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DECISION MAKING - Coggle Diagram
DECISION MAKING
CHOICE OF ASSESSMENT METHOD
VALIDITY COEFFICIENT
PRACTICAL SIGNIFICANCE
EXTENT TO WHICH PREDICTOR ADDS VALUE TO PREDICTION JOB SUCCESS
ASSESSED BY EXAMINING SIGN/MAGNITUDE
STATISTICAL SIGNIFICANCE
ASSSESSED BY PROBABILITY OR P VALUES
REASONABLE LEVEL OF SIGNIGICANCE IS P< .05
FACE VALIDITY
CORRELATION WITH OTHER PREDICTORS
TO ADD VALUE, A PREDICTOR MUST ADD TO PREDICTION OF SUCCESS ABOVE AND BEYOND FORECASTING POWERS OF CURRENT PREDICTORS
A PREDICTOR IS MORE USEFUL THE- SMALLER ITS CORRELATION WITH OTHER PREDICTORS/HIGHER ITS CORRELATION WITH THE CRITERION
PREDICTORS ARE LIKELY TO BE HIGHLY CORRELATED WITH ONE ANOTHER WHEN THEIR CONTENT DOMAIN IS SIMILAR
ADVERSE IMPACTS
ROLE OF PREDICTOR
DISCRIMINATES BETWEEN PEOPLE IN TERMS OF THE LIKEHOOD OF THEIR JOB SUCCESS
WHEN IT DISCRIMINATES BY SCEENING OUT A DISPROPORTIONATE NUMBER OF MINORITIES AND WOMEN, ADVERSE IMPACT EXISTS WHICH MAY RESULT IN LEGAL PROBLEMS
ISSUES
WHAT IF ONE PREDICTOR HAS HIGH VALIDITY AND HIGH ADVERSE IMPACT?
AND ANOTHER PREDICTOR HAS LOW VALIDITY AND LOW ADVERSE IMPACT?
UTILITY
LIMITATIONS OF UTILITY ANALYSIS
WHILE MOST COMPANIES USE MULTIPLE SELECTION MEASURES, UTILITY MODELS ASSUME DECISION IS - WHETHER TO USE A SINGLE SELECTION MEASURE RATHER THAN SELECT APPLICANTS BY CHANCE ALONE
IMPORTANT VARIABLES ARE MISSING FROM- MODEL EEO/AA CONCERNS OR APPLICANTS REACTIONS
UTILITY FORMULA BASED ON SIMPLISTIC ASSUMPTIONS- VALIDITY DOES NOT VARY OVER TIME/ NON-PERFORMANCE CRITERIA ARE IRRELEVANT/ APPLICANTS ARE SELECTED IN A TOP-DOWN MANNER AND ALL JOB OFFERS ARE ACCEPTED
DECISION MAKERS
ROLE OF HUMAN RESOURCES PROFESSIONALS
DETERMINE PROCESS USED TO DESIGN AND MANAGE SELECTION SYSTEM
CONTRIBUTE TO OUTCOMES BASED ON INITIAL ASSESSMENT METHODS
PROVIDE INPUT REGARDING WHO RECEIVES JOB OFFERS
ROLE OF MANAGERS
DETERMINE WHO IS SELECTED FOR EMPLOYMENT
PROVIDE INPUT REGARDING WHO RECEIVES PROCESS ISSUES
ROLE EMPLOYEES
PROVIDE INPUT REGARDING SELECTION PROCEDURES AND WHO GETS HIRED, ESPECIALLY IN TEAM APPROACHES
HIRING STANDARDS AND CUT SCORES
ISSUE-- WHAT IS A PASSING SCORE?
SCORE MAY BE A
SINGLE SCORE FROM A SINGLE PREDICTOR
TOTAL SCORE FROM MULTIPLE PREDICTORS
DESCRIPTION OF PROCESS
CUT SCORE- SEPARATES APPLICANTS WHO ADVANCE FROM THOSE WHO ARE REJECTED
METHODS TO DETERMINE CUT SCORES
MINIMUM COMPETENCY
TOP-DOWN
BANDING
PROFESSIONAL GUIDILINES
METHODS OF FINAL CHOICE
RANDOM SELECTION
EACH FINALIST HAS EQUAL CHANCE OF BEING SELECTED
RANKING
FINALIST ARE ORDERED FROM MOST TO LEAST DESIRABLE BASED ON RESULTS OF DISCRETIONARY ASSESSMENTS
GROUPING
FINALIST ARE BANDED TOGETHER INTO RANK-ORDERED CATEGORIES
LEGAL ISSUES
CHOICES AONG FINALISTS
LEGAL ISSUE OF IMPORTANCE IN DECISION MAKING
CUT SCORES OR HIRING STANDARDS
UNIFORM GUIDELINES ON EMPLOYEE SELECTION PROCEDURES (UGESP)
IF NO ADVERSE IMPACT, GUIDELINES ARE SILENT ON CUT SCORES
IF ADVERSE IMPACTS OCCURS, GUIDELINES BECOE APPLICABLE
DETERMINING ASSESSMENT SCORES
SINGLE PREDICTOR
MULTIPLE PREDICTORS
THREE MODELS SHOWN
MULTIPLE HURDLES MODEL