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journal article The Perceived Fairness of Selection Systems: An Organizational Justice PerspectiveThe Academy of Management Review Vol. 18, No. 4 (Oct., 1993) , pp. 694-734 (41 pages) Published By: Academy of Management https://doi.org/10.2307/258595 https://www.jstor.org/stable/258595 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later Abstract A justice model of applicants' reactions to employment-selection systems is proposed as a basis for organizing previous findings and guiding future research. Organizational justice literature is briefly reviewed, and key findings are used to provide a framework for the proposed model and to support hypotheses. The procedural justice of selection systems is examined in terms of 10 procedural rules, wherein the satisfaction and violation of these rules provide the basis for fairness reactions. Distributive justice of hiring decisions is examined with respect to equity, equality, and needs. The model also includes the interaction of procedural and distributive justice and the relationship of fairness reactions to individual and organizational outcomes. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. What are the Two types of integrity test: What type of integrity test measures attitudes toward theft as well as self-reports of actual theft behaviors: have you stolen anything from the previous employer? is lying ever ok? what type of integrity test
involves Personality characteristics like risk-taking, dishonesty, and emotional instability are measured what types of tests Appear valid for predicting both counterproductive (r=.47) and task behaviors (r=.34), but recent work suggests much smaller (Van Iddekinge, et al., 2012) .30 and 15. _____ Measures (e.g., general cognitive, specific cognitive, and
psychomotor) are among the most valid predictors of performance criteria in an employment setting there are two types of tests which test describes this":Attempt to predict whether an employee will engage in counterproductive or dishonest behavior like stealing, sabotage ______ – measure attitudes toward theft as well as self-reports of actual theft behaviors have you stolen anything from the previous employer? is lying ever ok? Previous predictors didn’t resemble the job Approach is to create a duplicate and then us it as a predictor Developsmallerstandardized tests of actual criterion-related behavior –replicas of the job e.g., Driving Test Have demonstrated validities in the .50’s – so very useful when available is a ____ ______ example Internship, a portfolio of what for art, what are these examples of? and what type of validity does it show? work sample/ Have demonstrated validities in the .50’s – so very useful when available everyone in your workgroup has received a new computer except you what do you do? a) quit, b)assume a mistake c)take from a coworker. this is an example of what type of test? ______ _____ test situational judgment test Used since the 1920s r=.34 for job performance r=..38 w/ JA and .29 w/out!! Incremental validity over personality and GMA (Chan & Schmitt, 2003) are what? work samples, situational judgment Multiple raters evaluate applicants or incumbents on a standardized set of predictors Team of assessors uses multiple methods to evaluate performance/potential Multiple assessors, assess, & exercises Typically take 2-3 days More than 50% of major companies use them emergency services, managerial positions All of this would take place at_____ 10:00 Arrive, collect name badges, coffee 10:15 Introductions and presentation by the employer
10:45 Verbal and numerical reasoning tests 11:45 Personality questionnaire 12:30 Lunch with managers and current employees 13:30 Technical interview 14:30 Refreshments 14:45 Individual task: In-Tray exercise 16:00 Group task: Case study exercise _____centers Began in Germany in the 1930s and developed by US during WWII Management Progress Study of AT&T, 1956 (Doug Bray) assessment ctr data collected on 300 EEs between 1956-1960; then traced for 30 years and found that assessment ctr scores … r=.37 for overall performance criteria r=.53 for identifying mgl potential What are Two popular Assessment Center Exercises: in basket and leaderless group discussion Assessee required to respond to a series of job-related scenarios Is what type assessment center exercise – Grp of EEs presented with a problem to solve; designed to tap managerial attributes from interactions in a small group observed by assessors is what type of assessment center excercise? Premise is that past behavior is best predictor of future behavior is collected in 2 ways application blank and BioData Questionnaire _______very widely used and abused as companies fail to get valuable information
because they use stock surveys ((biographical information)) ____(BIB) – Tend to be multiple choice items asking questions about broad areas like family, hobbies, and interests – up to 150 items (biographical information) ____ are Among the most popular selection devices across all job levels – 80-90% of orgs Designed to predict future performance based on responses to a series
