Applied Psychology in Human Resource Management: Pearson International Edition
Met de huidige samenvatting kun je volledig voorbereid het tentamen voor studiejaar 2017/2018 in gaan. Het bevat dan ook uitgewerkte colleges, samenvattingen van het boek (Cascio & Aguinis, 2014) en de 8 artikelen én enkele oefenopdrachten!
Recruitment, Selection & Workperformance
Samenvatting Tentamen 26 oktober 2017
Specialisatie Arbeids- en Organisatiepsychologie Universiteit van Amsterdam
SAMENVATTING
Bevat een samenvatting van alle benodigde artikelen, hoofdstukken uit het
boek én college- en werkgroep-aantekeningen om goed voorbereid het
tentamen RSW (7203BA12XY) in te gaan voor studiejaar 2017-2018.
Barbara Nevicka (rsw.psy.uva@gmail.com)
Introduction
HR = the set of interrelated processes designed to attract, develop & maintain human resources.
Personnel selection is concerned with individual differences in behaviour & job performance +
methods for measuring and predicting such differences. In an ideal situation that means
assessing each individual’s aptitudes, abilities, personality and interests, profiling these
characteristics & placing all individuals in jobs perfectly suited to them & society (best use of
individuals talents, benefits individuals and society).
Course information
Allowed to miss one lecture & one working group without any consequences.
Assessment exists of 30% group project grade (90% project report and 10% individual
reflection) and 70% final exam grade (multiple choice and open questions).
RSW in a nutshell
Binning & Barrett model
Criterion
Co
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en
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Construct r i
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De
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Job Specification
Predictor : potential for success
Criterion : success at job
Performance domain : determined/influenced by organizational decision maker & selection
specialists ; aim is to translate broad organizational goals into normative statements of valued
behaviours & outcomes
Construct domain : conceived by researchers with reference to some theoretical framework ;
aim to explain general regularities in human behaviour (e.g. epistemic motivation)
The essence of validity (i.e. the Binning & Barrett model) : what does a test/procedure actually
measure & how well does it measure it?
3
, Validation : the process of gathering or evaluating the necessary data (there are no different
kinds of validity, only different kinds of evidence in assessing validity!)
Degree to which the evidence supports the inferences (expectations) made from the scores or
outcomes of the test/procedure
Job Analysis
Job Description : defining the job & specifying what employee behaviour is necessary to complete
it (specify the work to be done, i.e. tasks, duties & responsibilities of a job)
Job Specification : identifying which characteristics underlie the behaviour (which psychological
constructs underlie performance, i.e. personal characteristics necessary to
do the work ; the knowledge, skills, abilities and other characteristics
(KSAOs) of the person who is to perform the job) – should indicate the
minimal requirements / qualifications
Job Analysis : defining each job in terms of behaviour necessary to perform the job and develop
hypotheses about personal characteristics necessary to perform it
(important for job descriptions, specifications, designs, personnel
selection, performance appraisal, training & development) – the results of
job analysis affect all other aspects of personnel selection (need to define
the job first before you can even begin to find a person to match that job).
A thorough & competently conducted job analysis = deeper
understanding of individual jobs & their behavioural requirements.
Forms a solid basis for employment decisions. Can only be as good as the
information collected.
Occupation / vocation : group of similar jobs found in organizations
Skills : practiced acts ; they can increase over time to the limits of one’s natural ability,
intelligence, or personality (e.g. foreign language skills, computer skills) –
individuals may be limited in their capacity to change depending on their
ability (e.g. cognitive ability)
Choices awaiting the job analyst :
1. Activities (work-oriented, description) VS attributes (work-oriented,
specification) or a hybrid of both?
2. General VS specific level of detail (flexibility)
3. Qualitative (narrative => career planning) VS quantitative (numeric on fixed
scales – time, frequency, importance, criticality => for cross-job comparisons)
description
4. Taxonomy-based (e.g. PAQ, F-JAS) VS blank slate
5. Observer (trained job analyst) VS incumbents (people on the job) & supervisor
6. KSAs VS KSAOs (+ other personal characteristics ; personality, traits, values and
attitudes, e.g. confident)
7. Single job VS multiple-job comparisons (=> justify use of same/different selection
system)
8. Descriptive VS prescriptive (= strategic job analysis, new job)
Factors influencing accuracy of job information :
* Group decision making biases => e.g. bias towards common information,
groupthink
* Self-presentation => exaggerations & omissions
* Cognitive => limited ability to process information (information overload)
But job analysis reflects a lot of subjective judgment – the trick is to make careful choices
about what information to collect and how (depending on the job)
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