Industrial-Organizational Psychology Learning Module

Selection

Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Lesson Objectives
At the end of this lecture, you should:

Understand the psychological basis for selection research Understand the economic value of selection to an organization Understand how the quality of selection programs may be assessed Understand various methods used in personnel selection Understand one suggested process for developing a selection system Appreciate the legal environment within which I/O psychologists working with organizational selection systems in the United States operate

Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Historical/Psychological Basis for Selection Research

Psychological Underpinnings of Selection Research Individual Differences/Psychophysical Research

- Sir Francis Galton - Gustav Fechner

Psychometrics and Intelligence Testing

- Alfred Binet, Charles Spearman, L.L. Thurstone

Applied Psychology
- Hugo Munsterberg Father of Industrial Psychology

Military Efforts
- Robert Mearns Yerkes Army Alpha & Beta

Personality Testing
Raymond Cattell 16PF Harrison Gough CPI Minnesota Multiphasic Personality Inventory Paul Costa & Robert McCrae NEO-PI-R Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Why Selection Makes Good Business Sense.

Improves organizational performance Separates applicants who are more likely to perform successfully from those who are less likely to perform successfully Identifies people who have the skills and abilities to perform up to expectations and improves fit between personal KSAs and job requirements Helps to ensure equal opportunity for employment decision making

Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Development Model
Steps in the Development of a Selection Program
Job Analysis Identification of Relevant Job Performance Dimensions Identification of Knowledge, Skills and Abilities (KSAs) Necessary for Job Development of Assessment Devices to Measure KSAs Validation of Assessment Devices
1. Content 2. Construct 3. Criterion

Use of Assessment Devices in the Processing of Applications

Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Job Analysis

Basis for many Human Resources Decisions

Training Performance Selection, etc. Task and Work Activity Analysis Tools and Equipment Work Environment Knowledge, Skills, Abilities and Other Characteristics Analysis

Job Analysis Content

Methods of Job Analysis Data Collection Use of Job Analysis in Selection System Design
Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Reliability

Reliability score consistency

Test-Retest Alternate-Forms Internal-Consistency Inter-Rater

Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Validity

Validity accuracy of interpretation I/O psychologists conduct research on the quality of measures used for selection Validation research strategies:

Criterion-oriented Content-oriented Construct-oriented

Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Methods Used in Selection

Minimum Qualification Screens

T&E Ratings Weighted Application Blanks Biographical Data Cognitive Abilities Testing Job Knowledge Testing Personality Measures

Abilities Testing

Personality and Interest Inventories

Employment Interviews Assessment Centers

- Work Samples - Mini-Training and Evaluation - Simulations
Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Typical Selection System

Multiple methods typically applied One model for the selection process:

Applicant submits resume and/or completes application blank in Human Resources HR representatives screen application/resume for disqualifying factors (minimum qualifications) Applicant is administered one or more tests Applicant is interviewed by hiring manager or supervisor of the vacant job Applicants are ranked based on results of testing and/or interviews Final selection is made by hiring manager/supervisor in conjunction with HR
Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Use of Assessment Instruments in Selection

Decisions Regarding Use of Assessment Instruments

Combining different measurements Establishing cut scores/passing standards Sequencing of assessments in decision making Administration issues

Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Legal Environment of Selection in the United States

Equal Employment Opportunity (EEO) law and regulation

- Title VII of the Civil Rights Act of 1964 as amended in 1991 - Executive Order No. 11246 - Equal Pay Act of 1963 - Age Discrimination in Employment Act of 1967 - Americans with Disabilities Act of 1990

Equal Employment Opportunity Commission (EEOC)

- Uniform Guidelines on Employee Selection Procedures (1978)

Scientific Standards and Principles

- Principles for the Validation and Use of Personnel Selection Procedures Third Edition (1987) - Standards for Educational and Psychological Testing (1999)
Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

U.S. Case Law

Griggs v. Duke Power (1971) Albemarle Paper Co. v. Moody (1975) Watson v. Fort Worth Bank & Trust (1988) Wards Cove Packing v. Atonio (1989)

Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

How Do I/O Psychologists Help With Selection?

Identify the knowledge, skills, abilities, and other qualities (KSAs) necessary for performance Develop or identify measures of those KSAs Conduct research on the relationship between selection measures and job performance Evaluate evidence of fair treatment Enhance current methods of measuring KSAs to improve prediction of job success

Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Emerging/Recurring Issues

Ethical Issues

Test User Qualifications Privacy Issues

Environmental Issues

Changing Demographics

Applicant Reactions Changing Notions of Jobs

Contextual Performance Work Team and Organizational Outcomes

Technology
Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Exercise: Developing a Selection System

Think about the job of your instructor for this class On a blank piece of paper, write down for or five relevant dimensions of performance in this position. Some examples:

Developing lecture material Delivering lectures Developing tests or measures of class members performance Assisting class members in learning material Performing class administrative tasks (e.g., recording grades)
Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Exercise: Developing a selection system

Next, with a small group of class mates:

Read through each individuals dimensions Devise a final list of performance dimensions Brainstorm with the group on the KSAs required to perform those tasks and activities

Interpersonal Skills, Reading Comprehension, Speaking and Presentation Skills, Content Knowledge, Planning and Organizing, etc.

Using some of the selected methods of measure:

Identify one or more means of measuring these KSAs Document the selection system steps you have devised
Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002

Conclusions

Selection is an important issue both for organizations and for workers, i.e., the general population. With careful design and appropriate use, selection systems can increase productivity and help ensure that selected applicants will be likely to be successful on the job. Industrial-Organizational Psychologists apply their training in psychological theory and scientific methodology to help ensure that selection systems are designed appropriately and help to improve the quality of selection decisions made.
Prepared by the Society for Industrial and Organizational Psychology - SIOP 2002