pd week 7 rhuari

Biodata

information about candidates' interests, work experiences, training, and education
- objective and scorable
- future success can be predicted from past success at the workplace

Paper-and-Pencil Integrity Tests

evaluates attitudes and experiences relating to honesty, dependability, truth worthiness and pro-social behaviours
2 sections:
- theft or other forms of dishonesty
- overt admissions of theft and other illegal activities

- easily faked and not high validity -\> not good for job performance predictions

work sample tests

tests that require applicants to perform tasks that are actually done on the job

situational exercise

assessment tools that require the performance of tasks that approximate actual work tasks (but only a bit of it, not the entire job)

Assessment centers

a series of managerial simulations, graded by trained observers, that are used to determine applicants' capability for managerial work (presentations and problem solving exercises)

Performance measures

objective indices, such as total profit

- rate of productivity might not only lay in the hands of the worker
- production counts are not applicable to most jobs like judges
- emphasis on production might distort quality of input
- might not be reliable over short periods of time

supervisor rating scale forms

1. graphic rating scales
2. critical incidents checklists
3. behaviourally anchored rating scale (BARS)
4. forced- choice scale

critical incident checklist

induce actual episodes of desirable and undesirable on the job behaviour

Graphic rating scale

include trait labels, definition of those and continuum of the rating -\> simple but need accurate definitions

Behaviourally anchored rating scale (BARS)

experts identify performance dimensions, generate behavior examples and rate these meaningfully (complex, time consuming and expensive) on a continuum -\> focuses on behaviours

-\> BOS is the same BUT not on continuum
(almost never - almost always scale)

Forced choice scale

eliminate bias and subjectivity by forcing a choice between options that are equal in social desirability (large effort to construct)

leniency or severity errors

- When supervisors tend to rate workers at the extremes of the scale
- rater bias

sources of leniency

- social dynamics (tendency to be liked by employees)
- attractive of employee

sources of severity

- when supervisors rate all aspects of performance with extreme negative values

central tendency errors

supervisor rates all aspects of performance as average

context errors

supervisors rates by comparing the employees rather then basing upon objective performance

criterion contamination

the part of the actual criterion that is unrelated to the conceptual criterion

Such as:
- opportunity bias
- group characteristics
- knowledge of predictor bias

opportunity bias

workers have different opportunities for success

group charecteristics

characteristics of the group affect individual performance

knowledge of predictor bias

supervisors permits personal knowledge about employee to affect the appraisal