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Summary Work in the 21st Century, ISBN: 9781118291207 Psychology In The Workpace (PSMIN03)
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Psychology in the Workplace Samenvatting
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1.7 Problem 8
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Problem 2 – Spector, McKenna, Landy & ConteJob Characteristics & Job Analysis
Many KSAO’s (knowledge, skill, ability, and other personal characteristics) are needed for a job.
(competencies – competency framework)
- Knowledge refers to what the person knows about the job.
- A skill refers to something a person is able to do.
- Ability refers to the capability to learn something.
- Other personal characteristics are very other human attributes that are not covered by the
first three, including interests, personality, prior experience, physical characteristics etc.
The KSAO’s are determined by a detailed study called a job analysis. Once KSAO’s are determined,
procedures can be chosen or developed to asses job applicant or current employees. This process
doesn’t guarantee but still increase the chances of making good choices.
Sources of job analysis are:
- Written material: organization charts or training manuals)
- Job holder’s reports: holder is asked the main tasks and the manner they are executed,
asked about critical incidents
- Colleagues’ reports: provides comparative data
- Direct observation
Criticism: if jobs have a short life span, job analysis is impractical & modern technology impacts
make it difficult to predict the type of person the organization will need in the future
Assessment Procedures
1) Interviews: a face to face meeting between interviewers who are collecting information or
making hiring decisions and an interviewee. Almost all organizations use the interview in
hiring for almost all positions. It is a widely accepted universal technique.
There are 2 types:
- In an unstructured interview: the interviewer asks whatever questions come to mind, it can
be much like a conversation.
- In a structured interview: the interviewer has a preplanned series of questions that are
asked to every person. This way the interview is standard, although the interaction can still
affect what’s discussed. The set of questions allows the interviewer to collect the same
information from every interviewee.
- There are different ways of conducting an interview. Some are moderately structured,
some have strict requirements. The more highly structured the interviews are probably the
most valid.
- An interview can be used in 2 ways: as alternative to an application form or a written
questionnaire to collect information. Questions can be about attitudes, job experiences,
personal background etc.
- It can be used to make inferences about a person’s suitability for a job based on both the
answers and the person’s behavior during the interview as a sample of his interpersonal
behavior, showing how well a person communicates.
, - Interviewers can be asked to make rating on job-related dimensions or an overall rating of
applicant suitability for the job. But interviewer biases and cognitive processes can reduce
the accuracy of judgements and ratings.
- An interview has 2 advantages over an applicant form. 1) allow for longer, more detailed
answers to questions, most people find talking easier than writing. 2) the interview can ask
the interviewee to explain an unclear answer or to provide additional details and vice
versa.
- The disadvantage: the differences among interviewers in their ability to conduct an
interview and in their personalities can affect the interview process and the responses. This
is not a concern with applicant forms.
- Research supports structured interviews rather than unstructured ones. Ratings of
suitability from structured interviews has shown to predict future job performance across
many studies. Correlation of interview outcome and job performance for structured
interviews are r=0.34 and for unstructured interviews is r=0.17
- Some problems with unstructured interviews are it leaves too much room for biases and
multiple interviewers may not agree well on the applicant’s suitability.
- Many factors contribute to the validity and reliability of a structured interview: the
interviewer should ask standardized questions, have detailed information about the job,
have no prior information about the applicant, shouldn’t evaluate before the interview is
over, should make dimensional ratings rather than overall, should receive training.
- Telephone and webcam interviews are also possible now. This can result in higher ratings
for applicants, particularly who are physically unattractive. A meta-analysis showed that a
structured phone interview correlation is almost the same with face-to-face interviews. But
one limitation is not being able to observe nonverbal information.
2) Psychological/Psychometric tests: a standardized series of problems/questions that asses
a particular individual characteristic. They are used to asses many KSAO’s with multiple
items. Multiple items provide increased reliability and validity over a single indicator.
Characteristics of Tests:
- Group vs individually administered tests: in a group test several individuals can take the
test simultaneously either in the same location or different locations. There is a test
administrator to control test conditions. This approach is often used for its greater
efficiency.
- Close-ended vs open-ended tests: the close-ended test is preferred because of its greater
ease in scoring and the open-ended test is more appropriate for some characteristics e.g.
writing ability.
- Paper and pencil vs performance tests: the first is on a printed medium (paper or
electronically), whereas a performance test involves manipulation of equipment, materials,
tools. The most widely used performance test is typing on a keyboard.
- Power vs speed tests: a power test gives unlimited time to complete the test, and a speed
test has a strict time limit. It is designed so that almost no one can finish all items in the
given time. A speed test contains challenging items to be completed under pressure or
assesses a person’s speed in doing a particular test. The drawback of this method is that
the test taker is disadvantaged if he is slow reader.
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