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Handbook of Psychology, Second Edition
Abstract
This chapter is built on a broad view of “individual assessment” relative to its use in industrial and organizational settings. In constructing our treatment, we address historical, theoretical, as well as practical issues surrounding assessments in work settings. Specifically, we highlight the multiple purposes, the types of factors measured, the approaches used, and the role that assessment must play to ensure business success. While the skills and techniques involved in workplace assessments would be familiar to most psychologists, the application of the former must be sensitive and appropriate to particular work-context realities. Therefore, our treatment of assessment is embedded within a broader discussion of the business and technical considerations inherent in the workplace. We begin the chapter with a brief historical introduction to the role and development of assessments in work settings, including a discussion of purposes for, attributes of, and approaches to assessment. Following this, attention is given to the technical implementation of assessments, the focus of those assessments, and the major tools used to conduct these assessments. Finally, we conclude our chapter with an examination of the major issues surrounding contemporary assessment in work settings such as business necessity, social policy, and technical/professional concerns.
Keywords:
employee appraisal;
executive coaching;
personnel selection;
promotion criteria;
psychological assessment;
training needs assessment
... Efektifitas bisnis proses perusahaan diukur dengan kinerja hasil dan merupakan tercapainya program manajer. kinerja perusahaan dapat diukur dengan keuntungan (Brigman, 1995). Kaplan dan Norton (1992) menjelaskan balanced scorecard (BSC) merupakan ukuran kinerja menyeluruh baik secara finansial maupun operasional. ...
p> The purposed of this study to examined the influence of ethical leadership on the performance of SOEs in Indonesia, either directly or via a variable good corporate governance practices as a mediating variable. This study using both of primary data, ethical leadership variable and secondary data, good corporate governance index and performance of SOEs. SOEs performance are extracted from two type, first the company's health and assessment criteria for performance excellence. Both of these performance measures has been assesed both of by internal assessment and also the SOE and independent parties.This research used data of 63 state-owned enterprises with such criteria. Primary data such as ethical leadership data, obtained from the Vice President, Senior Vice President of 63 SOEs. SOEs data obtained from internal asesment and by independen party. Results of the study revealed that ethical leadership significant effect on organizational performance. Ethical leadership directly positive significant effect on organizational performance, while good corporate governance can not be a mediating variable. This study also proved significant influence ethical leadership positively to good corporate governance. Other findings, good corporate governance positively affects organizational performance. Ethical leadership a more direct impact on organizational performance compared to the indirect influence through the mediating variables of good corporate governance. The findings reveal the higher index of corporate governance and ethical leadership, the higher the performance of the organization. </p
... Schmidt and Hunter (1998) conducted a meta-analysis study of personality measures used in recruitment decisions. They concluded that cognitive ability measures are the most critical determinants of performance and work-related learning (Klimoski and Zukin, 2003). ...
Over the past decades, Cloninger et al. have developed a biosocial model of personality based on four temperaments and three characteristics. This multidimensional psychobiological model of personality presents in the temperament and character inventory – revised (TCI-R) form. Temperament subscales are novelty seeking (NS), harm avoidance (HA), reward dependence (RD), and persistence (P), and character subscales are self-directedness (SD), cooperativeness (CO), and self-transcendence (ST). The study has been used in different disciplines of science, especially in psychology. Behavioral finance is one of these disciplines of science. TCI is frequently used, especially for investor biases. In this chapter, TCI is used to examine the relationship between investor biases and personality. The first three chapters are about personality. Personality, personality approaches, and personality measurement methods examined in these sections. In the fourth part, emotional biases in financial investment decisions searched. In the fifth part, literature studies showing the relationship between personality and financial decisions included. Finally, a field survey is conducted, and findings are revealed.
... This is achieved through measurement. In the most basic sense, measurement is a system for conceptualizing, observing and describing the quality and quantity of the phenomena that we study (Klimoski and Zukin 2003). These systems are closely tied to the development and advancement of theories (Judd and McClelland 1998) and the practical utilization of research findings (Aguinis et al. 2002). ...
Despite its importance, measurement has received less attention in the management sciences than it deserves. Currently, there is an over‐reliance on a narrow set of methods of measuring cognitive, affective, motivational, attitudinal and individual difference constructs that are often of interest in behavioural management research. The authors argue that there is a need to expand the scope of the measurement methods commonly employed by management researchers and that a greater diversity of measurement methods would benefit the field by contributing to theory development and the pursuit of new areas of research. The goals of this review are twofold: (1) to increase awareness among management researchers of the alternative measurement methods that can capture many of the cognitive, affective, motivational, attitudinal and individual difference constructs of interest; (2) to critically evaluate how these methods can and should be used, with a focus on both the strengths and limitations of each method. This review focuses on three classes of measures: physiological and biological measures; experience‐sampling measures; and implicit measures. These measures have had a tremendous impact on the research and theories of other fields such as marketing and economics, despite still being in their infancy. The authors believe that these three classes of measures have the potential to impact the nature and scope of management research and theory as well.
