1. Applied Psychology in Human Resource Management seventh edition Cascio & Aguinis
PowerPoint Slides developed by
Ms. Elizabeth Freeman
University of South Carolina Upstate
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2. Chapter 4 Criteria: Concepts, Measurement, and Evaluation
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3. Criterion: a standard, rule, or test by which a person may be judged or measured Empirical: based on results of scientific method experiment or observation practical experience
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4. Criteria. deal with the what, why, & how. of work performance
Criteria deal with the what, why, & how of work performance include operational statements, goals, outcomes are used to make judgments are used to make predictions are dynamic or changeable by nature
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5. Applied Psychologists use criteria To assist with the recruiting, selection, evaluation, & retention of employees (i. e., to determine the usefulness of programs) To improve the understanding of what it takes to be a success as an employee
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6. Criteria traditionally used to Predict success Evaluate performance
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7. Comprehensive definition for criterion An EVALUATIVE STANDARD used to measure Performance Attitude Motivation Other work behaviors
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8. Possible Criteria include Output measures Quality measures Lost time Trainability & promotability Ratings Counterproductive behaviors (or their absence)
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9. If assessments could include every possible aspect of performance, then you could assume that you are evaluating based on the … ULTIMATE CRITERION accounting for highs vs. lows, maximums vs. typicals
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10. Truthfully, though,. an ultimate criterion is a
Truthfully, though, an ultimate criterion is a concept rather than a fact
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11. Dimensionality of Criteria Static (fixed) Dimensions of Task & Context
Task Performance
Activities that convert raw materials into products or services
Activities that help production or service
replenishing raw materials
distribution of products
planning, coordination, staff support functions
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12. Dimensionality of Criteria
Contextual Performance
Enthusiasm, punctuality, attendance
Volunteering for extra work
Agreeableness
Following rules & procedures
Organizational support
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13. Dimensionality of Criteria
Is there a dark side to contextual performance? Yes.
Padding hours worked
Participating in negative rumors
Gossiping
Hiding mistakes
Intentional work slow-downs
Pirating ideas
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14. Dimensionality of Criteria Dynamic (changing) / Temporal (time)
Employee performance will vary over time
Criteria Measurement must accommodate these variations of
changes in time for
everyone in a position
validity coefficients
rank ordering
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15. Employee performance varies over time
Dimensionality of Criteria
Dynamic (changing) / Temporal (time)
Employee performance varies over time
Must consider characteristics of individuals
who succeed
and compare to characteristics of individuals
who leave or who do not perform well
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16. Validity coefficients vary over time
Dimensionality of Criteria
Dynamic (changing) / Temporal (time)
Validity coefficients vary over time
Behaviors or characteristics that predict success do not guarantee that the same behaviors will predict future success
changing tasks – jobs will change
changing subjects – skills will change
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17. Individual Dimensionality
Dimensionality of Criteria
Performance Measurement Criteria
must consider the
varying types of skills
relative contribution to the organization
must acknowledge
that different skill sets may have equal value to an organization
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18. Challenges to successful criterion development Job performance unreliability Job performance observation Dimensionality of job performance Situational impacts on performance
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19. Criterion development challenges Job performance unreliability Intrinsic – having a “good” versus “bad” day Extrinsic – variations in aspects of job beyond personal control (weather, equipment, supply delays)
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20. Criterion development challenges Job performance observation
Criterion development challenges Job performance observation Assessment Centers Quantitative performance records Independent evaluators Supervisor ratings Peer group evaluations Self evaluations
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21. Performance & Situational Characteristics
Performance & Situational Characteristics Environmental & Organizational Environmental Safety Life-space Variables Job & Location Sales Performance Leadership
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22. Performance & Situational Characteristics Environmental & Organizational Absenteeism, turnover, pay, promotion policies, group cohesiveness, friendship, respect, role clarity, task repetitiveness, autonomy, age, tenure, mood, family size
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23. Performance & Situational Characteristics Environmental Safety
Performance & Situational Characteristics Environmental Safety Injury rate Positive safety climate High management commitment Safety communications & training program
