13.2 - industrial psychology: selecting and evaluating employees

1. Employee Selection

a. Job Analysis

• Purpose: Define and describe the specific tasks and requirements of a job for hiring and evaluation.

• Two main approaches:

  • Task-Oriented Analysis:

    • Lists the detailed tasks to be performed.

    • Each task rated by frequency, difficulty, and importance.

  • Worker-Oriented Analysis (Job Specification):

    • Focuses on the attributes required of the worker.

    • Identifies Knowledge, Skills, and Abilities (KSAs).

• Data Collection Methods:

  • Observation of proficient workers.

  • Surveys and interviews with current employees, peers, and supervisors.

  • Use of standardized databases like O*Net which compiles occupational information such as tasks, KSAs, work styles, and personality requirements.

b. Candidate Analysis and Testing

• Matching candidate characteristics to job KSAs ensures better job fit.

• Evaluation methods include:

  • Tests:

    • If you want, I can provide more detailed explanations on interview best practices, training evaluation methods, or legal case examples in industrial psychology. Let me know!

Related

How do task-oriented and worker-oriented job analyses differ in identifying candidates

In what ways do personality and nonverbal cues influence interview outcomes

When might strict cuPersonality tests (e.g., measuring traits like agreeableness relevant to the job).

• Cognitive ability tests (IQ or Wonderlic Personnel Test).

• Integrity tests.

• Physical fitness and drug tests.

• Interviews:

  • Structured interviews: Same questions for all candidates, with standardized scoring for better comparability and predictive validity.

  • Unstructured interviews: Less standardized, more flexible but less reliable.

  • Social and nonverbal cues influence interview outcomes (e.g., warmth, eye contact, similarity to interviewer).

  • Impression management (e.g., self-promotion by candidates) can positively affect interviewer ratings, but overdoing it may backfire.

• Cutoff Scores:

  • Used to screen candidates based on test results.

  • Example: Police department rejecting a candidate for scoring too high on a cognitive test based on the rationale of job fit.

  • May prevent hiring potentially qualified candidates; balance between consistency and flexibility is needed.

2. Kinds of Job Training

• Orientation Training:

  • Introduces new employees to company history, policies, culture, and administrative procedures.

  • Emphasizes learning organizational norms, values, and work expectations.

  • Often uses group presentations, software modules, and HR involvement.

• On-the-Job Training:

  • Job-specific skill development.

  • May be formal or informal.

• Mentoring:

  • Experienced employees guide and support new employees.

  • Benefits include improved performance, motivation, career satisfaction, and advancement.

  • Mentoring benefits both protégé and mentor.

  • Gender- and race/ethnicity-matched mentoring pairs often report better psychosocial support; cross-demographic mentorship can enhance career outcomes.

• Training Effectiveness:

  • Evaluated by immediate reactions, post-training tests, behavioral observations, and organizational outcomes (productivity, profits).

  • Various methods: self-instruction, lectures, computer-assisted training have shown effectiveness.

3. Performance Assessment

• Purpose: Evaluate employee performance to support development, identify training needs, and make administrative decisions (e.g., promotions, termination).

• Performance Appraisal Process:

  • Based on initial job analysis and personal/organizational goals.

  • Frequent documentation and formal annual meetings between employee and supervisor.

  • Used to address strengths, areas for improvement, rewards, and consequences.

  • May include probationary periods for new hires.

• Advanced Appraisal Methods:

  • 360-Degree Feedback:

    • Combines ratings from supervisors, peers, subordinates, customers, and self.

    • Provides a comprehensive view of performance.

    • Can help employees identify discrepancies in perceptions and improve.

    • Studies show mixed reliability of peer and self-ratings, but variability may encourage growth.

• Effectiveness Challenges:

  • Some performance evaluations disliked or distrusted.

  • Success depends on fitting appraisal style to organizational culture and proper implementation training.

  • Ongoing research focuses on improving fairness, motivation, and accuracy.

4. Legal and Ethical Issues in Selection and Assessment

• Discrimination in Hiring:

  • Unlawful to base hiring on age, race, sex, pregnancy, religion, disability, sexual orientation, or other protected statuses unless legally exempted (Bona Fide Occupational Qualifications - BFOQs).

  • Employers cannot ask certain personal questions that reveal protected status.

• Laws and Agencies:

  • Equal Employment Opportunity Commission (EEOC) enforces anti-discrimination laws.

  • Important laws include:

    • Title VII of the Civil Rights Act (1964)

    • Age Discrimination in Employment Act (1967)

    • Americans with Disabilities Act (1990)

• Cutoffs and Testing Controversies:

  • Use of cutoff scores must be justified and consistently applied.

  • High test scores may sometimes disqualify candidates if deemed poor job fit (e.g., police IQ cutoff).

  • Selection methods must balance valid job prediction and avoid unfair exclusion.

• Example Case:

  • Hooters employs only women for waitstaff citing sex appeal as a business necessity.

  • Courts use tests to assess BFOQs, with case-by-case rulings balancing business needs and anti-discrimination principles.

Summary Table