This is a well-structured and detailed summary of the RECS course. It is written in a way that ensures clarity, making it easy to understand even the most complex topics. By studying this summary, you'll quickly grasp the key concepts and ideas from the course. Perfect for exam preparation or as a ...
,• Tutorial 1
Science-Practice Gap:
“Perhaps the greatest technological achievement in industrial and organizational (I–O)
psychology over the past 100 years is the development of decision aids (e.g., paper-and-
pencil tests, structured interviews, mechanical combination of predictors) that
substantially reduce error in the prediction of employee performance. Arguably, the
greatest failure of I–O psychology has been the inability to convince employers to use
them.”
Science-Practice Gap; Fisher et al. (2020)
Four basic dimensions of personality, as captured by the Myers-Briggs Type Indicator
(MBTI)
❖ Extraversion – Introversion
❖ Intuition – Sensing
❖ Feeling – Thinking
❖ Judgment – Perceiving
Big Five: Dimensions of personality
❖ Openness to experience
❖ Conscientiousness
❖ Extraversion
Diversity Refers to the composition of groups in terms of visible and
invisible characteristics
Inclusion Refers to the degree to which an employee is accepted
and treated as an insider by others
Discrimination The unfair treatment of the members of a group due to
their membership in this group
Why should organizations care about diversity and inclusion?
• Business case
o Improved employee attitudes: respectful treatment increases engagement
and performance
o Improved recruiting: a larger pool of talent to select from
o Increased sales and profits: access-and-legitimacy perspective
o Increased creativity and innovation: heterogeneous teams with a broader
range of perspectives
o Increased group problem-solving skills: Better quality decisions
• Ideological/ fairness
o Social equality: equal opportunity
o Democracy principle: equal representation
o Reduction of conflict: in society
• Enforces
o Laws & regulations
Diversity-validity dilemma The diversity-validity dilemma concerns the trade-off
between selecting valid predictors of employee
performance while minimizing adverse impact and
selecting a diverse workforce
Some of the most valid selection procedures exhibit
radio-ethnic differences such that minority
subgroups score lower than majority groups,
requiring organizations to choose between diversity
and optimal prediction.
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