Industrial Psychology Notes Week of 3/28
Industrial Psychology Notes Week of 3/28 Psyc 3640
Popular in Industrial Psychology
verified elite notetaker
Popular in Psychlogy
This 2 page Class Notes was uploaded by Courtney Luber on Friday April 1, 2016. The Class Notes belongs to Psyc 3640 at Clemson University taught by Eric S McKibben in Fall 2016. Since its upload, it has received 22 views. For similar materials see Industrial Psychology in Psychlogy at Clemson University.
Reviews for Industrial Psychology Notes Week of 3/28
Report this Material
What is Karma?
Karma is the currency of StudySoup.
Date Created: 04/01/16
Chapter 6 cont’d 3/30/2016 Selection Ratio (SR) o Index ranging from 0 to 1 that reflects the ratio of available jobs to applicants o To increase validity, we want to lower SR o SR = n/N n = number of available jobs N = number of applicants assessed Selection Decisions – criterion related validity plays a role in this o False positive Applicant accepted but performed poorly o False negative Applicant rejected but would have performed well o True positive Applicant accepted & performed well o True negative Applicant rejected & would have performed poorly 4/01/2016 Cut score or cutoff score o Specified point in distribution of scores below which candidates are rejected (vertical line in chart) o Raising cut score will result in fewer false positives but more false negatives o Strategy for determining cut score depends on situation (SR plays a role in where to place the cut score) o Where to place cut score also depends on level of performance & knowledge Establishing Cut Scores o Criterion-referenced cut score Consider desired level of performance & find test score corresponding to that level Cut score established on intersection of performance level and average line of distribution o Norm-referenced cut score Based on some index of test-takers’ scores rather than any notion of job performance i.e. need at least an 85 in industrial psychology to join McKibben’s CI team Utility Analysis o Assesses economic return on investment of HR interventions like staffing or training o Utility analysis can address the cost/benefit ratio of one staffing strategy versus another o Includes consideration of the Base Rate, which is the percentage of the current workforce performing successfully If performance is already high, then new staffing system will likely add little to productivity o Utility analysis calculations can be very complex o Positive relationship between performance and money BUT not perfect