1. Industrial-Organizational Psychology Learning Module Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002 Selection

2. Lesson Objectives n Understand the psychological basis for selection research n Understand the economic value of selection to an organization n Understand how the quality of selection programs may be assessed n Understand various methods used in personnel selection n Understand one suggested process for developing a selection system n Appreciate the legal environment within which I/O psychologists working with organizational selection systems in the United States operate At the end of this lecture, you should: Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

3. Historical/Psychological Basis for Selection Research n Psychological Underpinnings of Selection Research u Individual Differences/Psychophysical Research -Sir Francis Galton -Gustav Fechner u Psychometrics and Intelligence Testing -Alfred Binet, Charles Spearman, L.L. Thurstone u Applied Psychology -Hugo Munsterberg – “Father of Industrial Psychology” u Military Efforts -Robert Mearns Yerkes – Army Alpha & Beta u 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

4. Why Selection Makes Good Business Sense. n Improves organizational performance n Separates applicants who are more likely to perform successfully from those who are less likely to perform successfully n Identifies people who have the skills and abilities to perform up to expectations and improves “fit” between personal KSAs and job requirements n Helps to ensure equal opportunity for employment decision making Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

5. Development Model Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002 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

6. Job Analysis n Basis for many Human Resources Decisions u Training u Performance u Selection, etc. n Job Analysis Content u Task and Work Activity Analysis u Tools and Equipment u Work Environment u Knowledge, Skills, Abilities and Other Characteristics Analysis n Methods of Job Analysis Data Collection n Use of Job Analysis in Selection System Design Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

7. Reliability n Reliability – score consistency u Test-Retest u Alternate-Forms u Internal-Consistency u Inter-Rater Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

8. Validity n Validity – accuracy of interpretation n I/O psychologists conduct research on the quality of measures used for selection n Validation research strategies: u Criterion-oriented u Content-oriented u Construct-oriented Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

9. Methods Used in Selection u Minimum Qualification Screens T&E Ratings Weighted Application Blanks Biographical Data u Abilities Testing Cognitive Abilities Testing Job Knowledge Testing u Personality and Interest Inventories Personality Measures u Employment Interviews u Assessment Centers -Work Samples -Mini-Training and Evaluation -Simulations Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

10. Typical Selection System n Multiple methods typically applied n One model for the selection process: u Applicant submits resume and/or completes application blank in Human Resources u HR representatives screen application/resume for disqualifying factors (minimum qualifications) u Applicant is administered one or more tests u Applicant is interviewed by hiring manager or supervisor of the vacant job u Applicants are ranked based on results of testing and/or interviews u Final selection is made by hiring manager/supervisor in conjunction with HR Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

11. Use of Assessment Instruments in Selection n Decisions Regarding Use of Assessment Instruments u Combining different measurements u Establishing cut scores/passing standards u Sequencing of assessments in decision making u Administration issues Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

12. Legal Environment of Selection in the United States n 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 n Equal Employment Opportunity Commission (EEOC) -Uniform Guidelines on Employee Selection Procedures (1978) n 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

13. U.S. Case Law n Griggs v. Duke Power (1971) n Albemarle Paper Co. v. Moody (1975) n Watson v. Fort Worth Bank & Trust (1988) n Wards Cove Packing v. Atonio (1989) Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

14. How Do I/O Psychologists Help With Selection? n Identify the knowledge, skills, abilities, and other qualities (KSAs) necessary for performance n Develop or identify measures of those KSAs n Conduct research on the relationship between selection measures and job performance n Evaluate evidence of fair treatment n Enhance current methods of measuring KSAs to improve prediction of job success Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

15. Emerging/Recurring Issues n Ethical Issues u Test User Qualifications u Privacy Issues n Environmental Issues u Changing Demographics n Applicant Reactions n Changing Notions of Jobs u Contextual Performance u Work Team and Organizational Outcomes n Technology Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

16. Exercise: Developing a Selection System n Think about the job of your instructor for this class n On a blank piece of paper, write down for or five relevant dimensions of performance in this position. n Some examples: u Developing lecture material u Delivering lectures u Developing tests or measures of class members’ performance u Assisting class members’ in learning material u Performing class administrative tasks (e.g., recording grades) Prepared by the Society for Industrial and Organizational Psychology - SIOP © 2002

17. Exercise: Developing a selection system n Next, with a small group of class mates: u Read through each individuals’ dimensions u Devise a final list of performance dimensions u 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. n 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

18. Conclusions n Selection is an important issue both for organizations and for workers, i.e., the general population. n 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. n 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