DOCSLIB.ORG

Personnel Selection

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Personnel Selection Journal ofOccupation aland OrganizationalPsycholog y (2001), 74, 441–472 Printedin GreatBritain 441 Ó 2001The British Psychologi calSociety Personnel selection Ivan T. Robertson* and Mike Smith Manchester School of Management, UMIST, UK Themain elementsin thedesign and validation of personnelselection procedure s havebeen in placefor many years.The role of jobanalysis, contemporary models of workperformance and criteria are reviewed criticall y.After identifyin gsome important issues andreviewing research work on attractingapplicants, including applicantperception sof personnelselection processes, theresearch on major personnelselection methods is reviewed.Recent work on cognitiveability has conrmed the good criterion-relatedvalidity, but problems of adverseimpact remain.Work on personalityis progressing beyondstudies designed simply to explorethe criterion- relatedvalidity of personality.Interviewand assessment centreresearch is reviewed,and recent studies indicating the key constructs measuredby both arediscussed. In both cases, oneof thekey constructs measuredseems to begenerally cognitive ability. Biodata validity and the processes usedto developbiodata instruments arealso criticallyreviewed.The articleconcludes with acriticalevaluation of theprocesses forobtaining validity evidence(primarily from meta-analyses)andthe limitations of thecurrent state of theart. Speculativ efutureprospects arebrie y reviewed. Thisarticle focuses on personnel selectionresearch. Muchcontempora ry practice withinpersonnel selectionhas been inuenced by the research literature, butit is clearlynot the casethat there isasystematiclinear owfrom the research literature intothe work ofpractitioners. The situationismuch more complex. Forexample, assessmentcentres were designedoriginal lyto meet aclearpractical need. Their originaldesign was heavily in uenced by psychologists.There was,however, relativelylittleresearch intosome of the specic componentsof assessment centres, when they were rstused for practicalpersonnel selectiondecision s,inthe armedservices and in commercial settings.Research intothe overallvalidity of assessmentcentres andinto the validity,adverseimpact and utility of many of the component partsof assessmentcentres followedfrom these highlypractical beginnings.In turn, thisresearch hasinformed the practice of contemporary assessmentcentres. Similarly,complex interplaytakes place for allother selection methods.This article, then, aswellas reecting contemporary research interests,as far aspersonnel selectionis concerned, willalso inevitab lyre ect contemporary practice tosome degree. *Requests for reprints should be addressedto Prof. IvanRobertson, Manchester School of Management,UMIST, PO Box88, Manchester M601QD, UK (e-mail: [email protected]). 442 IvanT. RobertsonandMike Smith The traditionalmodel for selectionand assessme ntpractice hasnot changedfor many years. Smith andRobertson (1993) indicated the majorsequence of events involvedin the designand validati on of any personnel selectionsystem. The traditionalsystem involves the initialdetailed analysis of the job. Thisanalysis is then usedto indicate the psychologicalattribute srequiredby anindivid ual who may llthe jobe Vectively. In turn, personnel selectionmethods are designedwith the goalof enablingthose responsib lefor selectionto attract and evaluatecandidat es’capabili tieson these attributes.A validationprocess is used toassess the extent towhich the personnel selectionmethods provide valid predictorsof jobperformanc e, orother criterionvariables such as absenteei smor turnover. Probablythe mostsigni cant change withinthe personnel selectionresearch literatureinthe lastdecade or sohasbeen the increasedcon dence thatresearcher s have inthe validityof mostpersonnel selectionmethods. This increased con dence hasarisen from the resultsobtained by investigatorsusing meta-anal ysis(Hunter & Schmidt, 1990).Meta-ana lyticstudies of awidevariety of personnel selection methodshave indicatedthatwhen the artefactuale Vectsof samplingerror, range restriction andmeasureme ntunreliabi lityare removed, the ‘true’validity of personnel selectionmethods is much