Discussion : Predictor Effectiveness in Criterion Measure Estimation
After a potential predictor of employee performance is identified, it is necessary to observe its relationship with one or more criterion measure(s) of work related behaviors and/or performance. The criterion measures selected for employee performance predictors usually align with job-related tasks, behaviors, and outcomes. Depending on the specificity of the criterion, an in-depth analysis of the job may or may not be needed.
How relevant are organizational factors such as turnover and absenteeism? How relevant is an employee's personality or credit history? The criterion should dictate what you are measuring. Criterion measures should be selected based on job relevance, the relationship with chosen employee performance predictors, stability, and alignment with organizational outcomes (Society for Industrial and Organizational Psychology, Inc., 2003).
For this Discussion, select two employee performance predictors described in Learning Resources and current literature. Consider how each may or may not be effective in predicting sales performance.
Post a descriptions of the two predictors you selected. Explain which might be the most and least effective predictors of sales performance as a criterion measure. Provide concrete examples and citations from the Learning Resources and current literature to justify your post. 1.5 pages, at least 4 references in APA Style
Example 1:
Descriptions of the two predictors you selected
My options have been narrowed to aptitude testing and the experience listed on the applicant's resume.
Explain which might be the most and least effective predictors of sales performance as a criterion measure.
Effective personnel assessment involves a systematic approach towards gathering information about applicants' job qualifications, such as the applicant's resume. Factors contributing to successful job performance, such as oral communication (interview) or problem solving (aptitude test) are identified using a process called job analysis. Job analysis identifies the duties performed on the job and the competencies needed for effective job performance.
Basing personnel assessment closely on job analysis results makes the connection between job requirements and personnel assessment tools more transparent, thereby improving the perceived fairness of the assessment process (U.S. Office of Personnel Management, 2007).
Criterion measurement is the empirical and concrete evidence that can be quantified. The strongest predictor that achieves this would-be aptitude testing. Aptitude testing can be designed to fit the specific jobs; in this case, the salesperson position. Testing can be done on things such as spelling and sentence composition.
A salesperson must possess the ability to communicate not only orally, but must also possess the ability to compose and correspond in writing. The aptitude test can be quantified by a score that ranges from 0-100. Applicants could be selected based on their score, and if there is a tie, the selection could then move to the experience listed on the applicants' resumes.
Provide concrete examples and citations from the Learning Resources and current literature to justify your post.
Predictive validity compares the measure in question (aptitude testing) with an outcome assessed later (APA, 1974). An organization could implement an aptitude test for selection, then compare it to sales that are recorded over time. This would give the organization an idea if there is a relationship between the aptitude of the applicant and their ability to sale.
Personality tests could essentially "predict" how a person might perform, but some argue that the responses of the applicants may not be genuine. A common criticism of the use of personality assessments for selection purposes is the possibility that job applicants might engage in response distortion or faking (e.g., Morgeson et al., 2007).
REFERENCES
American Psychological Association, Inc. (1974). "Standards for educational & psychological tests" Washington D. C.: Author.
Morgeson, F. P., Campion, M. A., Dipboye, R. L., Hollenbeck, J. R., Murphy, K., & Schmitt, N. (2007). Are we getting fooled again? Coming to terms with limitations in the use of personality tests for personnel selection. Personnel Psychology, 60(4), 1029-1049.
Sackett, P. R., &Lievens, F. (2008). Personnel selection. Annual Review of Psychology, 59(1), 419-450. Personnel Selection by Sackett, P. R., &Lieven, F. in Annual Review of Psychology, vol 59. Copyright 2008 by Annual Reviews, Inc. Reprinted by permission of
Annual Reviews, Inc. via the Copyright Clearance Center.
U.S. Office of Personnel Management. (2007). Assessment decision guide. Retrieved from
https://apps.opm.gov/ADT/ContentFiles/AssessmentDecisionGuide071807.pdf on
March 2017.