During the past 30 years, individual psychological assessment (IPA) has gained in use and in value to organizations in the management of human resources. However, even though IPA is considered a core competency for industrial–organizational (I–O) psychology, its practice is not without critics. This article is written not only to address several criticisms of IPA but also to discuss a variety of issues that must be taken into consideration if IPA is to advance as a major component of the I–O scientist–practitioner model. We rely upon a working definition of IPA in general but, when possible, focus on executive assessment in particular, given its high level of complexity and growing popularity. We discuss the effectiveness of assessment practice, including the ongoing statistical versus clinical prediction argument and the difficulties with establishing validity. Although we are confident that IPA has many strong research and practice underpinnings, we also propose some important research questions, training guidelines, and opportunities for assessing psychologists to improve their practices.
Purpose
To gather information on assessor beliefs and behaviors in relation to assessee faking issues on a personality inventory in the individual assessment process.
Design/methodology/approach
A survey approach was used in this research. Totally 77 experienced assessors who conducted individual assessments for an international consulting firm responded to the survey. Analyses of mean item rankings were used to answer several research questions.
Findings
Major results of the study were: assessors believe faking is a problem; assessors believe they can detect faking; and assessors believe they can effectively eliminate all of the effects of faking when evaluating the candidates.
Practical implications
The first implication from this research is that assessors believe that they can detect and deal with faking despite a paucity of evidence to support it. The second implication is that organizations may be reluctant to continue to develop effective methods of identifying and dealing with faking if their assessors mistakenly believe they are already successfully doing so.
Originality/value
This study is the first to survey experience assessors regarding their beliefs and perceptions of faking issues in the individual assessment process and is designed to garner immediate practical insights and ideas for future testable hypotheses.
A review of the extant literature and new empirical research suggests that social desirability is not much of a concern in personality and integrity testing for personnel selection. In particular, based on meta-analytically derived evidence, it appears that social desirability influences do not destroy the convergent and discriminant validity of the Big Five dimensions of personality (Emotional Stability, Extraversion, Openness to Experience, Agreeableness, and Conscientiousness). We also present new empirical evidence regarding gender and age differences in socially desirable responding. Although social desirability predicts a number of important work variables such as job satisfaction, organizational commitment, and supervisor ratings of training success, social desirability does not seem to be a predictor of overall job performance and is only very weakly related to specific dimensions of job performance such as technical proficiency (r = -.07) and personal discipline (r = .05). Large sample investigations of the moderating influences of social desirability in actual work settings indicate that social desirability does not moderate the criterion-related validities of personality variables or integrity tests. The criterion-related validity of integrity tests for overall job performance with applicant samples in predictive studies is .41. Controlling for social desirability in integrity or personality test scores leaves the operational validities intact, thereby suggesting that social desirability functions neither as a mediator nor as a suppressor variable in personality-performance and integrity-performance relations. Theoretical explanations of why social desirability does not influence criterion-related validity are reviewed.
Working from the premise that validity is necessary but not sufficient for effective long-term selection system operation, we propose a framework that recognizes multiple, often conflicting standards for evaluating public sector selection systems. Three clusters of standards that represent procedural justice-fairness, scientific-technical adequacy, and feasibility-utility are identified and discussed. Stakeholder groups that include political entities, management, labor unions, and system designers (internal and external consultants) often order these standards differently. When applied to a unionized environment, the framework suggests that optimizing all sets of standards may be a better strategy than maximizing any one set. Advice is presented for general and specific cases that may confront the researcher or practitioner.
Guidelines are proposed for evaluating a computerized adaptive test. Topics include dimensionality, measurement error, validity, estimation of item parameters, item pool characteristics and human factors. Equating CAT and conventional tests is considered and matters of equity are addressed.
