless validated

New Challenges in Telework: Telecommuting relationship with performance--Golden and Gajendran (2014)

found telecommuting may have weak or strong positive effort on performance depend on on situational characteristics

New Challenges in Telework: Telecommuting relationship with performance--Gajendran and Colleagues (2015)

found telecommuting was positively associated with task performance and contextual performance; additionally enhanced by positive subordinate-supervisor relationship

Testing Formats: Affermative action

have to meet minimum requirements--e.g., all people have to carry 50 bounds for 3 miles regardless of gender

Personality Tests: Faking--motivation to fake

influenced by demographic characteristics, individual differences, and perceptual variables

True halo

involves accurately intercorrelations among performance dimensions

Classification of Tests: Computer adaptive testing

involves computer technology that is used to id easier/harder questions that eventually estimate an applicant's true ability level. 1) Score on earlier questions affect the difficulty of subsequent questions 2) Allows for quick and accurate scoring 3) Believed to provide more precise measurement

Specific Cognitive Ability Tests--Spatial ability

involves focus on geometric relations, such as visualizing objects and rotating them spatially to form a particular pattern

Employee comparison procedures: Forced distribution

is often done because ratings are tied to raises; public lawsuits have involved these systems

Specific Cognitive Ability Tests--Clerical ability

is relevant for jobs such as secretary, bookkeeper, involving a focus on both perceptual speed and accuracy in processing verbal and numerical data

Additional Criteria for the Criteria: Reliability: When a measure is unreliable,

it cannon be used to make decisions

Two major components of the criterion problem--1) Multiple vs composite criteria

job performance is composed of multiple criteria

Integrity Tests (Honesty): Overt integrity test

measures attitudes towards theft and actual theft behaviors

Integrity Tests (Honesty): Personality-type integrity tests

measures personality characteristics believed to predict counterproductive behavior--e.g., test to see if going to steal pills.

Conditions limiting relevance: Criterion contamination--bias

most prevalent when criteria are judgements made by individuals; systematic in nature

Assessment Centers: involves

multiple methods of 1) Assessment 2) Assessors 3) Assesses

Biological information: Typically collected in one of two ways--2) BioData Questionnaires

multiple-choice items, broad questions, asks many questions in broad areas; predicts performance well: r=.32 to .52

The role of the predictors: In a selection context, there typically is

no accesses to criteria

Types of performance criteria: Subjective Criteria--excellent alternative when

objective criteria do no exist but more likely to be affected by biases, attitudes, and beliefs of raters

First impression or primacy effect

opposite of recency, raters pay too much attention to initial experiences with ratee

Integrity Tests: Not much research on integrity tests in

other cultures

Feedback Orientation (FO)--related to

other individual differences such as learning goal orientation

Work Samples: Situational Judgement Tests (SJTs)-- refers to

paper-and-pencil tests or video scenarios that measure applicants' judgement in work settings--"Which of the following ways would you be most likely to respond?" Scored by SMEs

Feedback Orientation (FO)--Includes

perceptions of feedback utility, accountability to use feedback, social awareness through feedback, self-efficacy in dealing with feedback

Types of performance criteria: Subjective Criteria

performance measures based on judgements or evaluations of others rather than objective measures (soft or judgmental criteria)

Work Samples: Situational Judgement Tests (SJTs)-- Have incremental validity over

personality, job experiences and cognitive ability 1) r=.38 with job analysis 2) r=.29 without job analysis

Integrity Tests: Faking also appears to be

possible on some integrity tests

Specific Cognitive Ability Tests

predict the likelihood that an individual will do well in a particular job given his/her specific abilities

Testing Formats: Test=

predictor--of some aspect of the job

Work Samples: Are different from

predictors

Traditional Types of Performance Criteria: Most typical objective criterion is

productivity--the number of acceptable products produced in a given period of time

Checklists: Forced choice checklist:

raters choose two items from a group of four that best describe the employee; purpose is to reduce rater bias/distortion

Recency Error

raters heavily weight their most recent interactions/observations of ratee

Similar-to-me error

raters tend to give more favorable ratings to ratees who are like themselves

Types of performance criteria: Subjective Criteria--typically include

rating or ranking of employees by other employees (Supervisors, coworkers, subordinates)

