IO Psych Exam 2

Staffing Defintion

Considered the recruiting, selecting, promoting, and separating of employees

High performance work practices (under Staffing)

1. use of a formal job analysis

2. merit based promotions

3. use of formal assessment devices for selection

4. performance management

The Staffing Process (Guion, 1998) 6 Steps

1. Identify applicants (recruiting - who where and how)

2. Preliminary Assessments (interviews, applications)

3. Formal Assessment Process (systemic info gathering)

4. Try to predict right fit between person & job

5. Administrative Procedures (background checks)

6. Placement

* any step can lead to reject

Selection Ratio, abbreviation definitions

SR = index ranging from 0 to 1, reflecting ratio of available jobs to applicants

SR = n/N

n = number of jobs

N = number of applicants

Selection Ratio- What ratio do organizations want?

LOW RATIO - orgs can be more selective when there is a large application pool with more variance and choice

Prediction and Potential Errors (in selection) General definitions

selection battery should inform who is likely to succeed AND not succeed. We want to maximize hits & rejections, and minimize misses & false alarms

False Negative (misses)

Rejected, but would have been a high performer

True Negative (rejections)

Rejected, and would have been a low performer

True Positive (hits)

Hired, and is a higher performer

False Positive (false alarms)

Hired, but is a low performer

Validity Coefficient

reflects the measure of the relationship between predictors and performance criterion

Selection Systems with high validity...

improve decision accuracy. CAN identify high and low performers

Selection Systems with low validity...

reduce decision accuracy. CANNOT identify high and low performers

Cut Scores, general definition

score in a distribution, BELOW which applicants will be rejected (minimum requirement)

What makes a good cut score?

- alignment with job analysis data

- permits selection of qualified candidates

- minimizes both types of errors

What can increase the likelihood of a FALSE NEGATIVE

increasing the cut score (because makes it more competitive and you can miss out on high performers)

Determining Cut Scores, the two ways

1. criterion-reference

2. norm-referenced

Criterion-Reference Cut Score

Find the desired level of performance and make that score the cut off

*more LEGALLY DEFENSIBLE

Norm-Referenced Cut Scores

Based on some index of test-takers scores rather than performance (mean of all performers)

Utility Analysis

costs and benefits, how to maximize staffing procedures while maintaining resources and time

Purpose of Utility Analysis

assess economic return on investment of HR into staffing procedures (what is the most efficient and cheap way to pick someone)

What is considered in staffing

- cost of assessment and false positives

- quantity of applicants

- whether the new method significantly improves base rate of performance

Comprehensiveness of Staffing

enough high-quality info present about candidate to predict likelihood of high performance

Compensatory System

candidates can compensate for weakness in one category through strength in another (low SAT but high GPA)

Hurdle System

non-compensatory

established series of cut scores

more expensive and time consuming hurdles placed later in sequence

Legal Considerations of Staffing, general

1. fairness in decisions

2. legal issues in decisions

3. adverse rulings

Fairness in Staffing Decisions

perceived unfairness in staffing process can lead to legal outcomes for applicant, lawsuits, formal grievances, CWBs

Legal Issues in Staffing Decisions

charges of employee discrimination: Title VII CRA, ADA, ADEA

Adverse Treatment

intentional discrimination, must prove differential treatment than majority members

Adverse Impact

unintentional discrimination through selection/staffing practices, 4/5ths rule, statistical disadvantage

Ways to reduce adverse impacts

recruit diverse pool, examine performance definition and evals, different assessment methods

Vocational Interests

relatively stable preferences, individual difference, persists over lifespan

Vocational Interests linked to

-motivation, job performance, turnover, and training performance

-incremental validity above cognitive ability and personality (job performance, knowledge, intentions)

RIASEC Model 6 Occcupations

Realistic

Investigative

Artistic

Social

Enterprising

Conventional

Accuracy of Interest Inventories

Accuracy = job/career choice

Pretty accurate at predicting actual career choice

Person-Environment Fit (PE)

perceived match between an individual's KSAOs/values with the demands of a job and characteristics of an organization

Brand-Equity Theory: definition

theory for understanding the impact of org image and rep on employee recruitment

Brand-Equity Theory: IMAGE

perception of characteristics, jobs, and people in org.

