Summary on all literature (including articles outside of the book ) for Personnel Psychology of the Master Work, Health, and Organization Psychology in Radboud University Nijmegen.
IOP4863 Assignment 1 (Code 627032) 2023 Answers with older assignments and superb notes!
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Radboud Universiteit Nijmegen (RU)
Master Work, Health, and Organizational Psychology
Personnel Psychology
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Personnel psychology - Literature
Lecture 1
Article – aversive racism and selection decisions: 1989 and 1999.
Discrimination is illegal nowadays, however it continues to exist and affect the lives of
people of color and women in significant ways. it could be that it represents a change in the
nature of racial prejudice. This could be less conscious and more subtle than the overt,
traditional form. It is expressed in indirect and rationalizable ways, but the consequences
may be as significant for the people.
Aversive racism is hypothesized to characterize the racial attitudes of many whites who
endorse egalitarian values, who regard themselves as nonprejudiced, but who discriminate in
subtle, rationalizable ways. aversive racists thus experience ambivalence between their
egalitarian beliefs and their negative feelings towards blacks. These people suggest that
biased related to normal cognitive, motivational and sociocultural processes may predispose
a person to develop negative racial feelings. Nevertheless, egalitarian traditions and norms
are potent forces promoting racial equality.
Contemporary racial bias is expressed in indirect ways that do not threaten the aversive
racist non-prejudiced self-image. So, these people will not discriminate in situation where
they recognize it, but since they do posses negative feelings (unconsciously) discrimination
occurs when bias is not obvious or can be rationalized on the basis of some factor other than
race.
Since aversive racists do recognize that prejudice is bad, but do not realize they are doing it,
techniques for eliminating it doesn’t work.
Racism and discrimination influenced the decision when the qualifications were ambiguous.
When someone was clearly qualified or not, there was no discrimination against him.
The overall negative correlation between expressed prejudice and recommendations for
black candidates suggests that traditional racism is a force that still exists and that can
operate independently of contemporary forms of racism.
For weak qualifications: when a black candidate did not display obviously negative qualities,
but rather insufficiently positive, excessive devaluation of this candidate was difficult to
rationalize. Contemporary racism is hypothesized to involve sympathy for blacks, as well as
cautiousness by whites about being too negative in evaluations of blacks; either or both of
these factors could have limited the negativity of response to blacks when qualifications were
weak. Sympathy and concerns about being too harsh in evaluations are particularly likely to
occur when the relevance to the evaluator are particularly likely to occur when the relevance
to the evaluations and the challenge to the status qua are minimal.
The effect of race seemed to occur not in how the qualifications were perceived, but in how
they were considered and weighted in the recommendation decisions. People tend to judge a
potentially negative behavior as more negative and intentional, and are more likely to
attribute the behavior to the person’s personality, when the behavior is performed by an out-
group member. Whites will give other whites ‘the benefit of a doubt’
Chapter 9 – Recruitment
Organizations recruit periodically in order to add to, maintain or readjust their total workforces
in accordance with HR requirements. As open systems, organizations demand this dynamic
equilibrium for their own maintenance, survival and growth.
1
,Workforce-planning systems: talent inventories, forecasts of workforce supply and
demand, action plans, and control and evaluative procedures.
Figure 1: an integrated model of the recruitment process
- Three contextual/environmental features affect all recruitment efforts, namely
characteristics of the firm, characteristics of the vacancy itself, and characteristics of
the labor market in which the organization recruits.
- Three sequential stages characterize recruitment efforts: generating a pool of viable
candidates, maintaining the status (or interest) of viable candidates and getting to yes
after making a job offer (post-offer closure).
- Key activities that affect each of these three stages: strategies to targeting
potential candidates and for communicating information to them (messaging
strategies), issues related to screening viable candidates and interaction with
organizational agents, and issues related to actual job offers.
- Key processes that affect the outcomes of each stage of the recruitment
process: social networking and information processing, communication, rapport
building and signaling to maintain viable candidates and negotiation, decision making
and competitive intelligence.
