Chapter 9Selection Tests

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.

9-2

Criticisms of Personality Tests

Trivial validities Correlations for any individual trait with job performance are

typically low However, when all traits are used simultaneously, correlations

are higher Faking

Individuals answer in a dishonest way Negative applicant reactions

Applicants, in general, believe personality tests are less valid predictors of job performance

9-3

Overview of Ability Tests

Definition -- Measures that assess an individual’s capacity to function in a certain way

Two typesAptitude - Assess innate capacity to functionAchievement - Assess learned capacity to

function

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Classes of Ability Tests

Cognitive: perception, memory, reasoning, verbal, math, expression

Psychomotor: thought/body movement coordination - reaction time, arm-hand steadiness, control precision, and manual and digit dexterity

Physical: strength, endurance, movement quality

Sensory/perceptual: detection & recognition of environmental stimuli

9-5

Job Knowledge Tests

Two typesAssess knowledge of duties involved in a

particular job (i.e., test the knowledge level)Level of experience with, and knowledge

about, critical job tasks and tools necessary to perform a job (i.e., test the amount of experience with the knowledge areas)

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Performance Tests and Work Samples

Definition -- Assess actual performance (e.g., fix a car, teach a class, type a document)

Types of tests (should focus on relevant KSAOs) Performance test vs. work sample (all or some) Motor vs verbal work samples (action or thought) High- vs. low-fidelity tests (level of realism) Computer interaction performance tests vs. paper-

and-pencil tests including simulations (e.g., The Manager’s Workshop)

All the above can have good validity (.50+) & acceptance

11-7

Correlation Between Test Scores

Scatter diagrams Used to plot the joint distribution of the two sets of

scores (or other data)

Correlation coefficient Value of r summarizes both

Strength of relationship between two sets of scores and Direction of relationship

Values can range from r = -1.0 to r = 1.0 Larger absolute value of r = stronger relationship

between the two variables

11-8

Correlation Between Scores

Correlation does not imply causation Ex: scatter plot may show positive

correlation between number of churches in a city and the number of violent crimes in the same city

However, the reason is not that church attendance causes violent crime, but these two variables both increase as a function of a third variable: population

11-9

Hiring Standards and Cut Scores

Issue -- What is a passing score?Score may be a

Single score from a single predictor orTotal score from multiple predictors

Description of processCut score - Separates applicants who

advance from those who are rejected

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Consequences of Cut Scores

11-11

Hiring Standards and Cut Scores

Methods to determine cut scoresMinimum competency deemed necessaryTop-down, based on organization’s

demands, most commonly usedBanding – considered to have score

equivalency within a range of scores

Use of Cut Scores in Selection Decisions

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11-13

Discussion Questions

What are the positive consequences associated with a high cut score?

Fewer false positives, but larger number of false negatives

Use when the consequence of a false positive could be a safety issue (example, NASA)

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Discussion Questions

What are the positive consequences associated with a low cut score?

Fewer false negatives and more true positives, but larger number of false positives

Not to use when you want to hire the very best

Could use to minimize number of false negatives for women and minorities

11-15

Discussion Questions

What guidelines do the UGESP offer to organizations when it comes to setting cut scores?

Uniform Guidelines on EmployeeSelection Procedures (UGESP) If no adverse impact, guidelines are silent on cut

scores

If adverse impact occurs, guidelines become applicable

11-16

Multiple Predictors

Compensatory model Scores on one predictor are simply added to

scores on another predictor to yield a total score. High scores on one predictor can compensate for

low scores on another. Advantage – recognizes that people have multiple

talents. Disadvantage – the level of proficiency for specific

talents cannot be compensated for by intelligence (ex – certain level of strength).

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Multiple Predictors

Multiple hurdles model Applicant must earn a passing score on each

predictor before advancing in the selection process.

Used when each requirement measured by a predictor is critical to job success.

Advantage – can prevent false-positive errors. Disadvantage – can be costly and time

consuming to set up. Examples: law enforcement, firefighters

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Multiple Predictors

Combination model Use for jobs where some but not all

requirements are critical to job success. Starts with multiple hurdles and ends with

compensatory method.

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Combined Model for a Recruiter

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Methods of Choice

9-21

Example of a Drug Testing Program

9-22

Features of an effective drug testing program

Emphasize drug testing in safety- sensitive jobs

Use only reputable testing laboratories, and ensure that strict chain of custody is maintained.

Ask applicants for their consent, and inform them of test results

Use retesting to validate positive samples from the initial screening test

Ensure that proper procedures are followed to maintain the applicant’s right to privacy

Employer pays for testing

9-23

Medical Exams

Use is strictly regulated by FEHA and ADA to ensure disabilities not job related are not screened out

Should only be performed in the hiring process after all other disqualifying steps have been completed

Results can only be used to evaluate physical and mental ability to perform job-related functions

Employer pays for exam

9-24

Medical Exams

Conditional job offer can be withdrawn if: applicant is unable to perform essential functions of

the job with reasonable accommodation; no reasonable accommodation exist; the applicant poses a direct threat to health or

safety. Results of medical exams must be kept in

confidential file, separate from regular personnel file