- PERSONAL eval

- size of company, job demands, diversity

- influences eval of PE fit

Brand-Equity Theory: REPUTATION

perception of how the public evaluates an organization as an employer

- OTHER's perceptions

- influences social identification with company

Brand-Equity Theory: FAMILIARITY

awareness and recognition of employer

- signals legitimacy of org

- impacts image and reputation

Recruitment from an organization's perspective

the process of encouraging qualified applicants to seek employment with a company

purposes of job recruitment

1. identify individuals to fill existing positions (MOST COMMON)

2. find individuals to grow into new positions

3. develop large applicant pool for the future

4. distribute information about an organization to individuals

Recruitment Objectives

- establish specific objectives for recruitment before starting, should result from deliberative process

Recruitment Strategies

direct: towards individuals with specific qualities

- internal: current employees (non-entry level)

- external: outside org, entry or non entry level

Internal Recruitment strengths and weaknesses

- shorter socialization, know employees and process, lower costs

- can homogenize an org

External Recruitment strengths and weaknesses

- can target specific groups, widens pool

- more costly

Recruitment Methods

1. employee referrals

2. job boards (indeed, linkedin)

3. social media/networking

Applicant Reactions to recruitment

- alters perception of org

- determines if applying

- liability potential

- well being stress, esteem

Outcomes of Applicant Reactions

- org attractiveness, recommendations, perceptions

Best practices for positive applicant reactions

timely and informative feedback, relevant and reliable selection methods, respect

Job search components

- intensity and effort

- content

- temporality and persistence

Intensity and Effort individual differences

self regulation +, financial need +, social pressure +, physical health +

content (job search components)

kinds and quality of activities a seeker engages in during job search (focused = specific goals, exploratory = broader goals, haphazard = no clear plan)

temporality and persistence

job search process changes/continues over time, impacts attitudes, emotions, and behaviors as prolonged. normal to waiver over time

assumptions of training and selection

selection: abilities and traits are stable

training: skills, attitudes, behaviors can be changed

training concepts

training is the systematic acquisition of skills/concepts etc that result in improved performance

learning concepts

relatively permanent change in behavior and capability that is produced by experience and practice

why does training matter

workforce/tech/demographics constantly changing, unreasonable to fire and hire new people

training process steps

1. needs assessment

2. training design (determine best method & motivation theories)

3. train

4. training evaluation

needs assessment

identify what training is needed and for who

1. individual; what does this person need?

2. position/task: what does anyone who holds this job need?

3. organization: what do people across the org need

training design, FORMAT

on the job: apprenticeships, job rotation

off-site: distance learning, VR, computer based

training design, LEARNING & MOTIVATION THEORIES

- social learning theory

- goal setting theory

- reinforcement theory

Goal Setting Theory

specific SMART goals are best. feedback enhances motivation, learning, performance

training design, INDIVIDUAL CHARACTERISTICS

1. performance-avoid goal orientation (reduce errors and perceptions of incompetence)

2. learning goal orientation (prioritize new knowledge and strategies to overcome challenges)

3. performance-approach goal orientation (prove competence and show off skills)

training design, LEARNING METHODS

practice and overlearning

- active practice (actively participating in training/work)

- automatic: tasks performed with little attention

- massed: repetitive, cramming, continuous

- distributed: breaks, chunks, gradual

Training Eval, Kirkpatrick's 4 Level Model

1. Reaction

2. Learning

3. Behavioral

4. Results

Training Eval, Kirkpatrick, LEVEL ONE

Reaction criteria --> trainee impressions

- most common

- effectiveness in terms of reactions to training (helpful, useful, validity)

Training Eval, Kirkpatrick, LEVEL TWO

learning criteria --> knowledge acquired

- effective in terms of new knowledge, skills, abilities acquired through training

IMPORTANT

Training Eval, Kirkpatrick, LEVEL THREE

behavioral criteria --> transfer to job performance

- effectiveness in terms of the new behaviors that are exhibited on the job as result of training

Training Eval, Kirkpatrick, LEVEL FOUR

results criteria --> relationship to org. outcomes

effectiveness in terms of economic value that accrues to the org as result of new behaviors

Correlation of Kirkpatrick's levels criteria

not strongly correlated.

utility reactions (useful/practical/relevant) related to whether it led to new behaviors

Three purposes of training evaluations

1. to see if trainees achieved objectives

2. to get feedback to improve the program

3. to justify the cost of the program to top management

goal: transfer of training

can you transfer your knowledge to different tasks and settings, CRITICAL!.