Based on data from 4 independent studies reported by R. Vineberg and E. N. Taylor (1972) with a total sample size of 1,474, path analysis was used to examine the causal impact of job experience on job knowledge, performance capability as measured by job sample tests, and supervisory ratings of job performance. Findings support the conclusion that (1) when mean job experience is 2–3 yrs, there is substantial variance in job experience and (2) when the jobs are of an intermediate complexity level, job experience has a substantial direct impact on job knowledge and a smaller direct impact on performance capabilities as assessed by job sample measures. Job experience also has a substantial indirect effect on work sample performance through its effect on job knowledge, which, in turn, was found to be the strongest determinant of work sample performance. The pattern and magnitude of causal effects of general mental ability were similar to those of job experience. The effect of job knowledge on supervisory ratings was several times stronger than the effect of job sample performance, confirming the findings of J. E. Hunter (1983). When job experience was held constant, the direct impact of ability on the acquisition of job knowledge increased substantially, and this, in turn, increased the indirect effect of ability on job sample performance. (28 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The purpose of this investigation was to explore the extent to which employment interview evaluations reflect cognitive ability. A meta-analysis of 49 studies found a corrected mean correlation of .40 between interview ratings and ability test scores, suggesting that on average about 16% of the variance in interview constructs represents cognitive ability. Analysis of several design characteristics that could moderate the relationship between interview scores and ability suggested that (a) the correlation with ability tends to decrease as the level of structure increases; (b) the type of questions asked can have considerable influence on the magnitude of the correlation with ability; (c) the reflection of ability in the ratings tends to increase when ability test scores are made available to interviewers; and (d) the correlation with ability generally is higher for low-complexity jobs. Moreover, results suggest that interview ratings that correlate higher with cognitive ability tend to be better predictors of job performance. Implications for incremental validity are discussed, and recommendations for selection strategies are outlined. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This article summarizes the practical and theoretical implications of 85 years of research in personnel selection. On the basis of meta-analytic findings, this article presents the validity of 19 selection procedures for predicting job performance and training performance and the validity of paired combinations of general mental ability (GMA) and the 18 other selection procedures. Overall, the 3 combinations with the highest multivariate validity and utility for job performance were GMA plus a work sample test (mean validity of .63), GMA plus an integrity test (mean validity of .65), and GMA plus a structured interview (mean validity of .63). A further advantage of the latter 2 combinations is that they can be used for both entry level selection and selection of experienced employees. The practical utility implications of these summary findings are substantial. The implications of these research findings for the development of theories of job performance are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Describes 2 independent reports, recently completed by the American Psychological Association (APA) and the US Congress Office of Technology Assessment, that examined many scientific and measurement issues concerning integrity testing (e.g., validity, criterion relevance). Background data are offered on a variety of tests collected by a survey of test publishers, providing a view of the industry's scope (e.g., test audience, user screening, score reporting) not available elsewhere. In the light of APA's
Ethical Principles for Psychologists and Code of Conduct (APA, 1992), unresolved concerns are addressed that have a wide range of implications for the profession of psychology, the testing industry, and public policy (e.g., cutting scores, user screening and training, and test marketing practices). (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper reviews the validity evidence for systematic methods used to evaluate training and experience (T&E) ratings in personnel selection. Meta-analytic summaries of the data indicate that validity varies with the type of T&E evaluation procedure used. The lllinois job element and behavioral consistency methods each demonstrated useful levels of validity (.20 and .45, respectively) with small corrected standard deviations, thus supporting validity generalization. Both the point and task methods yielded low mean validities (.11 and .15, respectively) with larger variability. The authors hypothesized that both the point and task methods were affected by a job experience moderator. Partial support for this hypothesis was found. Moderator analyses suggested that the point method was most valid when the applicant pool had low mean levels of job experience and was least valid with an experienced applicant pool. Additional research is desirable on all T&E methods to decrease the potential impact of second-order sampling error in the meta-analytic results. Further research is also needed to explicate the constructs measured by T&E evaluations.
The purpose of this article is to define and explain a trend that has caused a great deal of confusion among HR researchers, practitioners, and consumers of HR-related services: competency modeling. The Job Analysis and Competency Modeling Task Force, a work group jointly sponsored by the Professional Practice Committee and the Scientific Affairs Committee of the Society For Industrial and Organizational Psychology, has recently concluded a 2-year investigation into the antecedents of competency modeling and an examination of the current range of practice. Competency modeling is compared and contrasted to job analysis using a conceptual framework (reflected in a 10-dimension Level of Rigor Scale) that practitioners and researchers may use to guide future work efforts, and which could be used as a basis for developing standards for practice. The strengths and weaknesses of both competency modeling and job analysis are identified and, where appropriate, recommendations are made for leveraging strengths in one camp to shore-up weaknesses in the other.
