PSY 3711 1st Edition Exam 2 Study Guide Work Preferences Person environment fit compatibility between an individual and an environment that occurs when their characteristics are well matched Dimensions of fit Person vocation Person job Person organization Person group and Person supervisor Fit by ability personality traits and preferences Work preferences Enduring individual difference in attraction to or liking of particular aspects of work Interests preferences for particular work activities Values preferences for particular work outcomes Vocational interests individual s characteristic pattern of preferences for certain work activities or work environments Structure of interests RIASEC Investigative Artistic Social Enterprising Realistic Conventional Underlying dimensions of RIASEC Data working with concrete facts Ideas working with abstract concepts People interacting with and helping people Things working with tools machines and other physical objects Work values individual s characteristic pattern of preferences for certain work outcomes goals or objectives e g environment achievement status autonomy organizational culture relationships Environment P E fit Complementary fit does the environment meet the needs of the person does the job provide tasks that fit their interests does the job provide the outcomes that the person values Supplementary fit Do the person and environment share the same characteristics personal goals and organizational goals personal values and organizational values Assessing the environment People based measures average the scores of the people in the environment a realistic environment is one where most people have high realistic interests Ratings ask people to rate the environment Both people based measures and ratings score the environment on the same dimensions as people Interests and performance No interest measures appear to predict performance across all jobs Most interest inventories are designed for career counseling and NOT selection Selection interest inventories are concerned about finding people who will be highly motivated When and inventory is designed to be used for selection much stronger validity can be observed Interests are more strongly related to turnover Irrelevant interests are as predictive as relevant interests Values and P O fit criterion validity Values have been connected to performance as the major component of personorganization fit P O fit can be difficult to asses pre hire The best way to assess P O fit is to construct a standardized measure of the organization s values and ask applicants to respond to them Behavioral assessments Behavioral assessments attempt to more directly measure skill to perform job tasks Cognitive ability tests personality tests interest and values surveys are all signs of performance or its direct determinants Work samples simulations assessment centers situational judgment tests Breadth how much of a job is captured by the assessment Fidelity how realistic are the materials stimuli responses Work samples Work samples is a much weaker predictor than previously thought Sample can miss important components of the job or give too much weight to minor tasks Can have poor fidelity e g range shooting vs active shooting Some tasks can t be feasibly assessed for real e g hostage situations surgery Simulations Applicants perform tasks in fabricated situations or with facsimiles of task materials To be valid simulations must require accurate behavioral responses Modern assessment center exercises In basket applicant given a series of papers voicemails and emails that simulate a typical in basket Applicant responds to the messages organization communication business knowledge Leaderless group discussions group of applicants are given a job related topic to discuss Observed and scored on their performance and contribution to the group Similar to a typical work meeting leadership business knowledge innovation Role play applicant is asked to act out how they would handle a situation Oral presentation applicant is given a set amount of time to prepare a presentation based on a set of information Typically this is based on presenting financial results or info for making a specific decision communication time management business knowledge Business games simulations that attempt to capture important parts of running a business Validity of assessment centers Validity of 37 for assessment centers is very misleading Assessment centers are extremely diverse If we know nothing about methods used in the AC we can predict that the AC will have a validity of 37 Validity of assessment centers were variable and strongly moderated What makes AC validity low Do not use cognitive ability tests Do not use personality tests Not all use structured interviews Predictors are almost always combined clinically and not mechanically Situational judgment tests Attempt to assess behavioral responses without the expense of work samples simulations or ACs Present a situation and ask respondents to rate the quality of different possible responses Bit more tailored to specific job situations By paper or using video SJT scoring methods Expert Judgment most common Normative correct answer is the one most commonly chosen or the average effectiveness rating Empirical Correlate responses with a measure of job performance Interview Construct vs Methods Kinds of interviews Trait based ask questions that are designed to directly tap particular personality traits Usually used to measure things like drive vision creativity quickness Generally sound like standard personality scale items Items are often open ended Generally not very good predictors Interviews are better for getting responses that are more richly detailed and involved Behavioral candidate is asked to provide past critical incidents of relevant behaviors or traits Situational candidate is asked to describe how they would react to a specific hypothetical situation Behavioral and situational are better than trait based questions Behavior is usually better than situational except when applicants have very little job experience Question content Base questions on a job analysis Ask all candidates the same questions Use the same question order for all candidates Use better types of questions Limit prompting follow ups elaboration For a personnel selection predictor to be useful it should consistently give the same information about a candidate For interviews relevant reliability is