1. demonstrate knowledge and skill post training

2. retain knowledge and skill over time

ways to increase transfer of training

relevant info is presented to right individuals, there is clarity on KSAOs to be learned, opportunities for practice and errors, feedback

Motivation definition

concerns the conditions, forces, and processes responsible for energizing, directing, and sustaining behavior

History of motivation theories: instinctual

people do or do not possess inborn motivation

History of motivation theories: intrinsic and needs-based

motivation comes from within but is driven by fulfilling basic needs

History of motivation theories: extrinsic and rewards based

motivation comes from efforts to seek out rewards and avoid punishments

History of motivation theories: intentional and goal based

motivation comes from a purposeful pursuit and decisions to pursue goals

3 Motivation Frameworks

1. person as machine

2. person as scientist

3. person as intentional

Person as Machine, basics

- need-motive-value theories

- "involuntary" motivation, pushed to satisfy needs and environmental stimuli

Person as Machine, two theories

1. Maslow's Needs: innate drives, motivated to fulfill lowest unmet need. not much support and hard to test

2. Job Characteristics: motivation is function of extent to which individual dispositions fit job characteristics

- five core dimensions influence three psych states, which affect personal and work outcome

Person as Scientist, basics

- cognitive choice theories

- individuals are rational and "voluntary" motivation

Person as Scientist, Theory

1. Equity Theory: dissonance theory, compare their inputs to outputs, social comparison and desire to be treated fairly

Person as Intentional, basics

self-regulation theories, setting monitoring and pursuing goals, voluntary but not necessarily rational

Person as Intentional, Theory

1. Goal-Setting Theory: motivation from efforts to attain goals, shape out pursuits of behavioral outcomes.

- goal acceptance: goal assigned/adopted

- goal commitment: goal internalized as meaningful

- goal setting encourages self-regulation, feedback necessary

- specific and difficult goals are more motivating

Research supported theory of motivation

strongly supports "person as intentional" theories (goal setting theory)

- motivated beahvior for a purpose

- est. goals consistent with personal values

Definition of "team"

2 or more individuals with their own roles/responsibilities, exist to perform org. relevant tasks and share a common goal. possess interdependent tasks

benefits of teams

- perform multiple tasks

- innovation, creativity

- quick and effective

- diversity

- learn and retain

why teams fail

-poor management, lack of empowerment/direction

- conditions not promoting teamwork

- assuming members have skills

- lack of resources

life cycle of a team

team socialization: a process of mutual influence and adjustment

team development: forming, storming, norming, performing, adjourning

team socialization: factors influencing newcomer socialization

- team leader: seen as source of info, has positive implications for satisfaction, commitment, and adjustment

- team member: high expectations (Pygmalion effect) --> higher newcomer role performance

team development stages

1. forming: getting acquainted, polite, explore, establish structure and group tasks

2. storming: conflict emerges, establish ground rules and roles

3. norming: reduce emotional conflict and become more cooperative, develop cohesion and goals

4. performing: prevent group problems and work through, focus on goals and progress

5: adjourning

input-output model of team effectiveness

team effectiveness is core focus of theory and research on teams, enables understanding of team performance

input-output model, INPUTS

1. organizational context (reward/training system, environment, support, tech)

2. task characteristics (what duties are expected)

3. team composition (attributes, mental models, team potency, collective efficacy)

4. team diversity (demographic and psychological diversity)

mental models definition

organized understanding of knowledge that is shared by the team

both knowledge of TASKS and MEMBERS

collective efficacy

group elvel shared belief in teams capacity to perform specific tasks, r = .35

demographic diversity

over time demographically diverse groups will begin to outperform homogenous

psychological diversity

variety of knowledge and skills --> increased innovation and creativity. can have more communication and coordination problems

input-output model, process variables

1. norms (informal rules)

2. communication and coordination (emotional contagion, social loafing)

3. cohesion (desire to remain a team and commit to goals)

4. decision making (impeded by groupthink and polarization)