Management fashion setters disseminate management fashions, transitory collective beliefs that certain management techniques are at the forefront of management progress. These fashion setters-consulting firms, management gurus, business mass-media publications, and business schools-do not simply force fashions onto gullible managers. To sustain their images as fashion setters, they must lead in a race (a) to sense the emergent collective preferences of managers for new management techniques, (b) to develop rhetorics that describe these techniques as the forefront of management progress, and (c) to disseminate these rhetorics back to managers and organizational stakeholders before other fashion setters. Fashion setters who fall behind in this race (e.g., business schools or certain scholarly professional societies) are condemned to be perceived as lagging rather than leading management progress, as peripheral to the business community, and as undeserving of societal support. This article is not a plea for business school scholars to become slaves to management fashion. Rather, it urges these scholars not only to study the management-fashion-setting process and to explain when and how it fails to serve shareholders, employees, managers, students, and other stakeholders, but also to intervene in this process in order to render it a more technically useful, collective learning process for these stakeholders.
This study compared the predictive accuracy of measured versus expressed interests over a 21-year period using as a criterion occupational membership at age 36. Subjects were 83 males whose measured and expressed interests were elicited at ages 15, 18, and 25. The Strong Vocational Interest Blank was used to determine measured interests while expressed interests were determined through a combination of questionnaires and interviews. C. McArthur's (Journal of Applied Psychology, 1954, 38, 346–353) method was employed to determine the predictive validity of subjects' measured interests. The predictive validity of expressed interests was determined by using A. Roe's (The psychology of occupations. New York: Wiley, 1956; Journal of Counseling Psychology, 1957, 4, 212–217) scheme for occupational classification to code occupational preferences and compare them to age 36 occupations. Results indicated that at each point in the study expressed interests were slightly better predictors of age 36 occupational membership than measured interests. Supplementary analyses revealed no relationship between the extent to which subjects' measured or expressed interests corresponded to age 36 occupations and either overall job or career satisfaction.
This study reviews the literature on groups to determine the knowledge, skill, and ability (KSA) requirements for teamwork. The focus is on: (1) KSAs rather than personality traits; (2) team rather than technical KSAs; and (3) the individual rather than team level of analysis. Fourteen specific KSAs are derived. Then, the implications of these teamwork KSAs for the modification or development of human resource (HR) management systems are determined, and research issues are discussed.
Personality researchers are converging on the “Big Five?’ personality constructs as a taxonomy for describing the basic dimensions of personality. If, however, prediction rather than description is important, the Big Five may not be an adequate taxonomy. This article presents data that suggest the Big Five is not an adequate taxonomy of personality variables for predicting important criteria. The Big Five constructs are too heterogeneous and incomplete. A nine-factor taxonomy is presented along with correlational evidence demonstrating differential prediction of criteria for each of the nine personality constructs.
This study investigated the relation of the "Big Five" personality di- mensions (Extraversion, Emotional Stability, Agreeableness, Consci- entiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled). Results indicated that one dimension of person- ality. Conscientiousness, showed consistent relations with all job per- formance criteria for all occupational groups. For the remaining per- sonality dimensions, the estimated true score correlations varied by occupational group and criterion type. Extraversion was a valid pre- dictor for two occupations involving social interaction, managers and sales (across criterion types). Also, both Openness to Experience and Extraversion were valid predictors of the training proficiency criterion (across occupations). Other personality dimensions were also found to be valid predictors for some occupations and some criterion types, but the magnitude of the estimated true score correlations was small (p < .10). Overall, the results illustrate the benefits of using the 5- factor model of personality to accumulate and communicate empirical findings. The findings have numerous implications for research and practice in personnel psychology, especially in the subfields of person- nel selection, training and development, and performance appraisal.
This study compared the original intrinsic and extrinsic subscales of the Minnesota Satisfaction Questionnaire short form to revised subscales using data from two samples. The revised subscales were formed according to critiques by several researchers. Confirmatory factor analysis of the original and revised subscales supported the discriminant validity of scores on the intrinsic and extrinsic job satisfaction measures. Several hierarchical regression models were tested that included job involvement, overall job satisfaction, and volitional absence variables, in addition to the job satisfaction components. The analyses from both samples indicated that revising the intrinsic and extrinsic subscales made little difference in the results obtained.
Despite. the widespread interest in the topic of organizational citizenship behaviors (OCBs), little empirical research has tested the fundamental assumption that these forms of behavior improve the effectiveness of work groups or organizations. This article examines the assumption that OCBs improve the effectiveness of work groups or organizations in which they are exhibited. First, several theoretical and conceptua1 explanations of why OCBs may improve organizational effectiveness are provided. Following this, a review of the available empirical evidence is provided. The results of this review indicate that OCBs make important contributions to the variance in organizational effectiveness, although helping behavior tends to have more system- atic effects than either sportsmanship or civic virtue. Finally, the implications of these findings for future research are discussed.
