I/O Psych- Test 2

Chapters 6-10

Staffing Decisions

decisions associated with recruiting, selecting, promoting, and separating employees

Separation from the company is the same as…

layoff

4 parts to staffing decisions

1. Job analysis to identify the characteristics of individuals they would like to hire or

retain (layoff situation)

2. Guides the selection process

3. Candidate pool is gradually narrowed through rejection decisions

4. Selection and placement

High Performance Work Practices

staffing practices with HR is associated with performance

high-performance workplaces according to Huselid (1995)

Practices: formal job analyses, internal hiring, merit-based promotions, and formal selection devices (assessments)

Relationship between HPWP and outcomes

Turnover, firm productivity, and corporate financial performance

Increased usage of HPWP associated with…..

A decrease in turnover

Increase of sales per employees

Increased profitability per employee

Survival in competitive environments and times of economic uncertainty

Stakeholders (who is affected) in a Organization…..

Government

Organization

Managers are….

involved in the decision

Interview

Supervise

Task performance

Coworkers

Practical and emotional consequences

OCB

Applicants

Appropriate, unbiased procedures

Sensitive to treatment

Strongest governmental regulations on staffing….

US and South Africa

Nyfield and Baron (2000) surveyed 14 different countries and found….

Job descriptions are used universally

Educational qualifications and application forms also used widely for initial screening

most common post-screening techniques include interviews and references

unlike common practice in US… Cognitive ability are less frequently studied, and personality tests are more frequent

onl50 50% of countries sampled used statistical/actuarial approaches to decision making

Selection Raito

index from 0 to 1 that reflects the ratio of positions available by the number of applications (SR= # of jobs available/# of people assessed)

Low Selection Raito means that….

a company is selective and is good for the organization

The 3 aspects of evaluation of staffing outcomes are…

Validity

Utility

Fairness

Validity

Was the correct staffing decision made?

Criterion-related – correlates a test score with a performance measure

False Positive Error

incorrect prediction that a person will be successful (incorrectly hiring someone)

False negative

incorrect prediction that a person will be unsuccessful (incorrectly rejecting someone)

true negative

correct rejection (correct prediction that someone will be unsuccessful)

true postiive

correct hire (correct prediction that someone will be successful)

Cut scores

specified point in a distribution of scores below which candidates are rejected

Criterion-referenced for cut scores

consider the desired level of performance for a new hire and find the test score that corresponds to the desired level of performance.

You could use SMEs, measure job performance, and find a corresponding test score

Norm-referenced cut-score

cut score is determined based on some index of test takers’ scores (e.g.,

average/norm)

Uniform Guidelines on Employee Selection Procedures

Official government guidelines designed to assist employers, labor organizations, employment agencies, and licensing and certification boards to comply with federal requirements

Utility Analysis

technique that assesses the economic return on investment (ROI) of human resource interventions such as staffing and training

Cost/benefit

Utility= total finical benefit- total cost

Base Rate

percentage of the current workforce that is performing successfully

Fairness

Value Judgement more so

What can negative feeling lead to when it comes to fairness?

Lawsuit

Filing a grievance with a company rep

counterproductive behavior

Comprehensive staffing model

model that gathers enough high-quality information about candidates to predict the likelihood of their success on the varied demands of the job

Compensatory system

model in which a good score on a test can compensate for a lower score on another

Clinical decision-making

uses judgment to combine information and to make a decision about the relative value of different candidates or applicants…. however it is…

Less valid

Biased

Lower-Quality Decisions

Unreliable

Statistical decision-making

combines information according to a mathematical formula

Best at predicting job performance

Decision-makers, when told this fact…..

still prefer (and believe it is better) to use a combination of clinical and statistical

hurdle system

noncompensatory strategy in which an individual has no opportunity to compensate at a later assessment stage for a low score in an earlier stage

Multiple Hurdle System

Typically expensive/time consuming steps are put later

Multiple regression analysis

method of analysis that results in an equation for combining test scores into a composite based on the correlations among the test scores and the correlations of each test score with the performance score

Cross-validation

gather a second sample and see how the regression equation applies

Deselction…

Termination for cause (ex: firing)

Layoffs, such as downsizing

Selection…..

Small: hire 3 from a pool of 30

Large: hire 500 from a pool of 65,000 (utility is imporant, fairness is also important)

Legal Issues

Employment litigation

 Practice (e.g., performance evaluation)

 Assessment device (e.g., test, interview, etc.)

 Decisions about hiring, promotion, and deselection

 Equal Pay Act

 Family and Medical Leave Act of 1993

 Title VII of the Civil Rights Act of 1964

 Americans with Disabilities Act

 Age Discrimination Act

Outside of the US

US has specific and well-defined laws

 US has well-developed enforcement mechanisms (EEOC)

 US is a model for many other countries

different types of groups protected by laws

Nationality, language, family background, gender, race, skin color, socioeconomic and property status, age, place of residence, religion, political opinion, and political party affiliation, as well as pregnant women, breastfeeding women, women with children younger than age 3, single parents, and caregivers of children with disabilities

Adverse/disparate treatment

More intenetional

Treating majority vs minority employees differently

EXAMPLE: making older indivduals to easier tasks

Adverse/disparate imapct

Unintentional

Practice unintentionally selects minority

employees/applicants at different rates

Training

systematic acquisition of skills, concepts, or attitudes that result in improved performance in another environment

Three parts of training

Cognitive - knowledge

Skill

Affect – attitudes (likes/dislikes)/beliefs

Learning

relatively permanent change in behavior and human capabilities produced by experience/practice

Training needs analysis

a 3-step process required to develop a systematic understanding of where training is needed, what needs to be taught or trained, and who will be trained

3 steps to developing a testing

1) Organizational analysis - examines organizational goals, available resources, and the organizational environment; helps to determine where training should be directed

2) Task analysis - examines what employees must do to perform the job properly

3) Person analysis - identifies which individuals in an organization should receive training and what kind of instruction they need

ADDIE Model

Analysis

• TNA: org, person, and task

Design

• Learning objectives and lesson plan

• Create an evaluation plan

Development

• Content creation

Implemntation

• Modality?

