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PSY 272 Week 7/8 Notes

by: Derek Notetaker

PSY 272 Week 7/8 Notes PSY 272

Marketplace > Purdue University > Psychlogy > PSY 272 > PSY 272 Week 7 8 Notes
Derek Notetaker
GPA 3.91
Introduction to Industrial-Organizational Psychology
Caitlin M Porter

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About this Document

Comprehensive Notes on Weeks 7 and 8 of lecture. FALL BREAK in between.
Introduction to Industrial-Organizational Psychology
Caitlin M Porter
Class Notes
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This 4 page Class Notes was uploaded by Derek Notetaker on Saturday October 17, 2015. The Class Notes belongs to PSY 272 at Purdue University taught by Caitlin M Porter in Summer 2015. Since its upload, it has received 19 views. For similar materials see Introduction to Industrial-Organizational Psychology in Psychlogy at Purdue University.


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Date Created: 10/17/15
PSY 272 Week 78 Notes Ch6 Staffing Decisions 0 Selection Systems basic format as follows 1 Recruiting 2 Assessment 3 Prediction Decisions 4 Placement What is a Selection System SS the info we gather the tools used to gather it and how we combine these together to select employees Components of a good SS 0 maXimal predictive validity 0 unbiasedness 0 job relevance 0 inexpensiveness Examples of where not to start a good SS 0 Firm handshake 0 graphologyhoroscopescrystal balls 0 Useless tests 0 Legally indefensible measures So how is the validity of a good SS measured 0 Validity Coefficient 0 the correlation of your predictor tests tests embedded within your SS with JP 0 Selection Ratio 0 SRtotal jobs availabletotal applicants 0 Base Rate 0 of effective people in the population of total people in the population 0 it is important to keep in mind that the population in question is the population at large not just the people who are applying for the job So what are the ideal values for these measures 0 Ideally your SS would have a high VC a low SR and a low BR 0 Why 0 Having a high validity coefficient indicates good correlation between JP and your SS 0 Having a low SR indicates that you can be pickier with the individuals you hire 0 Having a low BR helps to thin the applicant pool A GRAPH TO UNDERSTAND Ellipse applicant pool Vertical line selection cutoff score Horizontal line performance standard Base Rate gt quotquot Eltplanation The ellipse represents the applicant pool that you are running through your selection system What we are concerned with is most importantly the area above the horizontal line or your performance standard All area of the ellipse that is above the horizontal line signi es people that can perform the job effectively This means that the horizontal line should also correspond to the base rate The vertical line signifies your selection cutoff score Any applicant who fails to score highly enough on the tests presented in your selection system is rejected any applicant who scores at or above the cutoff score is accepted In other words the area to the right of the vertical line signi es all applicants who you hire The area to the left of the vertical line signifies all applicants who you have rejected There are two kinds of false hiring decisions 1 False Negative top left quadrant of the graph 0 When you fail to hire someone who could have performed the job effectively 2 False Positive bottom right quadrant 0 When you hire someone who fails to perform the job effectively There are two kinds of true hiring decisions 1 True Positive top right quadrant Hiring someone who effectively performs their job 2 True Negative bottom left quadrant Rejecting someone who cannot effectively perform the job in question gt quotquot Note increasing the validity coefficient narrows the ellipse thereby decreasing the of false decisions and increasing the of true decisions Kinds of CutScores 0 CriterionReferenced 0 based upon minimally acceptable JP scores 0 Norm Referenced 0 based on comparing the scores between themselves gt quot quot CriterionReferenced cutscores are preferred overall because the measures are more legally defensible What is Utility Analysis 0 a technique used for evaluating the economic return of HR interventions SSs training programs ring etc 0 in other words is the timemoney investment going to be worth it in the end Decision Making 0 Clinical methods for decision making include 0 human judgement 0 Mechanical methods statistical methods for decision making include 0 formulas and data 0 Which method is better 0 Mechanical HOWEVER mechanical methods can fail to account for other variables that the data cannot see referred to as broken legs 0 Compensatory systems for decision making 0 a person s lack of ability in one area can be made up for with strengths in another area 0 Hurdle systems for decision making 0 failing to pass initial expectationstests prevents an applicant from moving forward in the applicant process 0 Which system is better 0 Eitheror However when you have a very large applicant pool the hurdle system can be used to more easily thin out the number of applicants Score Banding 0 instead of using a cut off score you group people based upon their similar scores eg high medium low Subgroup Norming 0 is ILLEGAL due to the Civil Rights Act of 1991 0 identi es different standards for different racial groups Week 8 the Thursday after Fall Break PERFORMANCE APPRAISALS The three factors of performance ratings according to Rotundo and Sackett 2002 0 Task Performance 0 OCBs CWBs Three types of criterion measures 0 Resultsbased performance outcomes 0 Traitbased personality KSAOs Behaviorbased OCBs CWBs Traitbased measures should not be used When conducting an appraisal since the employee has already been assessed on those traits previously When they first got the job 0 Behaviorbased measures are the most valid measures used When conducting a performance appraisal Behaviorally Anchored Rating Scales BARS 0 criticalincidents technique 0 measures types of behaviors does the employee perform OCBs or CWBs Behavior Observation Scales BOS 0 critical incidents technique 0 measures frequency of behaviors how often does the employee perform OCBs or CWBs gt quotquot Neither of these scales is better than the other so long as the scale used is behaviorrelated and jobrelated


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