higher thanoriginall ybelieved.Many selectionmethods have been subjectedto adetailedmeta-anal yticalreview. One of the bestlists of meta-analysesof selectionmethods is contained in Schmidt and Hunter’s (1998)article where they identifymeta-ana lysesof 17methods of selection.Figure1 isbasedon Schmidt andHunter’ s review andshows the validity, estimatedby meta analyses,of many selectionmethods. The numbers on the rightshow the validitieswhen overalljob performanc eratings—usually by superiors—are usedas criteria. The gureson the left of the diagramshow the validitiesobtained when progressduring training is used as the criterion.The twosets of resultsare very consistent, even thoughthere are fewer meta-analyses availablefor trainingcriteria. The tableis also interesti ngbecause itcasts light upon the developmentof thoughtconcerning criteria.In the mistsof time (before 1947!),psycholog istssought a singlecriterion against which they couldcalibrate selection instrumen ts.Followin gDunnette’s advicein the 1960s tojunk THE criteria,they soughtto obtain data for abankof diversecriteria. The useof multiplecriteria had disadva ntages:they were often impracticalor costlyto collect andoften ledto confusion because they producedsigni cantly diVerent validities. Some orderwas restored in the 1980s,when criteria were organizedinto three groups:productio ncriteria,personnel dataand judge- ments. Schmidt andHunter’ s tablesimply that,in practice, psychologistshave combined productioncriteriaand judgement alcriteria(usually superviso ryratings) toproduce two de-facto categories.The hegemony of supervisory ratingsas a criterionhas, if anything,been strengthenedby the current emphasison contextual andcitizensh ipbehaviour sasan element of jobperformanc e(see laterin this paper): supervisory ratingsare one of the few waysthat such occupatio nal citizenshipcan be gauged. Asfar ascriteria are concerned, the mostsigni cant changes within personnel selectionresearch concern the broadeningof the constructof jobperformanc e Personnelselection 443 Figure 1. Accuracyof SelectionMethods. suchthat job performan ce includesnot only e Vective performanceof the relevant tasksbut also contextua lperformance or organizationalcitizensh ipbehaviour (Borman &Motowidlo,1997; Coleman &Borman, 1999). 444 IvanT. RobertsonandMike Smith The areaof personnel selectionthat has developed least and seems increasingly problematicisjobanalysis .The traditionalrole ofjobanalysis within the personnel selectionparadigm is toprovidea xed startingpoint for allsubsequen tstepsin the process. Anyone who hasgiven the remotest thoughtto contempora ry organiz- ationallife willrecognize thatjobs are no longeranywhere near asstable as they were, even 10or 15years ago. At one time, the lifespanof awork-related technologyandthe career spanof individualemployees were reasonablywell matched. Nowadays,technologies,work practicesand even organizationalforms come andgo withinthe lifetime ofanindividualor even withina specic decade. Thismeans thatin many selectionsituatio ns,the requirementtounderstandthe job ismadeparticula rly complex anddi Ycult,because the jobin questionis likelyto be radicallydi Verent inways that are very di Ycultto predict within as little as 5 or maybe 10years. In theirreview of personnel selection,Houghand Oswald (2000) noted the importanceofthe changingnature of work andthe di Ycultiesthat this presents for traditionaljob analysis .They indicatethat, in recognition of the increasinglyrapid changesthat are takingplace inthe workplace,many researchersand practitio ners now conduct analysesthat focus ontasksand the cross-functionalskills of workers, rather thantraditio naljob analysis with its focus onmore staticaspects of jobs.In particular, they notedthe useof O*NET asa exible databasethatcontains information aboutboth work behavioursandworker attributes, includinginfor- mationon personality variables,cognitivevariables ,behaviouraland situatio nal variables(Petersen,Mumford, Borman, Jeanneret, &Fleishman,1999).This modern approach tojobanalysis has many usefulattribute sbutclearly cannot nd away of predictingthe future requirementsof jobswith any degree of certainty. Major issues Thisarticle is not intendedto provide a comprehensivereview of the research literatureconcerningpersonnel selectionin the lastdecade or so.The brief from the editorsof thisspecial issue to the authorsincluded a requirementto‘...impose themes over whatis powerful inthe areas,synthesiz e some ofthe existingliteratur e, make clearwhat we know andwhat we donot yet know’. Thisarticle has been writtenwith these requirementsin mind.Recent reviewsof the personnel selection research literatureprovidea detailedaccount ofthe current stateof the art.Hough andOswald (2000) and Salgado (1999), have both provideddetailed and compre- hensivereviews of the personnel selectionresearch literature.The review ofHough andOswald (2000) covers the whole areaof personnel selectionfrom joband work analysisthrough to professional,legal and ethical standard s.Salgado’s (1999)review concentrateson personnel selectionmethods. Both Houghand Oswald (2000) and Salgado (1999) provide convincin gevidence of the earlierstatement that the resultsof meta-analysishave provided strong evidence ofgoodvalidity for many personnel selectionmethods. Several methods, includingcognitiveability tests, personal ityquestionn aires,interview
Load more

Recommended publications
  • AN EXPERIENTIAL EXERCISE in PERSONNEL SELECTION “Be
    AN EXPERIENTIAL EXERCISE IN PERSONNEL SELECTION “Be careful what you wish for.” An experiential exercise in personnel selection Submitted to the Experiential Learning Association Eastern Academy of Management AN EXPERIENTIAL EXERCISE IN PERSONNEL SELECTION “Be careful what you wish for.” An experiential exercise in personnel selection Abstract Personnel selection is a key topic in Human Resource Management (HRM) courses. This exercise intends to help students in HRM courses understand fundamental tasks in the selection process. Groups of students act as management teams to determine the suitability of applicants for a job posting for the position of instructor for a future offering of an HRM course. At the start of the exercise, the tasks include determining desirable qualifications and developing and ranking selection criteria based on the job posting and discussions among team members. Subsequently, each group reviews three resumes of fictitious candidates and ranks them based on the selection criteria. A group reflection and plenary discussion follow. Teaching notes, examples of classroom use and student responses are provided. Keywords: Personnel selection, HRM, experiential exercise AN EXPERIENTIAL EXERCISE IN PERSONNEL SELECTION “Be careful what you wish for.” An experiential exercise in personnel selection Selection is a key topic in Human Resource Management (HRM) courses and yet, selection exercises that can engage students in learning about the selection process are not abundant. Part of the challenge lies in providing students with a context to which they can relate. Many selection exercises focus on management situations that are unfamiliar for students in introductory HRM courses. Consequently, this exercise uses a context in which students have some knowledge – what they consider a good candidate for the position of sessional instructor for a future HRM course.
    [Show full text]
  • ASSESSMENT METHODS in RECRUITMENT, SELECTION& PERFORMANCE 00 Prelims AMIR.Qxd 16/06/2005 05:51 Pm Page Ii Assessment Methods TP 31/8/05 10:25 Am Page 1
    Assessment Methods HP 31/8/05 10:25 am Page 1 ASSESSMENT METHODS IN RECRUITMENT, SELECTION& PERFORMANCE 00_prelims_AMIR.qxd 16/06/2005 05:51 pm Page ii Assessment Methods TP 31/8/05 10:25 am Page 1 ASSESSMENT METHODS IN RECRUITMENT, SELECTION& PERFORMANCE A manager’s guide to psychometric testing, interviews and assessment centres Robert Edenborough London and Sterling, VA 00_prelims_AMIR.qxd 16/06/2005 05:51 pm Page iv To all the people whom I have studied, assessed and counselled over the last 40 years Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publisher and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain and the United States in 2005 by Kogan Page Limited Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road 22883 Quicksilver Drive London N1 9JN Sterling VA 20166-2012 United Kingdom USA www.kogan-page.co.uk © Robert Edenborough, 2005 The right of Robert Edenborough to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988.
    [Show full text]
  • Antecedents of Other-Centered and Self-Centered Proactive Behaviors By
    Characterizing Employee Proactivity: Antecedents of Other-Centered and Self-Centered Proactive Behaviors by Anne Janssen a Thesis submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Psychology Approved Dissertation Committee Prof. Dr. Christian Stamov Roßnagel Prof. Dr. Sabine Sonnentag Prof. Dr. Song Yan Prof. Dr. Sven Voelpel Date of Defense: 21. December 2015 für meine Jungs Micha und Mats iii Abstract Contemporary work lives are characterized by frequent changes in the work environment. Such changes refer to work processes, tasks, teams, or even jobs and often go along with neg- ative consequences like stress, turnover intentions, and reduced performance. Past research has emphasized that individual proactivity can be a coping approach in these demanding situations. Antecedents of a wide range of proactive behaviors have been identified in numerous studies. Other studies focused on the categorization of behaviors. The present dissertation aimed to inte- grate previous literature and provides a more parsimonious classification model through compre- hensive insights into the prediction of proactive behaviors. For this purpose, three studies were conducted. The first study applied an innovative approach to develop short measurement instru- ments for proactive personality and supervisor support as significant antecedents of proactive behaviors. The findings of the second study reveal that proactive behaviors can be simultaneously distinguished according to their form and type and their intended target of impact. As a conse- quence, other-centered and self-centered proactive behavior categories were identified. Whereas felt responsibility for change positively predicted both other- and self-centered proactive be- haviors, personal values (other-centered and self-centered values) affected proactive behaviors differently.
    [Show full text]
  • 51 HR Metrics 2019 (With Cover Sheet)
    HR performance metrics 1 Revenue per employee Total revenue / total number of employees 2 Revenue per FTE Total revenue / total number of FTE 3 Profit per employee Total profit / total number of employees 4 Profit per FTE Total profit / total number of FTE 5 Overtime per employee Hours of overtime / total number of hours (contractual hours + overtime) per period 6 Labor cost per employee Total labor cost / total number of employees 7 Labor cost per FTE Total labor cost / FTE 8 Labor cost percentage of revenue Total labor cost / organizational revenue 9 Labor cost percentage of total Total labor cost / total organizational expenses expenses 10 Absence rate Number of absence days / total number of working days 11 Absence rate per Number of absence days per unit / total number of working days per unit manager/department 12 Overtime expense per period Overtime pay / total pay per period 13 Training expenses per employee Training expenses / total expenses 14 Training efficiency Training expenses per employee / training effectiveness 15 Voluntary turnover rate Employees who left the organization voluntarily / headcount 16 Involuntary turnover rate Employees who left the organization involuntarily / headcount 17 Turnover rate of talent Employees who left the organizations and are qualify as high potentials / headcount 18 Turnover rate Employees who left the organization / headcount 19 Turnover rate per Employees who left the organization per unit / headcount per unit manager/department 20 Cost of absenteeism Total cost of absenteeism = Total
    [Show full text]
  • How Transformational Leadership Weaves Its Influence on Individual Job Performance: the Role of Identification and Efficacy Beliefs
    University of Nebraska - Lincoln DigitalCommons@University of Nebraska - Lincoln Management Department Faculty Publications Management Department 2008 How Transformational Leadership Weaves Its Influence on Individual Job Performance: The Role of Identification and Efficacy Beliefs Fred O. Walumbwa Arizona State University, [email protected] Bruce Avolio University of Nebraska - Lincoln, [email protected] Weichun Zhu Claremont McKenna College Follow this and additional works at: https://digitalcommons.unl.edu/managementfacpub Part of the Management Sciences and Quantitative Methods Commons Walumbwa, Fred O.; Avolio, Bruce; and Zhu, Weichun, "How Transformational Leadership Weaves Its Influence on Individual Job erP formance: The Role of Identification and Efficacy Beliefs" (2008). Management Department Faculty Publications. 6. https://digitalcommons.unl.edu/managementfacpub/6 This Article is brought to you for free and open access by the Management Department at DigitalCommons@University of Nebraska - Lincoln. It has been accepted for inclusion in Management Department Faculty Publications by an authorized administrator of DigitalCommons@University of Nebraska - Lincoln. Published in Personnel Psychology 61:4 (2008), pp. 793–825; doi 10.1111/j.1744-6570.2008.00131.x Journal compilation copyright © 2008 Wiley Periodicals, Inc. Used by permission. http://www.blackwellpublishing.com/journal.asp?ref=0031-5826 Portions of this paper were presented at the 22nd Annual Conference of the Society for Industrial and Organizational Psychology and received recognition as one of the top-featured posters at the Top Poster Reception, New York, April 2007. The authors express their gratitude to Cynthia Mil- ligan, Dean of College of Business Administration, University of Nebraska–Lincoln for assistance with obtaining organizations for this study, and to Personnel Psychology associate editor Frederick Morgeson and two anonymous reviewers for their insightful comments and suggestions.
    [Show full text]
  • An Exploratory Analysis of the Determinant Variables Influencing Successful Implementation of a Four-Day Workweek
    Louisiana State University LSU Digital Commons LSU Historical Dissertations and Theses Graduate School 1974 An Exploratory Analysis of the Determinant Variables Influencing Successful Implementation of a Four-Day Workweek. Kenneth Mark Weaver Louisiana State University and Agricultural & Mechanical College Follow this and additional works at: https://digitalcommons.lsu.edu/gradschool_disstheses Recommended Citation Weaver, Kenneth Mark, "An Exploratory Analysis of the Determinant Variables Influencing Successful Implementation of a Four-Day Workweek." (1974). LSU Historical Dissertations and Theses. 2641. https://digitalcommons.lsu.edu/gradschool_disstheses/2641 This Dissertation is brought to you for free and open access by the Graduate School at LSU Digital Commons. It has been accepted for inclusion in LSU Historical Dissertations and Theses by an authorized administrator of LSU Digital Commons. For more information, please contact [email protected]. INFORMATION TO USERS This material was produced from a microfilm copy of the original document. While the most advanced technological means to photograph and reproduce this document have been used, the quality is heavily dependent upon the quality of the original submitted. The following explanation of techniques is provided to help you understand markings or patterns which may appear on this reproduction. 1. The sign or "target" for pages apparently lacking from the document photographed is "Missing Page(s)". If it was possible to obtain the missing page(s) or section, they are spliced into the film along with adjacent pages. This may have necessitated cutting thru an image and duplicating adjacent pages to insure you complete continuity. 2. When an image on the film is obliterated with a large round black mark, it is an indication that the photographer suspected that the copy may have moved during exposure and thus cause a blurred image.
    [Show full text]
  • Why Do Lay People Believe That Satisfaction and Performance Are Correlated? Possible Sources of a Commonsense Theory
    Journal of Organizational Behavior J. Organiz. Behav. 24, 753–777 (2003) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/job.219 Why do lay people believe that satisfaction and performance are correlated? Possible sources of a commonsense theory CYNTHIA D. FISHER* School of Business, Bond University, Gold Coast, Queensland, Australia Summary Decades of research have shown that the correlation between job satisfaction and job performance is modest in magnitude, yet lay people are thought to believe strongly that satisfied or ‘happy’ employees are more productive at work. This paper first documents the strength and pervasiveness of belief in several versions of the happy–productive worker hypothesis (Study 1), then proposes and explores potential substantive explanations for these beliefs (Study 2). It is possible that lay people base their beliefs on genuinely stronger rela- tionships that occur at a different level of analysis than usually studied by researchers, and/or that exist between satisfaction-like and performance-like variables other than the constructs typically investigated by scholars. Study 2 provides data relevant to several of these possibi- lities. The most compelling findings were at the within-person level of analysis. The average within-person correlation between momentary task satisfaction and concurrent perceived task performance was 0.57. Individuals feel more satisfied than usual when they believe they are performing better than usual for them. If lay persons mistakenly generalize from their own within-person experiences of satisfaction–performance covariation to the between-persons level, this relationship may be the basis for the strong lay belief that satisfied workers perform better.
    [Show full text]
  • Chapter 3: Translating HR Effects Into Utility Metrics – an Issue of Communication
    Chapter 3-1: Utility Chapter 3: Translating HR Effects into Utility Metrics – An Issue of Communication The major goal of this chapter is to explain how HR professionals can both estimate and communicate the effect of HR policies/practices on important Chapter 3 Goal: To learn how to business metrics to key decision makers. The target audience communicate the expected value of HR policies and procedures in terms line of these communications might include other HR managers can understand and related to important business decisions. professionals, but is most often line managers and executives whose primary responsibilities are to attend to these business metric. For example, I know I have not communicated well when a line manager asks “you clearly seem to think a correlation of .35 between the new selection system and subsequent job tenure is a good thing . how big does a correlation have to be before it is „good‟?” Line managers do not have to ask this question if they have also been told the expected effect of using a new selection system which exhibits criterion validity of rxy = .35 is $3000 in increased profit per quarter for each individual hired. Alternatively, depending on the context, other operational metrics may be even more meaningful. For example, telling the line manager “with the old selection system we expected 60 out of every 100 people hired to perform the job adequately, while with the new selection system we expect 75 out of every 100 to reach adequate performance levels” translates a criterion validity of rxy = .35 into an operationally meaningful scale or metric.
    [Show full text]
  • The Importance of Pay in Employee Motivation: Discrepancies Between What People Say and What They Do
    THE IMPORTANCE OF PAY IN EMPLOYEE MOTIVATION: DISCREPANCIES BETWEEN WHAT PEOPLE SAY AND WHAT THEY DO Sara L. Rynes, Barry Gerhart, and Kathleen A. Minette A majority of human resources professionals appear to believe that employees are likely to over- report the importance of pay in employee surveys. However, research suggests the opposite is ac- tually true. We review evidence showing the discrepancies between what people say and do with respect to pay. We then discuss why pay is likely to be such an important general motivator, as well as a variety of reasons why managers might underestimate its importance. We note that pay is not equally important in all situations or to all individuals, and identify circumstances under which pay is likely to be more (or less) important to employees. We close with recommendations for implementing research findings with respect to pay and suggestions for evaluating pay sys- tems. © 2004 Wiley Periodicals, Inc. It is easy to overestimate the frequency more likely to underreport than to overreport with which adults actually go to the opera the importance of pay as a motivational fac- and underestimate the frequency with tor in most situations. Put another way, re- which they watch TV cartoons on Satur- search suggests that pay is much more im- day mornings, based on their self-reports. portant in people’s actual choices and (Nunnally & Bernstein, 1994, p. 383) behaviors than it is in their self-reports of what motivates them, much like the cartoon Rynes, Colbert, and Brown (2002) pre- viewers mentioned in the quote above. Yet, sented the following statement to 959 mem- only 35% of the respondents in the Rynes et bers of the Society for Human Resource al.
    [Show full text]
  • The Role of Personnel Selection in Remotely Piloted Aircraft Human System Integration
    Wright State University CORE Scholar International Symposium on Aviation International Symposium on Aviation Psychology - 2015 Psychology 2015 The Role of Personnel Selection in Remotely Piloted Aircraft Human System Integration Thomas R. Carretta Raymond E. King Follow this and additional works at: https://corescholar.libraries.wright.edu/isap_2015 Part of the Other Psychiatry and Psychology Commons Repository Citation Carretta, T. R., & King, R. E. (2015). The Role of Personnel Selection in Remotely Piloted Aircraft Human System Integration. 18th International Symposium on Aviation Psychology, 111-116. https://corescholar.libraries.wright.edu/isap_2015/88 This Article is brought to you for free and open access by the International Symposium on Aviation Psychology at CORE Scholar. It has been accepted for inclusion in International Symposium on Aviation Psychology - 2015 by an authorized administrator of CORE Scholar. For more information, please contact [email protected]. THE ROLE OF PERSONNEL SELECTION IN REMOTELY PILOTED AIRCRAFT HUMAN SYSTEM INTEGRATION Thomas R. Carretta Air Force Research Laboratory Wright-Patterson AFB, OH Raymond E. King FAA Civil Aerospace Medical Institute Oklahoma City, OK Effective human-system integration (HSI) incorporates several domains: manpower, personnel, and training, human factors, environment, safety, occupational health, habitability, survivability, logistics, intelligence, mobility, and command and control. These domains are interdependent and must be considered in terms of their interrelationships. Human factors engineers typically focus on system design with little attention to the skills, abilities, and other characteristics needed by the human operator. Personnel selection is seldom considered during the HSI process. Complex systems require careful selection of the individuals who will interact with the system.
    [Show full text]
  • The Economic Benefits of Personnel Selection Using Ability Tests: a State of the Art Review Including a Detailed 7.Nalysis of the Dollar Benefit of U.S
    DOCUMENT RESUME ED 310 170 TM 013 859 AUTHOR Hunter, John E. TITLE The Economic Benefits of Personnel Selection Using Ability Tests: A State of the Art Review Including a Detailed 7.nalysis of the Dollar Benefit of U.S. Employment Service Placements and a Critique of the Low-Cutoff Method of Test Use. USES Test Research Report No. 47. INSTITUTION Employment and Training Administration (DOL), Washington, D.C.; Utah State Dept. of Employment Security, Salt Lake City. Western Test Development Field Center. PUB DATE 83 NOTE 33p. PUB TYPE deports - Evaluative/Feasibility (142) EDRS PRICE MF01/PCO2 Plus Postage. DESCRIPTORS *Ability Identification; *Aptitude Tests; *Cost Effectiveness; Cutting Scores; *Economic Factors; Economic Research; Employment Services; Federal Aid; Job Applicants; Mathematical Formulas; Occupational Tests; *Personnel Selection; State of the Art Reviews; *Test Use IDENTIFIERS General Aptitude Test Battery; Low Cutoff Method; Placement Tests; United States Employment Service ABSTRACT The economic impact of optimal selection using ability tests is far higher than is commonly known. For small organizations, dollar savings from higher productivity can run into millions of dollars a year. This report estimates the potential savings to the Federal Government as an employer as being 15.61 billion dollars pea- year if tests were given optimal use. If the 4 million placements ,er year made by the United States Employment Service made optimal use of the General Aptitude Test Battery, the potential increase in work force productivity among the employers who hire through the service would come to 79.36 billion dollars per year. However, this would probably require an increase in Employment Service funding of about 8.75 million dollars per year.
    [Show full text]
  • Job Satisfaction and Psychological Needs Satisfaction of Public School Library Media Specialists
    JOB SATISFACTION AND PSYCHOLOGICAL NEEDS SATISFACTION OF PUBLIC SCHOOL LIBRARY MEDIA SPECIALISTS DISSERTATION Presented to the Graduate Council of the University of North Texas in Partial Fulfillment of the Requirements For the Degree of DOCTOR OF PHILOSOPHY By Elizabeth Ann Timmons, B.S., M.L.S Denton, Texas May, 1991 Timmons, Elizabeth Ann, Job Satisfaction and Psychological Needs Satisfaction of Public School Library Media Specialists. Doctor of Philosophy (Library and Information Sciences), May, 1991, 89 pp., 14 tables, bibliography, 71 titles. The purpose of this research was to study job satisfaction among public school library media specialists based on the psychological needs of social needs, security needs, esteem needs, autonomy needs, and self actualization needs, according to Maslow's Hierarchy. Subjects were requested to respond to a questionnaire of 30 items pertaining to job satisfaction. Each item required two responses: first, as to the level of importance the item held; and secondly, the satisfaction currently received from that particular item. The population for the study was 550 school library media specialists affiliated with Texas public schools. Fifty-three percent of them completed the mailed questionnaires that included School Library Media Specialist Employee Needs Questionnaire. Data were analyzed by using the statistical techniques of calculation of the means, the Wilcoxon Signed—Ranks Test, and the Perceived Group Need Deficiency Test. Based on the analysis of the data, it was observed that twenty-six of the thirty need statements exhibited a higher mean score rating for importance than for level of satisfaction. In spite of the lower mean scores for satisfaction on the majority of the need statements, a statistically significant difference does not exist between mean score ratings for importance level of needs and satisfaction level.
    [Show full text]