of oral questions Used to believe not very valid, but companies kept using them – why? realistic preview of what job is going to be like and hopefully job transparent of that is called a _____ job preview Series of analysis- -based questions which are asked of all job candidates in the same way and scored on the same scale Increases the reliability of the process and more fair comparison of applicants Behavioral or Situational Interviewing ,what type of interview is this? ___interview – Constructed without thought to consistancy in questioning Not as useful as Structured because they are all over the place – no consistency is what type of interview? 2 types of structured interview Behavioral (done in past)or Situational interviewing (what you would do in the future) Validity of the Structured interviews are more valid predictors of performance (r=.44)/Incremental validity beyond GCA and Personality (Cortina et al., 2000) Potential for biases as in PA How old are you? When were you born? Have you ever been arrested? Do you plan on having children? Are you pregnant? These are all examples of questions you shouldnt ask in a interview becuase of ____issues legal issues, can ask ADEA does not specifically prohibit an employer from asking an applicant's age or date of birth, but… Could perhaps ask if the applicant
has been convicted of a felony, but grey area! EEer cannot refuse to hire a woman because of her pregnancy-related condition as long as she is able to perform the major functions of her job legal issue questions cant ask but what can you say?Are you a U.S. citizen? Do you have a disability? Do you have children? What daycare arrangements will be made if you are hired for this job? May lead to National Origin discrimination; can ask if eligible to work in the U.S. EEers may not ask about the existence of a disability; may ask about ability to perform specific job functions. It is unlawful to inquire if an applicant has children legal issues Are you actively involved in the NAACP? Have you ever been treated by a psychologist or psychiatrist? Have you ever been hospitalized? Please list any conditions or diseases for which you have been treated in the past three years. instaed use this Solicitation of such pre‑employment race-revealing information is presumed to be used as a basis for making selection decisions All of these questions are likely illegal under ADA. It is illegal to ask any pre-employment questions about illness Monty Python Letters of Ref/Recommendation can cause what reactions? Companies sued by former EE for libel based on the bad things said in a letter Companies have sued other companies because the Reference said the EE was good yet they knew this wasn’t the case. selection is importance of predictors about
prediction– forecasting who is likely to succeed in jobs based on available data If we knew who were going to be good performers, we wouldn’t need _____ In effect, predictors_____ _____since we don’t have criterion data systematic procedure for observing behavior and describing it with the aid of numerical scales is called
a Tests = predictors = assessments =______ Speed vs power Individual vs Group Paper-and-Pencil vs. Performance Computer adaptive Testing are all Delivery of tests via computer How you score on earlier questions affects the difficulty of subsequent sections Provides moreprecise measurement Can quickly identify the test taker’s ability level through the back-and-forth process that eventually ends at the best estimate of the individual’s ability are akk cakked cinoyter______ testing ____ test-– Composed of easier items with a short time limit in which individuals are told to do as many as they can typing Tests ____Test – No fixed time limit or lots of time, but items are more difficult Class Test ____test-Administered to one person at a time – costly in terms of time and money General Cog Ability test like the WAIS-III ____Tests –many applicants can be tested at same time Firefighter or police officer promotion tests (given at same time in same location) Tests – Most typical kind of test
where individuals are asked to respond to a series of items in a test booklet Most Cognitive Ability Tests (SATs) Paper and pencil (P and p) ______Tests – Require the manipulation of an object or piece of equipment Flight Simulators Within the context of predictors, ____ _____ is critical Predictor must be related to a criterion Indicated by ______ between predictor and criterion In selection – correlations are referred to as Standardized Tests Cognitive Ability General Specific Psychomotor personality Integrity Other Predictors Work Samples Assessment centers
Biographical Information Interviews References ___coefficients for personality tests are not as high as those for most of the other predictors included in our review _____predictors (e.g., integrity tests, biodata, work samples, ACs) are consistently valid _____ interviews > unstructured _____measures (e.g., general cognitive, specific cognitive, and psychomotor) are among the most valid predictors of performance criteria in an employment setting Belief that Cognitive Ability (intelligence) is important for most, if not all, jobs! Thus, among the most frequent predictors used in selection Began with Army Alpha and Beta tests Controversy: Racial Differences is ___ _____ tests ____Validity: other predictors might help account for greater percentage of criterion variance Use cog ability with conscientiousness and structured interview Wonderlic, WAIS, Ravens Progressive Matrices Wonderlic and the NFL Wonderlic to be supplemented by new aptitude test Lets try the Wonderlic! _____CAT's -– Predicts whether