L'auteur discute un modele a cinq facteurs de la personnalite qu'il confronte a d'autres systemes de la personnalite et dont les correlats des dimensions sont analyses ainsi que les problemes methodologiques
In this article, the results of a meta-analysis that investigates the degree to which dimensions of the Five-Factor Model (FFM) of personality are related to performance in jobs involving interpersonal interactions are reported. The article also investigates whether the nature of the interactions with others moderates the personality-performance relations. The meta-analysis was based on 11 studies (total N = 1,586). each of which assessed the FFM at the construct level using the Personal Characteristics Inventory. Results support the hypothesis that Conscientiousness, Agreeableness, and Emotional Stability are positively related to performance in jobs involving interpersonal interactions. Results also support the hypothesis that Emotional Stability and Agreeableness are more strongly related to performance in jobs that involve team- work (where employees interact interdependently with coworkers), than in those that involve dyadic interactions with others (where employees provide a direct service to customers and clients). Implications for developing theories of work performance and for selecting employees are discussed.
Meta-analysis (Hunter, Schmidt, & Jackson, 1982) of 50 assessment center studies containing 107 validity coefficients revealed a corrected mean and variance of .37 and .017, respectively. Validities were sorted into five categories of criteria and four categories of assessment purpose. Higher validities were found in studies in which potential ratings were the criterion, and lower validities were found in promotion studies. Sufficient variance remained after correcting for artifacts to justify searching for moderators. Validities were higher when the percentage of female assessees was high, when several evaluation devices were used, when assessors were psychologists rather than managers, when peer evaluation was used, and when the study was methodologically sound. Age of assessees, whether feedback was given, days of assessor training, days of observation, percentages of minority assessees, and criterion contamination did not moderate assessment center validities. The findings suggest that assessment centers show both validity generalization and situational specificity. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This book describes a 2-yr effort to develop a comprehensive occupational information system, suitable for many purposes, that would primarily reside in electronic media. The product of this effort is a prototype of the national occupational information system intended to replace the "Dictionary of Occupational Titles" (U.S. Dept of Labor, 1991) and its supporting technology.
As a result of the many changes taking place in the workplace, it's difficult to forecast the long-term effects of these changes. This book proposes to address the issue of how we should change the ways in which we think about, analyze, and structure occupations. The authors believed that by drawing on the best available thinking and research about the purposes, methods, and uses of occupational analysis, we could develop a comprehensive yet flexible occupational information system that would have the capability to meet the needs of a diverse set of users in an efficient, timely manner and they developed a working prototype of that system. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Issues common to both the process of building psychological theories and validating personnel decisions are examined. Inferences linking psychological constructs and operational measures of constructs are organized into a conceptual framework, and validation is characterized as the process of accumulating various forms of judgmental and empirical evidence to support these inferences. The traditional concepts of
construct-, and
content-, and
criterion-related validity are unified within this framework. This unified view of validity is then contrasted with more conventional views (e.g., Uniform Guidelines, 1978), and misconceptions about the validation of employment tests are examined. Next, the process of validating predictor constructs is extended to delineate the critical inferences unique to validating performance criteria. Finally, an agenda for programmatic personnel selection research is described, emphasizing a shift in the behavioral scientist's role in the personnel selection process. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Response bias continues to be the most frequently cited criticism of personality testing for personnel selection. The authors meta-analyzed the social desirability literature, examining whether social desirability functions as a predictor for a variety of criteria, as a suppressor, or as a mediator. Social desirability scales were found not to predict school success, task performance, counterproductive behaviors, and job performance. Correlations with the Big Five personality dimensions, cognitive ability, and years of education are presented along with empirical evidence that (a) social desirability is not as pervasive a problem as has been anticipated by industrial-organizational psychologists, (b) social desirability is in fact related to real individual differences in emotional stability and conscientiousness, and (c) social desirability does not function as a predictor, as a practically useful suppressor, or as a mediator variable for the criterion of job performance. Removing the effects of social desirability from the Big Five dimensions of personality leaves the criterion-related validity of personality constructs for predicting job performance intact. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Employee reliability (or unreliability) is often conceptualized quite narrowly—for example, as employee theft. But theft is just one element in a larger syndrome of antisocial behavior. Consequently, employee screening procedures that focus on theft necessarily ignore a number of other indicators of unreliability; these include substance abuse, insubordination, absenteeism, excessive grievances, bogus worker compensation claims, temper tantrums, and various forms of passive aggression. In this article we describe the development and validation of a personality measure designed to assess a construct called organizational delinquency. Data from several studies show that scores on this measure are related to a wide range of indicators of both positive and negative work performance. Persons with low scores on the measure engage in a variety of counterproductive behaviors on the job; persons with high scores tend to be well liked by their supervisors and coworkers. We also discuss the economic consequences of using this measure. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The concurrent validity of the Strong-Campbell Interest Inventory (SCII) and the predictive validity of the SVIB were studied in an 18-yr follow-up of a university counseling center group of male college graduates. Results were compared with a previous 12-yr follow-up of the same Ss using C. McArthur's method (1954). The SCII had concurrent validity greater than the SVIB (T399) even after correction was made for a higher percentage of high standard scores on occupational scales. Predictive validity for 18 yrs was not quite as good as for 12 yrs. Although group data were similar for the predictive validity studies, classifications of individuals between studies varied substantially. A 6-yr predictive validity study for the SVIB (T399) had validity comparable to predictive studies using an earlier edition of the SVIB. Job satisfaction and satisfaction with type of work were statistically different, but resulted in no practical difference when used as a correlate with standard occupational scale score. (21 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The selection interview is widely used in law enforcement agencies for making decisions about police academy appointments. The present study examined the validity of the interview for predicting on-the-street performance of police officers in the Dade County (Florida) Public Safety Department. Data were gathered in a 1-yr period during which 399 White male applicants were interviewed and 150 of them were hired. The ratings made by the "oral board" at the end of each interview comprised the predictor variables. A principal components analysis of the averaged interview trait ratings indicated that there were 3 major components in the trait ratings. A principal components analysis of supervisory ratings of performance identified 4 oblique performance factors. A validity analysis demonstrated rated performance could be predicted from averaged interview factor scores but not from averaged overall recommendations of the interviewers. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Previous research has failed to identify an empirically coherent domain of social intelligence despite widespread intuitions among both laypersons and experts that social and academic abilities are at least partly distinct phenomena. The present study resolved this discrepancy between formal and informal observations by employing a behavioral effectiveness criterion to conceptually and operationally define social intelligence. D. P. Keating's (see record
1979-09784-001) methodological model was employed to examine 4 measures of academic intelligence and 6 measures of social intelligence using 3 correlational procedures. 690 9th and 12th graders participated. Univariate correlations demonstrated both convergent and discriminant validity; factor analyses revealed a distinct Social Intelligence factor; and a stepwise multiple regression confirmed the greater power of the social measures to predict a behavioral measure of social effectiveness. Implications for research on social cognition and social competence and for the design of educational programs intended to promote social abilities are discussed. (40 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
C-type conflict (CTC), or cognitive conflict, relates to substantive issue-related disagreements and leads management teams to activities that enhance decision quality and acceptance of decisions. A-type (ATC) conflict, or affective conflict, entails personalized disagreements and is detrimental to teams. By focusing on fundamental issues, not Ss' personalities, teams are pointed in the right direction. Teams that can use CTC without provoking ATC show focused activity, creativity, open communication, and integration. It is recommended that team leaders (1) disseminate an agenda early, (2) state and back up a team philosophy, (3) provide a good meeting environment, (4) have behavioral strategies in mind before meetings begin, (5) keep a sense of the direction of discussions, (6) channel discussion from ATC to CTC conflict resolution, (7) support the team, and (8) be proactive. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Certain facts of general interest found in investigations made to secure equal difficulty in the alternative forms of the Intelligence Examination arranged for use by colleges are reported. Forms A, E, J, L and N are approximately equal, C and I are about 1 per cent. easier, F, K and M about 1 per cent. harder, H is about 3 per cent. easier, D about 5 per cent. easier, G and O are about 2½ per cent. harder, B is about 5 per cent. harder. From Psych Bulletin 18:05:00295. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Discusses various functions of the Committee on Classification of Personnel in the Army: (1) classifying personnel according to their military qualifications (2) establishing the Trade-Tests division (3) enlisting the occupational needs of units in a division (4) extending the personnel work to staff corps troops (5) establishing the Central Personnel Bureau (6) appointing a committee on education and special training (7) organizing the War Service Exchange (8) rating the officers and candidates for commissions in the Officers Training Camps (10) cooperating with the Provost Marshall General (11) reducing the army paper work (12) enlisting the intelligence ratings of army men and (13) selecting aviators and navy men. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
To satisfy the need in personality research for factorially univocal measures of each of the 5 domains that subsume most English-language terms for personality traits, new sets of Big-Five factor markers were investigated. In studies of adjective-anchored bipolar rating scales, a transparent format was found to produce factor markers that were more univocal than the same scales administered in the traditional format. Nonetheless, even the transparent bipolar scales proved less robust as factor markers than did parallel sets of adjectives administered in unipolar format. A set of 100 unipolar terms proved to be highly robust across quite diverse samples of self and peer descriptions. These new markers were compared with previously developed ones based on far larger sets of trait adjectives, as well as with the scales from the NEO and Hogan personality inventories. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
It is widely recognized that past behavior is the best predictor of future behavior. It may be less widely appreciated that a scored autobiographical data (biodata) form, constructed to capture the major dimensions of this past behavior, is at least as good a classification as a selection device. The present study used patterns of response to such a device by repeated samples of some 2,000 college freshmen as a vehicle for casting them into subgroups. A conceptual model was then invoked, requiring that these subgroups be tested for internal homogeneity and external differentiation in terms of their responses to other measurement devices, a series of experiments and field studies, and questionnaires devised to appraise their subsequent college and postcollege experiences. The weight of evidence from these sources is heavily positive, and differential feedback from them to the subgroups provides a first approximation to the behavioral repertoires of these groups. (2½ p ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Human resource professionals, psychologists, counselors, and educators will find the "Handbook" an indispensable reference source for identifying tests that measure abilities needed for successful job performance or that are important to human performance research.