Contemporary Performance Appraisal Research: Importance of Social-Psychological Context--Early researchers focused on

rating scale formats and believed that accuracy was the primary goal of appraisal

Sources of performance ratings: Multisource feedback--upward appraisal ratings

ratings provided by individuals whose status in the organizational hierarchy is below that ratees

Emotional Intelligence (EI)-- definition

refers to the ability of the individuals to generate, recognize, express, understand, and evaluate their own (and others') emotions

Classification of Tests: Paper-and-pencil vs. Performance tests-- Performance tests

require manipulation of object/piece of equipment

Feedback Orientation (FO)employees on on FO tend to

seek feedback more often than those low on FO

Emotional Intelligence (EI)-- significant correlation between EL and

significant correlation between EL and task performance (r=.47)

interviews: More recent evidence on validity--r=.37

structured interviews were more predictive than unstructured

Conditions limiting relevance: Criterion contamination-- occurs when and two examples

the actual criterion measures things that are not part of the ultimate criterion 1) Random measurement error 2) Bias

Contemporary Performance Appraisal Research: Importance of Social-Psychological Context--Contemporary issues emphasize

the social psychological processess and the social context

Assessment Centers: AT&T management progress study conducted by Bray and colleagues (1974)

traced career development of employees who went through AC 1) Accessors correctly identified 94% as unlikely to be promoted 2) r=.37 to.45

Conditions limiting relevance: Criterion deficiency--refers to

ultimate measure dimensions that are not part of actual measure

Most important purposes of performance appraisals: Personnel decisions

used in deciding who gets promoted, fired, demoted, or laid off; also used in decisions about raises

Multidimensional Criteria and HR Decisions: Performance consists of multiple criteria, so how do we make HR decisions? 1) Create a composite criterion

weighted combination of the multiple criteria--BUT this treats performance like a single construct (which it's NOT!)

General Cognitive ability test: Researchers continue to determine

what other predictors might help account for a greater precentage of criterion variance (incremental validity)

Emotional Intelligence (EI)-- may be an important predictor of

work performance

Leniency--why does this happen?

Raters want to look good, be liked, keep peace in the workplae

Conditions limiting relevance: Criterion deficiency--related to

the extent that these dimensions are not tapped by our criterion measure but are important to the criterion constructConditions limiting relevance: Criterion deficiency--

Personality tests--typically self report

NEO and Hogan inventories, 16 personality factor questionnaire--generally measure the "Big Five"

Personality Tests: Faking--Much debate about the effects of faking on

validity coefficients on non-cognitive tests

Research Errors: Research in cognitive psychology provides I/O psychologists with

valuable information applied to the performance appraisal process

Estimates for Validity Coefficients--Need to be careful and diligent when choosing predictors for use of selection: Using multiple predictors is likely to account for more

variance if the additional variables demonstrate large incremental validity

Specific Cognitive Ability Tests: Validity coefficients range from

.40 to .50

Employee comparison procedures: Rank ordering

can be useful for promotion decisions

Assessment Centers: are expensive

(time and money)

Distributional Errors (examples)

1) leniency 2) central Tendency 3) Severity

Structured Interview Formats (2)-- Situational interview

Focuses on future behavior; interviewees are asked how they would handle work dilemmas or situations

Assessment Centers: Two popular assessment center exercises-- leaderless group discussion (LGD)

Group exercise designed to tap managerial attitudes, requires small group interaction 1) Given an issue to resolve, no roles assigned 2) Observed by accessors

Psychomotor Tests

Measures of sensory abilities that evaluate the speed and accuracy of motor and sensory coordination--E.g., Purdue Pegboard, traditional version and hearing tests 1) Validity

Dynamic Criteria

Measures that reflect performance levels which change over time 1) Problem for I/O psychologists because validity of predictors may deteriorate over time 2) The most effective employees during the first six months on the job are not always the same as those at the end of the next six months

Personality tests--Big Five model and NEO hold up consistently

across cultures

Assessment Centers: used by

many large companies

Contextual performance: Research--social capitial affects

social capital affects the organization's performance and effectiveness