HI MY NAME IS CELINE FAITH HERBOLARIO IM GOING TO DISCUSS MY TOPIC ABOUT SELECT ON

INTELLIGENCE

EXPLANATION :

WHAT IS INTELLIGENCE

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The term "intellectual ability" is often misunderstood. Insects, mosses, and microbes are capable of
adapting to their surroundings, but they are not sentient. Intelligence is simply one of the many ways
that creatures can adapt to their environment. On the other hand, intelligence refers to the ability to
absorb and process abstract concepts in order to solve problems. Gottfredson (1997, p. 13) described
intelligence in a Wall Street Journal editorial that was eventually featured in Intelligence as "a very
general mental capacity that, among other things,

ANOTHER INFO

The term "intellectual ability" is frequently misused. Insects, mosses, and bacteria can adapt to their
circumstances, but they aren't sentient. Intelligence is just one of several ways that organisms can adapt
well to their surroundings. Intelligence, on the other hand, refers to the ability to comprehend and
process abstract ideas in order to solve issues. In a Wall Street Journal editorial that was later included in
Intelligence, Gottfredson (1997, p. 13) defined intelligence as "a highly general mental skill that, among
other things.

Another attribute of intelligence is that it encompasses the entire range of mental abilities that humans
possess. Narrower talents include verbal ability, numerical aptitude, and spatial ability. The phrase
"special aptitudes" is used to characterize these limited abilities. These special aptitudes (though not as
well as GMA) predict work success, but only because special aptitude tests examine both general
intelligence and specialist aptitudes (Brown, Le, & Schmidt, 2006). In other words, the GMA component
of these specific aptitude exams predicts work performance. When a verbal ability test, for example,
predicts job or training success, it is the GMA component of the test that accomplishes the majority of
the predicting, hence "not much more than (GMA)"

Though behavioral geneticists have established that inheritance has a strong influence on GMA, this
does not necessarily imply that nothing can be done to improve GMA (Gottfredson, 1997). According to
a recent meta-analysis by Ritchie and Tucker-Drob (2018), one additional year of education improves
GMA by 1 to 5 IQ points throughout the course of one's life: "Education appears to be the most
consistent, robust, and durable approach yet to be identified for enhancing intellect" (p. 1358).
There are no known cases or situations in which it is inadvisable to select employees for general
intelligence if the three conditions outlined above are met. However, others argue that there is one
exception the example of U.S. Steel; firms should not hire based on GMA if they can hire based on job
experience. That is, they believe that job experience, rather than GMA, is a superior predictor of job
performance, and that job experience may eventually replace GMA. But, what does the evidence show?
Experience is a good predictor of job performance?

EXPLANATION :

If the three prerequisites described above are met, there are no known scenarios or situations in which
it is inadvisable to pick employees for general intelligence. Others, however, contend that there is an
exception, using the United States as an example. Steel; companies should not hire on the basis of GMA
if they can hire on the basis of job experience. That is, they believe that job experience, not GMA, is a
better predictor of job performance, and that job experience may eventually supplant GMA. What does
the evidence suggest, though? Job performance is well predicted by experience.

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Applicants with zero to five years of work experience are encouraged to apply. However, employment
experience does not predict performance well at higher levels of experience, such as 5–30 years (Hunter
& Schmidt, 1996; Schmidt, Hunter, Outerbridge, & Goff, 1988). After around five years of experience,
more experience does not translate into enhanced performance in most roles. This is most likely owing
to the fact that after five years of experience, job knowledge does not increase. In other words, people
in the typical workplace forget old abilities about as rapidly as they learn new ones after five years of on-
the-job training.

Intelligence is critical in practically every element of our daily lives as well as our long-term objectives. It
foresees a wide range of important life consequences.

Academic accomplishment, degree obtained, pace of work promotion, ultimate career level attained,
and salary are all factors to consider.

OTHER INFOS ,

It also predicts employment and training performance, which is relevant to the topic of this chapter
(Schmidt et al., 2008). There is no other personality trait that is as good at predicting a wide range of key
real-life situations. Most people believed that broad notions like these could never be applied to
personnel selection or other social science subjects until a few decades ago. It was believed that it
would be impossible to determine which selection techniques would be the most effective until a local
validation study was conducted for each job in the organization. The concept of "situational specificity"
was born out of the observation that validity studies utilizing the identical selection processes in
different jobs within and across companies produced divergent and often contradictory outcomes.

LAST SLIDES

The "conflicting results" were primarily due to statistical and measuring artifacts (sampling error3), and
that some selection techniques (e.g., intellect) have more validity for predicting success across all jobs
than others (age, graphology) (Schmidt & Hunter, 1981; 1998). This breakthrough was made feasible by
a new technique known as meta-analysis or validity generalization, which allows practitioners and
academics to statistically synthesize the findings of individual investigations.

Why does Higher Intelligence Lead to Better Job Performance?

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It's one thing to have strong empirical evidence that a principle is correct, and quite another to explain
why it is correct. Although part of the explanation to why higher intelligence leads to better
performance in the definition of intelligence (i.e., learning ability) was covered above, a more convincing
answer can be obtained by looking at the causal process through which intelligence effects work
performance. People that are smarter can hold more job knowledge since they can learn more and
faster than others, according to Schmidt and Hunter (1998). As a result, job knowledge, rather than
GMA, is the more "direct" indicator of job performance. GMA has the most impact on job knowledge.
People who don't know how to accomplish a job will struggle to do it well. Even occupations that most
people assume to be straightforward, such as data entry, require extensive job knowledge, according to
research

EXPLANATION :

It's one thing to have strong empirical proof that a principle is true; it's another to explain why that
principle is accurate. Although part of the explanation for why higher intelligence leads to better
performance in the definition of intelligence (i.e., learning ability) was covered above, a more convincing
response can be obtained by examining the causal mechanism through which intelligence influences
work performance. According to Schmidt and Hunter, people who are brighter have higher job
knowledge since they can learn more and faster (1998). As a result, rather than GMA, job knowledge is a
more "direct" indicator of job performance. The impact of GMA on job knowledge is the most
significant. eople who don't know how to do a task well will suffer. According to study, even jobs that
most people think are simple, like data entry, need substantial job knowledge.

