MOS 3384 – Chapter 7 .docx

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Department
Management and Organizational Studies
Course
Management and Organizational Studies 3384A/B
Professor
Cristin Keller
Semester
Winter

Description
MOS 3384 – Chapter 7: Use of Tests in Selection Ganizations are finding that valid employment tests can play an intt ;ral part of their selection battery, iding important insights into the job applicant’s personality, values and work ethic. pros Well-designed tests provide a fair and objective basis for assessing an applicant’s potential, s Perlal evaluation methods are vulnerable to the stereotypes, personal biases, and perceptual limitations of the evaluator F test scores can be more easily interpreted and combined with other predictors than other personal evaluations. High reliability ai proven validity, Versatility Tests can be used both for recruiting purposes and for new hires after they ^ave joined the organization. (internal promotions, training potential ect) Pplicant’s core values, work-related attitudes, and stable personality traits are invisible. And can be faked or misinterpreted Cons Lot all tests have been tested. Not proven reliable or validity until they have seen psychometric data pertaining to the tests. Use of tests for purposes for which they were not meant. Onus is on the employer to ensure that only qualified persons interpret t test results. Knowledge, skills, abilities, or other competencies (KSAO) tested must be related to job performance criteria identified through job analysis. ‘accurately assess the individual’s performance or capacity to perform the essential components of the job in question, safely, efficiently and reliable does not discriminate disabled Knowledge Tests Job knowledge tests attempt to assess the degree to which job applicants are knowledgeable about concepts, issues, or procedures essential for successful job performance Questions that differentiate the truly skilled and experienced applicants from those who are less knowledgeabl Two important uses(1) to check ipplicant’s claims about their knowledge, and (2) to assess the job knowledge of pre sent employees being considered for promotion or transfer. Highly reliable because they measure only information and knowledge, with validities that average 0.45 against job performance Practical intelligence: the practical ability to accomplish tasks and solve problems successfully rather than professed theoretical knowledge is critical for job success Vocational interest tests show how a person’s interest pattern compares with successful job incumbents. Dicate the occupations or areas of work where a person is lost likely to be interested and to find most satisfying assume Do well at and remain More useful in predicting job stability than they are in predicting job success. Susceptible to faking, might make up interest to align with corporate values Ability and Aptitude Tests Ability tests measure an individual’s mental, mechanical, physical (e.g., psycho- motoi coordination), and clerical abilities. Aptitude tests measure an individual’s innate ability to learn and understand process Distinction is arbitraryBoth types of test measure “what a person has learned up to the time he or she takes the test.No test can truly measure future capacity to learn Skills refer to the degree of proficiency in a specific task, based on past learning, experience.ce and aptitude. distinct human abilities have been identified/ :lassified into four major groups: Cognitive abilities are related to general intellectual abilities, :h as verbal and numerical abilities, problem solving, reasoning, ordering, logical tation, and information processing. Scapa ity to mentally manipulate words, figures, symbols, numbers, and logical order. General mental ability refers to the underlying factor that determine most mental abilities, such as verbal and mathematical reasoning, manipulation of symbols and information, and logical reasoning Ndicative of a person’s “brain power, bund to predict a new employee’s performance during job training and general jofc performance •elationship holds for most types of jobs, especially those ire high levels of reasoning, alidity coefficients of 0.50, ?sycho-motor abilities reflect a person’s ability to con troll muscle movements, dexterity, coordination, reaction time re actual performance tests and assess skil closely related to actual job performance. I Sensory and perceptual abilities refer to a person’s vision, hearing, and sensory capabilities. Test Physical abilities generally refer to muscular strength, cardiovascular endurance, and movement quality Morelikely to be injured while performing jobs for which they have r mstrated the required capabilities. Iversely impact on women and other minority groups Assesses whether an applicant has a healthy cardiovsvascular system, not whether the applicant has cardiovascular endurance Leadership and bMOTioNAL intelligence iests Effective leaders can have vastly different leadeiership styles; nor uoes a single leadership style seem successful in all settings. Dimensions assessed.. Vision and the ability to think in big-picture terms rather than in minute details Optimism and excitement about purpose Ability to value subordinates and others for their unique
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