an individual will do well in a particular job given specific abilities Mechanical – Bennett Mechanical Test Spatial – Space Relations Test Clerical – Minnesota Clerical Test (typer/note) Emotional Intelligence – EQ(evaluate own and others emotions) r = .40 to .50 range (pretty high for predictor) _____test-Measure sensory abilities – the speed and accuracy of motor and sensory coordination packer, machine operator, assembler,
electrician fighter pilot, air traffic controller, baseball player Purdue Pegboard Test, hearing, vision tests r = .40 to .50 NOTE: validities for all tests differ as a function of the job back to the job analysis and identifying the appropriate KSAs ___ tests-Measure individual traits and predispositions to behave in particular ways across situations More recent research on this class of predictors than any other Usually uses the Big 5
taxonomy: Neuroticism, Extraversion, openness to Experience, Conscientiousness, and Agreeableness (OCEAN) 16 PF, NEO, Hogan Personality Inventory ____ test-Personality tests have been found to be valid predictors of job performance – add variance beyond cog ability tests (Mount et al., 2000) – incremental validity r=.20 to .30 Problem – they can be faked Griffith and colleagues (2011a;2011b) found that about 1/3 of test takers fake and
they also engage in more counterproductive behaviors than nonfakers. Also, fakers rise to the top and the “wrong” people can be hired. ___ CATs-Early tests (Army Alpha and Beta) were designed to measure General Cognitive Ability General Cognitive Ability accounts for a large proportion of criterion variance (r=.53) r2=.25; lots left to account for. Can we do better than just using General CAT?? Organizations often use _________ to make employee hiring decisions ch.7 ch.7 Selection Battery for middle level managers What do we do? JA to generate Job Specs and Job Description From these, we would generate performance criteria and predictors ch.7 after Job anaylasist in selection battery what are the other 2 things considered? Costs Both time and $$ are important Redundancy If predictors relate too closely, they don’t add any information – remember incremental validity ch.7 The process of encouraging potentially qualified applicants to seek employment with a particular company is the process of.... ch.7 Efficiency of selection system is limited by effectiveness of ______ ch.7 Newspaper classifieds, Internet, newsletters, campus career centers, employee referrals are all example of __ that can be used for recruitment ch.7 Selection should be based on valid ____ ch.7 Validation Study: Either Predictive or Concurrent Validation Designs or Validity generalization are 2 general approaches to what? Two general approaches to demonstrating the validity of a selection battery: ch.7 The extent to which test scores obtained at one point in time predict
criteria obtained at some future point in time is _____ validity ch.7 1.Gather predictor data on all applicants 2.Hire applicants based on predictors that are NOT part of the newly developed selection battery 3.Gather performance data to serve as criteria for validation 4.Compute validity coefficient between predictor score and criterion score are all steps for what? ch.7How well a test predicts a criterion that is measured at the same time as the test Often more viable than Predictive Validity studies is ____ validity ch.7Collect data on both predictors and criteria from incumbent employees at the same time Compute validity coefficient to assess strength of relationship between predictor and criterion scores are steps for ____ validity ch.7when does predictive and concurrent take place ch.7more indepth-Differences Between Concurrent and Predictive Validity Studies Concurrent validation uses incumbents as participants rather than applicants In concurrent validation, both predictors and criteria are measured at the same time ch.7 Challenges assumption that validities are situation specific – situational specificity Use meta-analytic techniques to weight and combine validity coefficients across situations to examine the generalizability of validity coefficients Great deal of research has supported the notion that validities do generalize are all ____ generalization Validity (saves money, use off the shelf test) ch.7 Challenges assumption that validities are situation specific – situational specifications ch.7 what are these hang ups for? Many criticisms and concerns about the statistical methods used in VG Still limited to jobs very similar to the jobs on which the test was
originally validated Courts have had some concerns with this approach (Atlas Paper Box, 1989 – Wonderlic, but no evidence), but other times the approach has held up in court when it’s done carefully and a JA was used to show jobs are the same VG, validity generalizations these are all examples of ____ go through for hiring, Selection Battery for Middle level Managers Use Job