ANOTHER INFO
A significant advancement in the process of measuring the validity of a selection procedure by more
precisely compensating for range restriction 5 Using this technique on a collection of current meta-
analytic data sets, it was discovered that previous estimates of GMA validity (.51 for job performance
and.56 for training performance, as highlighted by Schmidt & Hunter, 1998) understated its true value
by roughly 30%. The average of eight meta-analytic correlations with intelligence measures is.65 – 65
percent as great as the maximum achievable value of 1.00, which reflects flawless prediction, when
performance is judged using supervisory judgments of work performance (Schmidt et al., 2008, Table 1).
Another key performance indicator is the amount of knowledge gained through employment training
programs.

LAST SLIDE :

GMA is defined as the ability to learn new information and procedures while also solving unstructured,
real-world problems. This implies that, even when workers with equivalent job expertise have similar
problem-solving ability, the more intelligent workers perform better.

Is Intelligence More Valid for More Complex Jobs?

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EXPLANATIONS

Many job performance predictors (motivational techniques, personality, and so on) have moderators or
boundary conditions that impact their link to job performance (e.g., situational constraints). In addition,
one predictor can substitute for another. Many interactions in personnel psychology are confined by
situation, which can be inconvenient for executives looking for broad, overarching principles that can be
applied across their organization.

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There are no other linkages in people psychology with as little situational constraints as the one
between GMA and work performance.

For new recruits with 1 to 5 years of experience, the efficacy of experience as a predictor of job
performance declines over time, despite the fact that experience is a valid predictor of job performance.
Experience predicts performance quite well for the first three years or so on the job, but thereafter it
starts to erode. After 12 years in the job, experience is of little use.

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GMA, on the other hand, can accurately predict job success even after people had worked for more than
12 years (Schmidt et al., 1988). This shows that work experience isn't a substitute for GMA. Recruiting
for job experience surpasses hiring for intelligence in the long run (Hunter & Schmidt, 1996). As a result,
if you must pick, choose GMA.
Can Intelligence Predict Non-Task Performance?

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EXPLANATION

When evaluating overall job performance for each employee, supervisors examine both non-task
performance (i.e., organizational citizenship behaviors and counterproductive work behavior) and core
job performance (i.e., task performance) (Orr, Sackett, & Mercer, 1989; Rotundo & Sackett, 2002). Given
the expanded criterion scope of work performance beyond task performance (for example, bookkeeping
tasks as an account), one can wonder if GMA's validity extends to non-task performance, which is an
important component of overall job performance.

ANOTHER INFO

GMA is the most crucial component impacting total job performance, which many individuals are
astonished to hear (Rynes et al., 2002). They frequently claim to have met intelligent people who were
not good citizens. This is linked to "contextual performance" (CP) and "organizational citizenship
behaviors," both of which are characteristics of work performance (OCBs). In general, there are three
types of OCBs (Chiaburu, Oh, Berry et al., 2011): (a) cooperation (e.g., willingness to help new hires and
employees with work-related problems), (b) compliance/loyalty (e.g., willingness to work late in an
emergency or on a holiday, supporting the company's community relations and reputation), and (c)
change (e.g., willingness to communicate concerns and act.

Is Intelligence All That Matters?

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EXPLANATION :

If some hypothetical set of limitations allowed just one assessment to be used in the recruiting process,
and the goal of the hiring process was to maximize future job performance, they would strongly
recommend employing an intelligence assessment. In actuality, however, such limitations do not exist.
Although GMA is the best predictor of job performance, this does not imply that hiring people just on
the basis of their intelligence is the most effective method. Other predictors, in fact, can be combined
with GMA to provide more accurate job performance projections than GMA alone.

LAST SLIDES

According to recent study, adopting a structured employment interview in conjunction with a GMA test
increases validity by 18 percent for most positions. Furthermore, combining self-reported
conscientiousness scores with a GMA exam enhances validity by 8%. It is almost always possible to
increase the validity of a GMA test by adding some additional selection procedure(s). The best
supplementary selection method is one with high internal validity, low correlation with GMA test results
(to reduce measurement redundancy), and minimal cost. As a result, practitioners should rely on well-
established personality traits assessments such as conscientiousness (covered later in this chapter) and
structured employee interviews.

CONCLUSION :

Higher intelligence leads to better job performance across the board, and the improvements in job
performance that result from intelligence recruiting have a high economic value for firms. Higher
intelligence allows workers to learn more job information and do it faster, resulting in higher job
performance. Intelligence, on the other hand, can be employed to deal with performance-related issues
independent of previous work experience. The most crucial criteria that a company must meet in order
for intelligence-based recruiting to work well is the ability to attract job applicants and keep them once
they are hired. Although intelligence is the most important determinant of job performance, it is not the
only one. As a result, businesses should hire more dependable noncognitive resources.

An Intelligence test should be included whenever possible, as should techniques such as a self-reported
conscientiousness scale. This combination of predictors will also aid in reducing the negative impacts of
an intelligence exam while maintaining its high validity.