The "Handbook" describes cognitive, psychomotor, physical, and sensory-perceptual job requirements that span the full range of human abilities, and provides: clear and concise definitions of each ability based on current research; specific examples of tasks that are representative of each ability and of jobs that require each ability; comprehensive listings of tests, authors, and publishers for each ability, including publishers' addresses [and] an index to match tasks and jobs to their ability requirements. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Meta-analysis of the cumulative research on various predictors of job performance showed that for entry-level jobs there was no predictor with validity equal to that of ability, which had a mean validity of .53. For selection on the basis of current job performance, the work sample test, with mean validity of .54, was slightly better. For federal entry-level jobs, substitution of an alternative predictor would cost from $3.12 (job tryout) to $15.89 billion/year (age). Hiring on ability had a utility of $15.61 billion/year but affected minority groups adversely. Hiring on ability by quotas would decrease utility by 5%. A 3rd strategy—using a low cutoff score—would decrease utility by 83%. Using other predictors in conjunction with ability tests might improve validity and reduce adverse impact, but there is as yet no database for studying this possibility. (89 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Adding a personality test to an ability test for employee selection has been suggested as a means of enhancing validity while reducing adverse impact of the selection system. Adverse impact was examined with different weightings of ability and personality testing at varying selection ratios using data from two large applicant samples. This demonstration indicated that the use of personality testing did not compensate for the adverse impact related to cognitive ability testing and that applicant pool characteristics and the nature of the personality measure may be important considerations. Overall, results suggest caution in presuming a reduction in adverse impact by the addition of personality measures. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
It is well documented that African Americans tend to score lower on cognitive ability tests than White Americans. The cause of this performance difference is still being hotly debated and actively researched. Recently, J. E. Helms (1992) argued that cognitive ability tests fail to adequately assess African American intelligence because they do not account for the emphasis placed on social relations and the effect of social context on reasoning in the African American culture. To evaluate this argument, racial subgroup performance differences on Wason conditional reasoning items presented in the standard abstract form and in a social relationship form were examined. Contrary to Helms's argument, results indicate that presenting Wason conditional reasoning items in a social context did not reduce the difference between African American and White American Performance. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Procedural and distributive justice were examined in an employee selection situation. Along procedural justice dimensions, job relatedness of and explanation offered for the selection procedures were manipulated. Distributive justice was examined through manipulation of a selection decision and collection of a priori hiring expectations. Dependent measures included fairness reactions, recommendation intentions, self-efficacy, and actual work performance. Undergraduates (n = 260) were selected/rejected for paid employment. Job relatedness influenced performance and interacted with selection decision on perceptions of distributive fairness and self-efficacy. Explanations influenced recommendations of rejected applicants. Interactions between hiring expectations and selection decision were observed on perceived fairness and recommendation intentions. Discussion focuses on theoretical and practical implications of the observed interactions.
A predictor battery of cognitive ability, perceptual-psychomotor ability, temperament/personality, interest, and job outcome preference measures was administered to enlisted soldiers in nine Army jobs. These measures were summarized in terms of 24 composite scores. The relationships between the predictor composite scores and five components of job performance were analyzed. Scores from the cognitive and perceptual-psychomotor ability tests provided the best prediction of job-specific and general task proficiency, while the temperament/personality composites were the best predictors of giving extra effort, supporting peers, and exhibiting personal discipline. Composite scores derived from the interest inventory were correlated more highly with task proficiency than with demonstrating effort and peer support. In particular, vocational interests were among the best predictors of task proficiency in combat jobs. The results suggest that the Army can improve the prediction of job performance by adding non-cognitive predictors to its present battery of predictor tests.