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24. Performance & Situational Characteristics Life-space Variables
Performance & Situational Characteristics Life-space Variables Task challenge on assignments Life stability Supervisor-subordinate personality match Immediate supervisor’s success Personal orientation Career confidence Cosmopolitan versus local orientation Job stress
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25. Performance & Situational Characteristics Job and Location Performance depends on job demands and on policies and practices of a particular company
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26. Performance & Situational Characteristics Extraindividual Differences and Sales Performance Sales Experience Market Share Performance Ratings Territory Workload Market Potential Advertising Effort Sales Effort
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27. Performance & Situational Characteristics Leadership. Impacts morale
Performance & Situational Characteristics Leadership Impacts morale Impacts performance Impacts vary by Age Gender Experience
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28. Criterion Development Steps 1. Analyze jobs & organizational needs 2
Criterion Development Steps 1. Analyze jobs & organizational needs 2. Develop measures of actual & expected behaviors 3. Statistically analyze criterion dimensions Factor analysis Cluster analysis Pattern analysis 4. Develop reliable measures 5. Determine predictive validity of each predictor for each criterion
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29. Evaluating Criteria 1. Relevance 2. Sensitivity or Discriminability 3
Evaluating Criteria Relevance 2. Sensitivity or Discriminability 3. Practicality
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30. Evaluating Criteria Relevance A criterion “reflects the relative standing of employees with respect to important work behavior(s) or outcome(s)” Not always cheap or easy to develop Must decide what success means Objective and subjective measures are not interchangeable
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31. Evaluating Criteria Significance or Discriminability Must be able to distinguish between effective and ineffective employees May be completely different from variance
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32. Evaluating Criteria Practicality Must be able to balance the requirements and needs for criterion data to needs of organization to run cost effectively and to maintain profitability
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33. Criterion Deficiency Criterion must be complete in addressing all critical aspects of successful job performance
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34. Criterion Contamination Contamination happens when operational or actual criterion include variation not related to the performance measurement. Two types of contamination: Error – random or chance variation Bias – systematic variation
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35. Criterion Contamination Bias may happen in 3 ways. 1
Criterion Contamination Bias may happen in 3 ways Knowledge of Predictor 2. Group Membership 3. Ratings inadequate observations limited opportunities to perform inability to distinguish skills
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36. Criterion Equivalence. occurs when 2 or more criteria:
Criterion Equivalence occurs when 2 or more criteria: are perfectly correlated measure the same set of skills can be used interchangeably is very rare when considering equivalency must look at time of measurement and type of measurement
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37. Criterion Equivalence Management
Criterion Equivalence Management may decide to drop one (reducing redundancy) may keep “just in case” more is better may collect data relevant to both criteria
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38. Composite Criterion versus Multiple Criteria Composites:
Composite Criterion versus Multiple Criteria Composites: “Sum” to give one score or rating Must address issue of weighting each part Assumes performance can be translated into dollars contributed Validation addresses economic needs of organization
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39. Composite Criterion versus Multiple Criteria Multiples:
Composite Criterion versus Multiple Criteria Multiples: Different job skills require different scores Criterion reflect required behaviors View validation as necessary for understanding as well as economic need
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40. Composites or Multiples. BOTH ARE NECESSARY. TO REACH THE GOALS OF
Composites or Multiples? BOTH ARE NECESSARY TO REACH THE GOALS OF UTILITY & UNDERSTANDING
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41. Research Design / Criterion Theory Summary Criterion-related Construct validity Job specifications
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42. Research Design / Criterion Theory Summary Criterion-related:
Research Design / Criterion Theory Summary Criterion-related: empirically valid measurement of performance, criterion will predict performance
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43. Research Design /. Criterion Theory Summary Construct validity:
Research Design / Criterion Theory Summary Construct validity: if test measures skill critical to performance, then test performance can predict successful performance
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44. Research Design /. Criterion Theory Summary
Research Design / Criterion Theory Summary Job specifications: skills identified as necessary for job success based on results of job analysis ***more commonly known as job description ***
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45. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall