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The role of predictors in human resources, including tests used for selection and prediction, types of predictors such as cognitive ability, psychomotor, personality, and integrity tests, and validation methods for predictor effectiveness. The text also covers training methods and organizational psychology, focusing on motivation theories and applications.
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Predictors serve as subs for criteria- also used to forecast criteria Test -a systematic way to observe behavior and describing it w numerical scales or fixed categories Job analysis - starting point for creating tests or predictors Several types of tests
Interviews- oral questionnaire Structured or unstructured
Selection battery- a set of predictors used to make hiring decisions First step is job analysis-from which we get a description and specifications Correlation ( r) describes the relationship between predictor and criteria ( r2) describes variance between how much criteria is accounted for by predictor Recruitment- process to gain applicants -selection process effectiveness depends on applicant pool SELECTION Validation study to determine validity coefficients Predictive Validation- looks at predictors in relation to future performance -gather predictor info -hire applicants not from the predictor battery -gather performance info (several months) -compute validity coeeficient- can be done for both the battery as a whole and particular criterion Concurrent Validation- incumbents (already hired) instead of applicants -data on predicators and criteria -validity coefficient computed Cross Validation- to better estimate validity across samples Validity shrinkage- validity coefficient for initial battery will always be higher that that of a second sample with the same battery Validity Generalization- a statistical approach to show that validity shrinkage is false, Situational specificities- the belief that test validities are specific to particular situations APPROACHES TO SELECTION Multiple cutoffs- person must score a minimum on each test- scoring well on one doesn’t make up for a low score on another Multiple hurdle- one cannot compensate for another, but predictors are ordered and one must be passed before moving to the next (like video games) Multiple regression- allows prediction for how well a predictors forecasts performance criteria -generate regression equation -apply prediction scheme to applicant data to decide selection -rank order applicants accruing to predicted criterion scores USEFULNESS OF SELECTION Utility- degree to which a selection battery is useful and cost efficient Decision accuracy- maximize hits and correct rejections for ultimate utility Validity- maximize hit and correct rejections while minimizing misses and false alarms Base rate- % of current employees who are successful Selection ratio- # of opening / #of applicants LEGAL ISSUES
Equity theory- ratio of what we put in to what we get out vs others input/reward -people want equity -inequility causes tension -people want to reduce tension -greater the inequality, greater motivation to reduce tension equity sensitivity- people feel differently about over/under rewards Expectancy theory
- VIE- valnce-insturmentality-expectancy peoples behaviors result from conscious choices amoung alternatives with repect to VIE Expectancy- belief about potential achievement when exerting effort Instrumentality- perceived relationship between performance and likelihood of certain outcome Valence- expected evel of satisfaction to be derived from the same outcome Self regulation theories- focus on volition instead of needs based motivation Goal setting theory-most successful motivation theory! - goals direct our attention to a task -goals mobilize on=task effort -goals enable us to be persistent -goals help us facilitate strategies that can be used at a higher cognitive level to move toward their atteinmant Social cognitive Theory- -self observation -self evaluation -self reactions self efficacy expectations- perceptions of ones ability to compete a task or attain a goal