This paper serves as an introduction and background for the remaining papers in this issue, which describe in somewhat more detail the major pieces in the Army's Selection and Classification Project (Project A). The principal objectives, the methods being used, and the basic research design of Project A are outlined. Project A was a 7-year effort conducted by the Army Research Institute and a consortium of three research firms. The overall objective was to generate the instrumentation and validity information data base that are necessary for modeling and developing an organization-wide selection and classification system. Both the scientific and practical implications of the project are noted.
Attitude surveys are widely used throughout industry today, as modern management has become aware of the value of sampling employee opinion both in connection with changes of policy or procedure and with current conditions within the organization. It has been found that more harmony can be achieved within an organization and serious labor trouble sometimes can be averted if employee opinion is determined and potential problems rectified before they become serious.
Most attitude surveys utilize words as the vehicles by which attitudes are expressed. The items may require that the employee decide which of a series of phrases best expresses his feelings about a designated topic or, alternatively, whether or not a given sentence is indicative of his attitude. It is felt that a certain amount of distortion is an invariable result of this process which necessitates the translation of one man's feelings into another man's words. Error creeps in, both in the interpretation of the meaning of the items by the respondent, and in the selection of the item which most accurately indicates the true feelings of the respondent on the topic in question. This is particularly difficult for persons of low verbal facility to achieve with any accuracy.
The present paper is an account of the development of a qualitative or projective attitude scale. Two series of faces have been constructed which run the gamut of feeling from extremely positive to extremely negative. These faces have been quantified so that attitude scales in which they are used can be scored in the same manner as can any other form of attitude measuring device. They have, however, the advantage of eliminating the necessity for translating feelings into words. The respondent is required only to check the face which “looks like he feels” rather than verbalizing his feelings. It is felt that the resulting measure provides a more accurate measurement of attitudes than is otherwise possible.
A quantitative review of 55 studies supports the conclusion that job attitudes are robust predictors of organizational citizenship behavior (OCB). The relationship between job satisfaction and OCB is stronger than that between satisfaction and in-role performance, at least among nonmanagerial and nonprofessional groups. Other attitudinal measures (perceived fairness, organizational commitment, leader supportiveness) correlate with OCB at roughly the same level as satisfaction. Dispositional measures do not correlate nearly as well with OCB (with the exception of conscientiousness). The most notable moderator of these correlations appears to be the use of self- versus other-rating of OCB; self-ratings are associated with higher correlations, suggesting spurious inflation due to common method variance, and much greater variance in correlation. Differences in subject groups and work settings do not account for much variance in the relationships. Implications are noted for theory, practice, and strategies for future research on OCB.
After a quick recapitulation of previous reviews of the employment interview, recent research from about 1975 is reviewed and summarized. Research dealing with the reliability and validity of the interview, methodological issues, decision making, interviewer training, minority characteristics, nonverbal behavior, interviewee characteristics, and interviewee training is summarized. Trends and directions are noted, suggestions for further research extended, and a discussion of why persistence in the use of interview exists is presented.
The customer service orientation of managerial and non-managerial employees from a large financial services organization were compared using the Customer Service Skills Inventory (CSSI). The results indicated that, in comparison to non-managerial employees, managers scored significantly higher on Pressure Tolerance, Independent Judgment, and Responsiveness, and significantly lower on Realistic Orientation.
The past decade has seen continued interest in the employment interview, with several changes in research emphasis. The present review is a comprehensive examination of interview research conducted since Harris last reviewed this literature. We begin with a review of the traditional areas of interview research: reliability, validity, structured interviews, interviewer differences, equal employment opportunity issues, impression management, and decision-making processes. Next, we review and discuss more recent developments in interview research such as the use of the interview as a means of assessing person–organization (P–O) fit and applicant reactions to the employment interview. Throughout the review, suggested topics for future research are discussed.
This analysis examines the current state of privacy in the workplace as well as how the issue has developed over the last century. Of special interest is the seminal work of the U.S. Privacy Protection Commission which studied the subject extensively in the late 1970s. Nearly twenty years after the Commission submitted its report and recommendations urging business to voluntarily adopt privacy safeguards for its employment-related records, a new study shows that too many of the nation's largest industrial corporations still do not have adequate policies to protect sensitive confidential employee data from possible abuse. A set of fair information practices is presented for voluntary corporate adoption. The practices could also serve as the basis for future legislation mandating private sector action.