analysis to identify the important KSA’s for this job Develop/Select Assessments to tap these KSAs: 1) Validate the battery using Criterion-Related Strategy (Predictive or Concurrent) or 2) Do JA to show that our job is the same as other jobs in which these particular tests were used and validated, and use VG as our evidence of a valid selection battery ch.7 We can tell our client that we have a
selection battery that will result in hiring successful employees, but they want more than that: 1.Which applicants will be successful -- WHO? 2..A cost-effective selection battery ch.7 Two major approaches to selection that help us here in practicle approaches are: Multiple Cutoffs Multiple Regression ch.7 this all is an example of ________Approach *Non-compensatory model of selection in which “passing scores” or cutoffs are set on each predictor Applicant must score higher than cutoff on each predictor *Strength: does not allow candidates weak in very important areas of the job to be selected despite other abilities (e.g., surgeon); easy to understand ch.7 Non-_____ model of selection in which “passing scores” or cutoffs are set on each predictor Applicant must score higher than cutoff on each predictor ch.7, ot hiring like the 5 or 6 who didnt pass the cut off and not hiring anyone lower than that score on predictor is t an example of _____ Multiple cutoff (scoring really well over all doesn't compensate for doing really well on the over all sccore) ch.7 this is an example oSpecial rendition of multiple cutoff Predictors administered in a pre-determined order ($$) so that only those who pass a test or hurdle move on to the next phase of selection More cost effective as unqualified applicants efficiently weeded out f the _____approach: Multiple hurdle (Not everyone take every test, instead everyone take 1 test and who ever passes that gets to move onto round 2 next test and so on and so on (less cost efficient because people weeded out) ) ch.7 this is all _____ regression,Statistical technique that allows us to estimate how well a series of predictors forecasts performance criterion Compensatory- exceptional performance on one predictor can make up for poor performance on another Steps: Validation data used to generate an equation that indicates the best prediction scheme Y = bo+b1X1+b2X2+b3X3 Apply prediction scheme to applicant data to calculate scores that enable us to make selection decisions Rank-order applicants and then select from the top until all positions are filled ( If you do well on another predictor
it can compensate well on others, or all around/not weighted equally, figure out which should be the highest ) ch.7 is an example of ___ regression ch.7 ___ __ ___ considerations: 1.May want to set a cutoff on the predicted criterion that excludes applicants if they fall below it even if our client needs more employees (e.g., score of 12.00) 2.May still want to set a minimum
cutoff on each predictor hybrid_ approach: multiple cutoff/mult regression approach); e.g., Work Sample score of 4.00 ch7. these are all ____ of selection process Decision Accuracy Validity . Base Rate Selection ratio Cost Elements of selection process that allow us to assess utility (how useful and cost efficient is it): ch.7 this is all the _____ of selection process The answer to “Is it worth it?” often comes directly from an assessment of utility Elements of selection process that allow us to assess utility (how useful and cost efficient is it): Decision Accuracy Validity Base Rate Selection ratio Cost Only want to hire those who will be successful and don’t want to reject those that could be good performers this pic is an example of _____ accuracy)( picture is not showing up itsar graph in 4 sections like.. a b ch.7 this is all ___ accuracy Only want to hire those who will be successful and don’t want to reject those that could be good performers/ hits :select people who did well on selection battery and are actually good performers, / correct
rejections based on predicters didn’t hire and wouldn’t perform wel lon job either /false alarm: people hire because test says success but when they actually work for you they are not good/misses:didn’t hire but would have been successful ch.7 Decision Accuracy formula for _____ – percentage of hiring decisions_that are correcting Q1/(Q1+Q3) surgeons, cops, pilots, etc. ch.7
____ Decision Accuracy formula – maximizing number of hits and correct rejections while minimizing misses and false alarms (Q1+Q2)/(Q1+Q2+Q3+Q4) ch.7 ___ is 1.To the extent that a selection battery is valid, hits 1and correct rejections will be maximized while misses and false alarms will be minimized 2.With larger_______ coefficients, predictors do a better job of forecasting subsequent performance ch.7 ____Rate 1.Percentage of current employees who are successful on the job 2.Reflects the quality of previous selection batteries and provides a basis of comparison for new battery 3.Usually the organization sets this Cutoff such as schools using a 2.0 GPA Base (If base rate is 30% it was not good, 70 % are not performing well ) ch.these are examples of ____ ratio 1.Number of job openings divided by number of applicants 2.If 20 