Example 2:
The two predictors selected were personality test and work sample. Often times organizations rely on personality test in employment selection to learn more, than the general KSAO's, an individual may possess. Through personality testing, an employer can gain insight as to how an individual might respond and interact with others (Baez, 2013). Personality pertains to one's thoughts, feelings, behavioral patterns and they vary from person to person (Bauer & Erdogan, 2010). Big Five-personality measure is a commonly used model that has been connected to job performance.
Previous research has shown to support the belief that personality measures predict performance; in particular, Big Five personality factors have shown that conscientiousness and stability have a general relationship with job performance (Bartram, 2005). The Big Five-personality dimensions of extraversion and conscientiousness has been shown to predict sales success when specifically looking at potency and achievement (Vinchur, Schippmann, Switzer & Roth, 1998).
However, Schmitt, Cortina, Ingerick, &Wiechmann (2003) note the Big Five personality model is too broad and a previous study conducted by Sackett et al. (1998) failed to find supporting evidence connecting personality and ability to predict performance (Schmitt et al., 2003, p. 87). Additionally, Meinert (2015) points out despite the wide use of personality assessments, they are the least effective in predicting performance (Meinert, 2015). However, it is an effective tool to use to assess for a good fit within the organization.
According to HR guide (n.d) a work sample test is based on the belief that they are "the best predictor of future behavior by observing behavior under similar situations" (HR guide, n.d). For example, in a scrimmage game or tryouts players are asked to perform their tasks and are rated based on that performance to help coaches predict which players will be their top performers.
Through that observation, based on simulated event, players personalities come out demonstrating to the observer how each player interacts, reacts and responds to the situation. There is also evidence showing high validity in predicting job performance (Bobko, Roth, & Buster, 2005). While work samples have a high validity and low adverse impact, they are not cost effective because they are administered one applicant at a time and rated by a trained expert (Cook, 2016).
While I do like work-sample test, because of the limitations, it would seem a personality assessment might be an appropriate predictor, however, it should not be the only method used in the selection process. When paired with other measures such as ability and/or integrity test, predictive validity increases (Meinert, 2015).
References
Baez, H.B. (2013). Personality tests in employment selection: use with caution. Cornell HR Review,
https://www.cornellhrreview.org/personality-tests-in-employment-selection-use-with-caution/
Bartram, D. (2005). The great eight competencies: A criterion-centric approach to validation. Journal of Applied Psychology, 90(6), 1185-1203. Retrieved from the Walden Library databases.
Bauer, T., & Erdogan, B. (2010). Perceptions, attitudes, and behavior. In Organizational Behavior - Chapter 4 (1.1st. Ed.) Flat world.
https://2012books.lardbucket.org/pdfs/an-introduction-to-organizational-behavior-v1.1.pdf
Bobko, P., Roth, P. L., & Buster, M. A. (2005). Work sample selection tests and expected reduction in adverse impact: A cautionary note. International Journal of Selection and Assessment, 13(1), 1-10.
Cook, M. (2016).Personnel selection: adding value through people - a changing picture. John Wiley & Sons, 368 pages.
HR guide to the Internet (n.d). Personnel Selection: Methods: Work Sample Tests.
https://www.hr-guide.com/data/G316.htm
Meinert, D. (2015). What do personality test really reveal? personality assessments are being used more often in the hiring process. Are they accurate? Society for Human Resource Management (SHRM),
https://www.shrm.org/hr-today/news/hr-magazine/pages/0615-personality-tests.aspx
Schmitt, N., Cortina, J. M., Ingerick, M. J., &Wiechmann, D. (2003). Personnel selection and employee performance. In W. C. Borman, D. R. Ilgen, R. J. Klimoski, & I. B. Weiner (Eds.), Handbookof psychology: Vol. 12. Industrial and organizational psychology (pp. 77-105). Hoboken, NJ: John Wiley & Sons, Inc.
Vinchur, A.J, Schippmann, J. S., Switzer, F.S., & Roth, P.L, (1998). A meta-analytic review of predictors of job performance for salespeople. Journal of Applied Psychology, 83(4), 586-597.
https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.459.1742&rep=rep1&type=pdf