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Selection and Assesment (Personnel Acceptance and Retainment (Honesty of…

- - - - Square root of number of people working in the field contribute 50% of the overall creative productivity/ output
      - e.g. 100 scientists, 10 produce half of the output
      - A professional who produces 1Standard Deviation above the mean creates 96% more than someone working 1SD below the mean - this is equivalent to £50,000 per year!
      - Conclusion it's costly to hire the wrong people!
  - - - Psychological: ability, IQ, knowledge, personality
      - Biographical: 'did you enjoy college' opposed to 'what were your grades'
        
        Not always related to KSAOs
        
        Fake-proof
      - Portfolio/ work sample
      - Interview
        
        Detailed and chance for clarification
        
        Reliable: Standardised, clear, blind interviewer, evaluations at the end, individual dimension ratings, training of recruiters
        
        Interviewer effects
        
        P-Ideal bias "similar to ideal"
        
        Interviewer-P bias "similar to me"
        
        Not great predicative validity: .14 Herriot
        
        Unstructured not very effective: .17 compared to .34 (meta-analysis)
        
        Applicant Influence: attractiveness, eye contact, handshake firmness, sequence effects
        
        Applicant perceptions: Procedural justice: interpersonal sensitivity, informativeness, communication, job relevance, bias suppression (i.e. don't feel discriminated against), performance opportunity
      - Assessment center: Series of task simulations, group-based, highly realistic, trained assessors
        
        Dimensions
        
        Oral communication, Comprehension, Problem solving, interpersonal skills, coaching, planning, written communication
        
        Leaderless-group exercise, role play etc
        
        Assessment centres predict job performance fairly well (r = .30)
      - References
- - - - Self-report reliance problematic especially due to competitive nature of job recruitment
      - Hirsh 'fake-proof' measure of personality uses forced-choice options so that if deliberately enhancing one facet, another will automatically decrease
- - - - Non-minority: Applicants = 72, Hired = 7, Rate = 9.7%
      - Minority: Applicants = 63, Hired = 3, Rate = 4.8%
      - 4.8 / 9.7 = 49.5% - below 80% so evidence of discrimination
- - - - Applicants applying for job of 'correctional officer' - RJP can reduce turnover but it is a complex pattern
- - - - Development
      - Judgement
    - - Task outcomes
      - Behaviours
      - Traits
  - - - Comparative (against peers etc)
      - Multi-rater (moderation of results)
      - By whom?
        
        Supervisor
        
        Self
        
        Peers
        
        Subordinates
        
        360 degree
      - Individual
    - - Leniency, Severity or Central tendency
      - Halo
      - Similarity effects
      - Timing