PSY 3711 1st Edition Lecture 12 Outline of Last Lecture I. Person-environment fitII. Dimensions of fitIII. Work preferencesIV. InterestsV. Work valuesVI. Assessing the environmentOutline of Current LectureI. Signs vs samplesII. Behavioral assessmentsIII. Breadth and fidelityIV. Work sampleV. SimulationsVI. Assessment centersVII. SJT Current LectureI. Signs vs samplesa. The behaviors so far are not measuring actual behaviors we want on the jobb. Only few people are hired to fill out questionnairesc. Cognitive ability tests, personality tests, interest and values surveys are all SIGNS of performance or its direct determinantsd. Indicate and are related to it  not performance itselfII. Behavioral assessmentsa. Attempt to more directly measure skill to perform job tasksb. Past performance is the best predictor of future performancec. Several kinds of behavioral assessmentsIII. Breadth and fidelitya. Breadth: how much of a job is captured by the assessmentb. Fidelity: how realistic are the materials? How realistic are the stimuli? How realistic are the responses?IV. Work samplea. Direct samples of work tasksb. Usually use real equipmentThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.c. Work samples have been considered among the best predictors  good or even better than cognitive abilityd. More recent metaanalysis showed much weaker relationshipse. Samples can miss important components of the job or give too much weight to minor tasksf. Samples can sometimes have poor fidelity  e.g. range shooting vs active shooting, mock lesson vs real classg. Some tasks cant be feasibly assessed for realV. Simulationsa. Similar to work samples but applicants perform tasks in fabricated situations or with facsimiles of task materialsb. E.g. driving simulators, surgical simulators, role playing conflict negotiationsc. Simulators must require accurate behavioral responses VI. Assessment centersa. Collection of behavioral exercises and other predictors b. Typically involve 3-5 behavioral exercisesc. Usually not contextualized for the specific jobd. More like signs than samplese. Sometimes include ability and personality tests and itnerviewsf. Validity is dependent on…i. Validity of the predictors usedii. Intercorrelations among the predictorsiii. How the predictors are scorediv. The way in with the data is combinedg. Modern AC exercisesi. In basket: applicant given papers, voicemanls, emails and applicant respond to the messages  organization communication, business knowledgeii. Leadership group discussion: group of applicants are given a job related topic to discuss. Observed and scored on their performance and contribution  leadership, business knowledge, innovationiii. Role playiv. Oral presentation: applicant given a set amount of time to prepare a presentation based on set of info  communication, time management, business knowledgev. Business game: simulations that capture important parts of running a business h. A Cs often include far too many traits per exercisei. 3-4 dimensions can be reliably rated for a given exercise AT MOSTVII. SJT a. Attempt to asses behavioral responses without the expenseb. Present a situation and ask respondents to rate the quality of different possible responsesc. Scoring methods  expert judgment, normative, empiricald. Typically predict job performance around