openings and 20 applicants, then SR=1.00; If 5 openings for 20 applicants, then SR=.25 3.The smaller the SR, the greater the potential utility of a selection battery ch.7 _____ is Associated with the development and implementation of a selection battery ch.7 ___ is Associated with the development and implementation of a selection battery If _____ are so high that they are greater than potential increase in revenue from hiring better employees, then our client won’t be so interested in the new battery Why does NASA spend billions on selection?? How about FBI? High Stakes selection… NASA selection ch.7 calculating _____ you need 3 pieces of info Validity of selection
battery, knowledge of organizations base rate, and the Selection Ratio ch.7 _____ utility: Need 3 pieces of information Validity of selection battery, knowledge of organizations base rate, and the Selection Ratio Can use tables that allow for estimation of improvement in the work force from a new selection battery One Version – Taylor-Russell Tables Must then also consider cost ch.7These are all: Prior to the 1960s it was NOT illegal to discriminate in the hiring of employees This changed dramatically with the passing of important Federal Legislation and publication of important selection guidelines Civil Rights Act of 1964, specifically also created which also created the EEOC in 1965 1978, EEOC published the Uniform Guidelines on Employee Selection Procedures 2003, SIOP’s principles for the Validation and Use of
Selection Procedures Legal Issues in Industrial Psychology ch.7 Employers and employees have the right to initiate and terminate the employment relationship at any time, for ______ reason at all ch.7 However, due to recent employment cases about “wrongful discharge,” many companies (and states) have incorporated
______ discharge policies ch.7 __________ for the following Discrimination; Breach of contract (implied); breach of implied covenant of good faith; violation of public policy Just Cause – firing someone for acceptable reasons (reasonable) ch.7 1.) Very important concept with regard to understanding employment law – _______________(Adverse Impact) 2.)Rule of Thumb – a selection procedure has an adverse impact against a group if the selection rate for that group is less than 80% of the ___________ for the group with the highest selection rate 3.)KEY: AI at any stage is enough for a complaint and “intent” here is irrelevant Also all have to do with ___ impact disparate impact selection rateAdverse ch.7. this is
an ___ example/____ at any stage is enough for a complaint and “intent” here is irrelevant ch.7 1.) Plaintiff demonstrates a prima facie case (“on the face of it”), the numbers indicate adverse impact 2.)Defendant can argue against statistics by showing the plaintiff is only looking at partial data, interpreting it incorrectly, or looking at the wrong data OR 3.)If Adverse Impact does exist, defendant has some options to combat the
charge of illegal discrimination ch.7 1,)Disparate Impact Cases 2.)Demonstrate that although adverse impact exists, the selection battery is _____________for all minority groups and the majority group – “business necessity” e.g., hire only those with a certain education level Validation study or _____ used to support this 3.)Plaintiff could show that another equally valid test is available resulting in lower AI 4.)Plaintiff might try to show that th is was all a pretext for discrimination – big fat lie!! examples of ____ a charge of illegal discrimination (DI) ch.7 whats the diff betweek Disparate Treatment and Impact (DT and DI) Treatment is intentional discrimination example: making one group of people take a certain group and the other not and DI is unintentional ch.7 Claim that it is imperative to hire folks of a particular group because the business cannot be adequately conducted without them --_______________________ . __________________can only apply to sex, religion, and national origin under Title VII (expressly not race or color!) Bona Fide Occupational Qualification (BFOQ) BFOQs ch.7Examples of Male as ___: actor, security guard where male EEs are searched, attendant in men’s restroom Examples of Female as ___ actress, lingerie salesperson_, custodian in women’s dormitory ch.7 Dothard v Rawlinson, 1977 Women sued State of Alabama when applying for prison guard in male maximum security facility; courts said safety was an issue
for the applicant who would likely be assaulted simply because she was a woman; control of the penitentiary and protection of those on site. ch.7 Affirmative Action is no a __ stystem ch.7 Practice employed by many organizations to increase the number of minorities or protected class members in targeted jobs Purpose is to address historical discrimination; not a quota system! Goes back to JFK urging federal contractors to take “affirmative action” to ensure individuals were treated w/out regard to race/color/religion/sex/nat origin. Purpose was to “level the playing field” for those who have traditionally been discriminated against. thi is _______________ ch.7 1.)Equal Pay Act (1963) 2.)Civil Rights Act (1964, 1991) - CRA 3.)Age Discrimination in Employment Act (1967) – ADEA 4.)Americans with Disabilities Act (1990) – ADA 