Evaluation

• Effectiveness

• Make Changes

Trainee readiness

whether employees have the personal characteristics necessary to acquire knowledge from a training program and apply it to the job

"g” is predictive of performance in training

high-ability trainees will be board if the training is too easy

low-ability trainees will have trouble keeping up if training is too hard

Performance orientation

concerned with doing well in training and being evaluated positively

• Abilities as fixed

• Not open to learning environments that encourage errors/mistakes

• Focus on performing well (even at the expense of learning)

• Sensitive to feedback, resulting in reduced effort and goals in challenging situations

Mastery orientation

focus on increasing competence for the task

• View errors/mistakes as part of the process

• Flexible and adaptable

  • articularly critical for learning complex tasks

Trainee motivation

extent to which trainees are interested in attending, learning from, and transferring the skills and knowledge acquired in training back to the job

Reinforcement Theory

Early theory of learning

B.F. Skinner (1954)

Proposed that learning results from the association between behaviors and rewards

Operant conditioning

Operant conditioning

Positive reinforcement occurs when behavior is followed by a reward, which increases the probability that the behavior will be repeated

Can be used to incentivize training

SOCIAL COGNITION

Social cognitive theories

• Focus on how individuals process and interpret information

• Memory, judgment, reasoning

• Learning is more than punishment/reinforcement

• Social learning theory

• Observational learning

social learning theory

humans learn from others

Observational learning

occurs when people watch someone perform a task and mentally reherse

examples of observational learning

mentoring someone, shadowing, asking questions

self-efficacy

he belief in one’s capability to perform a task or reach a goal

goal setting

motivational approach in which specific, difficult goals direct attention

feedback

knowing the results of one’s actions; enhances learning

INFORMATION PROCESSING THEORY

Input —> SM (could be forgotten) —> (attention) STM (reherseal) —→ LTM

active practice

participating rather than passively observing someone else

What does overlearning result in?

automaticity (performance with limited attention)

Fidelity

extent to which the task trained is similar to the task required on the job

Physical fidelity

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

example of Physical fidelity

airplane simulator tasks accurately represent the layout of the cockpit as well as the motions needed in an actual aircraft

Psychological fidelity

extent to which the training task helps trainees to develop the KSAOs necessary to perform the job

example of Psychological fidelity

a fire lieutenant in a simulated setting - respond to a simulated fire - elicit communication and decision-making skills

Whole learning

entire task is practiced at once

it is more effective when a complex task has a high organization

part learning

subtasks are practiced separately and later combined

Massed practice

conditions in which individuals practice a task continuously and without rest

Distributed practice

condition that provides individuals with rest intervals between practice sessions, which are spaced over a longer period of time

• Practice results in more efficient learning and retention

• Rest periods reduce fatigue and allow time for strengthening of learned associations

• Good for simple motor tasks

• More complex the task, the more benefit the rest period has

on-site training

On-the-job training is the most common

Off-Site

Classroom lectures are common, and they give a lot of info, but they are passive

programmed instruction is self-paced, and is online

Simulators (fidetly)

transfer

degree to which trainees apply the knowledge, skills, and attitudes gained in training to their jobs

Transfer of training climate…..

can inhibit or facilitate the transfer

• Support

• Learning culture

• Feedback

• Opportunities to transfer

Horizontal transfer

across different settings or contexts at the same level of the organization

Vertical transfer

across different levels of the organization; concerned with the link between individual training outcomes and outcomes at higher levels of the organization, such as teams

training evaluation

systematic collection of descriptive and judgmental information that can be used to make effective training decisions

Kirkpatrick Model

1. Reaction

2. Learning

3. Behavior

4. Results

The Kraiger Model

also known as Decision-Based Evaluation

Utility Analysis

Different procedures for calculating utility

Pretest–posttest control group design

generally includes random assignment of participants to conditions, a control group, and measures obtained both before and after training has occurred

HiPo

high potentional

LoPo

low potentional

assessment centers

collection of exercises (Ex: role play, leaderless group discussion)

360-degree feedback

feedback from many sources

coaching

practical, goal-focused, one-on-one type of development

Motivation

variations in intensity, persistence, quality, and direction of ongoing behavior

instincts

Inborn tendency that is thought to direct behavior

Humanistic psychology was cerated by and focused on….

Maslow

needs, motives, and drives

behaviorism

B.F. Skinner

cause of behavior lies in the enviornment

Broad Theory

developed by Kurt Lewin in 1939

Field theory= f(P, E)

Motivation today is

Largely cognitive and emotional

1930s-60s (person as a machine)

motivation is unconsious

1960s-today (person as a scientist)

People are intentional and rational

Consciously direct motivation

why do we even care about moivation?

it impacts performance

PERFORMANCE = (MOTIVATION X ABILITY) - SITUIONAL CONSTRAINTS

Work-life balance

managing your job responsibilities while keeping enough time and energy for family, health, hobbies, and personal well-being

Who is Motivated?

Conscientious and emotionally stable workers

neuroticism: negatively related to motivation

Conscientiousness: positively related to motivatio