5,)Family and Medical Leave Act (1993) - FMLA these are all important_____ ch.7 1.) Illegal to discriminate in pay and benefits, on the basis of sex, for jobs that are equal 2.)Disputes in this law arise regarding the definition of equal work, but generally defined by: skill,effort, responsibility, and working conditions 3.)Courts are clear that there must be sizable differences in work to support different pay for men and women Brennan v Prince William Hospital (1974) This is the ____ Act ch.7 1.)Beginning of legislation in U.S. intended to decrease discrimination 2.)Amended in 1991 to deal more clearly with issues of monetary damages and jury trials as well as clarifying each party’s obligations in adverse impact cases 3.)In general, CRA prohibits employment discrimination based on race, color, religion, sex, or national origin 4.)CRA does not cover sexual orientation,
but about 30+ states have laws that do ch.7 CRA)( Civil rights movement) ch.7 CRA also prohibits discrimination based on national origin such that no one can be denied equal employment because of ancestry, culture,
birthplace, etc. Accent; religion; pregnancy (see handouts); Sexual Harassment is prohibited under CRA By 2000, over 25% of cases under Title VII Distinguishes between Quid Pro Quo (this for that) and Hostile Work Environment Meritor Savings Bank v. Vinson (1986) Clarence Thomas, 1991 ch.7 1.)Protects individual _________ of age and older from discrimination with respect to any employment related decision Age as a BFOQ sometimes holds up in court (EEOC v U. of Texas Health Science Center at San Antonio, 1983) 2.)In Discharge cases, Plaintiffs must demonstrate that they: Are within the protected class Were doing satisfactory work Were discharged despite work performance Were replaced by a younger person 3.)Cleverly v Western Electric, 1979 is __ _____ __ ____ ___ Age Discrimination in Employment Act (1967) ch.8 US companies spent about $126 billion on training in 2011 Leading edge companies spend about $2,000 per employee per year on training 40-45 hours per year for each employee The top 125 companies average training budget is $30.6 million per year! All examples of ___ statistics ch.8Even valid selection systems don’t usually have EEs ready to go on day one
Organizations must learn how to adapt to fit corporate culture (e.g., procedures, systems, culture) Changing nature of work necessitates constant updating of knowledge and skills e.g., Computer Skills Training programs can lead to positive job attitudes (commitment, satisfaction, engagement) which affect organizational outcomes ch.8 Must identify if a training ____ exists before designing and
implementing training program ch.8 Formal procedures which a company utilizes to facilitate learning so that the resultant behavior contributes to the attainment of a company’s goals and objectives is ______________ ch.8 Organizational Analysis task Analysis Person Analysis Demographic Analysis these are all types of ___ ch.8 Determine the ______________ short and long-term goals and compare goals to current state of performance Where organization is not meeting goals, training can be used to improve performance. this is the _____ Analysis organization’s, Organizational Analysis ch.8 what duties, tasks, behaviors, and actions need improvement?Examination of the specific task or job requirements that are necessary for the successful conduct of each job (look at job analysis) Compare how job is currently performed to how it should be performed What jobs or tasks need training? This is ____ Analysis ch.8 Identify which employees are most in need of training Base decision on performance appraisal data Who in particular needs training in this area thi is ___ Analysis ch.8 Consideration of the demographic makeup of the organization Assess the training needs of various demographic groups – specialized training Older employees may need more technology training, disabled employees may require additional training as a reasonable accommodation or training via different medium example of ____ Analysis ch.8 Impacts the success of the training Includes: Learning principles Trainer and trainee characteristics Instructional design Continuous Learning: a personal emphasis and engagement in the learning process; learning how to learn this is called ____context ch.8 Relatively permanent change in behavior that occurs as a result of experience or practice ch.8 Learning is enhanced if learner is engaged in activities (e.g., practice, problem solving, written communication, etc.) Read about conducting a PA vs. actually doing it this is call ___ Learning ch.8 Should we present the whole task or only part of the task in a given session? When is it best to train whole task? When is it best to train one part of a task a time? this is called ____ vs____ ch.8 _______: training takes place at one
time, without breaks Distributed: training that’s divided into segments, usually with breaks Should the practice of the task take place all at once (MASSED) or be spread out over time (DISTRIBUTED)? this is called _____vs____ practice Massed, Distributed vs. Massed Practice ch.8 Practice and ____ of practice matters Examples: UPS driver not lifting boxes properly
_________: process of giving trainees continued practice even after they have appeared to master the behavior, resulting in higher levels of learning Ex: Why do Emergency Room Physicians need to overlearn certain behaviors? ch.8 More likely to learn if find training _____ What can organizations do to make training material more _______? Overview Present material in way that’s understandable Sequence material in logical order ch.8 Timely and useful feedback is critical during training Why? Feedback works best when it is: Given immediately following behavior Frequently Positive and negative feedback has value when delivered in sensitive way this is feedback or _____ of results knowledge of results(KOR) ch.8 Desire
for continues learning? _______ readiness: possessing the background characteristics and interest that make learning possible _____efficacy : belief in his/her ability to be successful in training and job Motivation to learn – if not motivated, training will fail; how can we increase? ch.8 Communicate specific objectives clearly Understanding of how people learn Personalize training to trainees these are _____ differences in the trainer ch.8 Extent to which material, skills, and procedures learned in training are then taken back to the job _______transfer– what is learned in training results in performance improvement ________Transfer – what is learned in training results in performance decline this is called ___ of Traning positive, negative, Transfer ch.8 Maximize similarity between the training situation and job situation Provide an adequate amount of active practice time Provide different situations or contexts in which the employees practice behaviors Trainer, trainee, and manager work together to set expectations and set up a maintenance program this is all how to ___ ;likelihood of a positive transfer Lecture to teach trainees important work-related information Effectiveness depends on training objectives Good for teaching facts, but not effective for developing problem-solving skills and interpersonal communication Less likely to include active practice, overlearning, and FB Reputation of being boring, but it’s effective these are for ____ :Lecturing ch.8 Most widely used technique in organizations Success depends on skills and motivation of the trainer Important to match trainees with trainers Tend to maximize transfer because training and job situations are the same or nearly identical Minimal facility costs Can be designed so that employees are producing for the company while learning valuable behaviors Disadvantage – Heavy reliance on employee as trainer and his/her ability to train others this is Traditional:____________Traning (OJT) ch.8 Use self-instructional materials for training purposes – can be costly to develop Uses learning principles Present material broken down into small elements in a logical fashion with feedback incorporated Usually self-paced – why is this helpful?? Disadvantages? traditional: _______ instruction. and ______assisted instruction ch.8 Designed to be realistic in order to facilitate transfer of training Especially useful for jobs where it would be too dangerous or costly to train on actual equipment Physical Fidelity – mimics real world Psychological Fidelity – matches essential behavioral/cognitive processes these are? ___ cirtual reality traditional virtual reality ch.8 Must identify if a training need exists before designing and implementing training programs is called___ Assessment ch.8 ____: training takes place at one time, without breaks ______: training that’s divided into segments, usually with breaks What type of test is used to predict whether a job candidate is likely to steal from an employer?One common form of assessment is called an integrity test, which is designed to measure whether the prospective hire is likely to steal from the company or otherwise engage in illegal activity while on the job. Historically, it was common for employers to issue preemployment polygraph tests to applicants.
Which test is used for selection of employees?Situational judgment tests are commonly used as employee-selection and employee-screening tools and have been developed to predict employment success. These tests present realistic hypothetical scenarios in a multiple-choice format. Applicants are asked to state what they would do in a difficult job-related situation.
Which type of test has been shown to have the highest validity of selection methods for complex jobs?Reliability and validity of selection tests
Physical and skills tests, for example, tend to be the most reliable types of tests because they evaluate candidates based on their proven abilities.
Which of the following selection tools is the most frequently challenged selection method?1) Which of the following is the most commonly used selection tool? Explanation: C) Interviews are the most widely used selection procedure. Not all managers use tests, reference checks, or situational tests, but most interview a person before hiring.
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Which type of test should an organization add to its selection process if it wants to assess applicants attitudes toward theft?
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