Recruitment planning
1. Clear specification of HR needs (numbers, skills mix, levels) and the time frame within
which such requirement must be met.
a. important questions: whom to recruit and where to recruit. Essential to
determining recruitment objectives.
2. After establishing recruitment objectives, an organization should be able to develop a
coherent strategy for filling open positions.
a. When to begin recruiting?
b. What message to communicate to potential job applicants?
c. Whom to use as recruiters?
➔ With respect to timing, the effective use of ‘inhouse’ talent should come first.
3. Recruitment planning: key parameters to establish: the time, the money and the staff
necessary to achieve a given hiring rate. To establish this the number of leads
needed to generate a given number of hires in a given time are needed. Easiest to
base on prior recruitment experience.
a. Yield ratio: the ratios of leads to invite, invites to interviews, interviews to
offers and offers to hires obtained over some specific time period. See figure
2.
b. Time-lapse data: provide the average intervals between events, such as the
offer to a candidate and acceptance. See figure 3.
➔ If no experience data exist, then it is necessary to use ‘best guesses’ or
hypotheses and then monitor performance as the operational recruitment program
unfolds.
Labor market: a geographical area within which the forces of supply interact with the forces
of demand and thereby determine the price of labor.
Job search from the applicant’s perspective
Research found that many job applicants:
- Have an incomplete and/or inaccurate understanding of what a job opening involves
- Are not sure what they want from a position
2
, - Do not have a self-insight with regard to their knowledge, skills and abilities
- Cannot accurately predict how they will react to the demands of a new position.
Sequential model:
- Search broadly to develop a pool of potential jobs
- Examine jobs within that pool in detail and reopen the search only if the initial pool
does not lead to an acceptable job offer.
Realistic job previews: employers try to make themselves appear to be a good place to
work. But if hired, individuals possessing inflated job expectations are thought to be more
likely to become dissatisfied with their position and more likely to quit than applicants who
have more accurate expectations. To counter these tendencies is to provide realistic
information to job applicants.
- Have the greatest impact when the applicant: can be selective about accepting a job
offer, has unrealistic job expectations and would have difficulty coping with job
demands without the RJP.
Realistic job previews should be balanced in their orientation: they should be conducted to
enhance overly pessimistic expectations and reduce overly optimistic expectations.
Chapter 12 – Employment interviews (p. 270-281)
Interview: a communication process, whereby the applicant learns more about the job and
the organization and begins to develop some realistic expectations about both.
- When applicant is accepted, terms of employment are discussed in an interview
- When applicant is rejected, important public relation function is performed by the
interviewer, that the rejected applicant leaves with a favorable impression of the
organization and its employees.
As selection device, interview performs two functions:
- It can fill information gaps in other selection devices.
- It can be used to assess factors that can be measured only via face-to-face
interaction
Distortion in interviews:
- Social desirability bias: a tendency to answer questions in a more socially desired
direction
- Self-promotion behavior to create a positive impression
- Impression-management behaviors: including ingratiation and self-promotion. For
example applicants are more likely to get a positive evaluation if they are pleasant
and compliment the interviewer.
Factors affecting decision-making process:
- Social/interpersonal factors (similarities)
1. Interviewer-applicant similarity: similarities lead to attraction, attraction
leads to positive affect and positive affect can lead to higher interview ratings.
Similarities also lead to greater expectations of future performance.
2. Verbal and nonverbal cues: when interviewer does more of the talking and
little silence, more successful. Positive nonverbal cues (bv. Smiling) produced
favorable rating.
- Cognitive factors
3
, 1. Preinterview impression and confirmation bias: self-fulfilling prophecy
influences preinterview impression. Behavioral biases when interviewers
behave in ways that confirm their preinterview impressions. Cognitive biases if
interviewers distort information to support preinterview impressions or use
selective attention and recall of information. Leads to self-fulfilling prophecy.
2. First impressions: early interview impression play a dominant role in final
decisions. Later interviews are influenced by this, searching for negative
things.
3. Prototypes and stereotypes: interviewers develop their own prototype of a
good applicant and accept those who match, resulting in negative stereotypes
towards others.
4. Contrast effect: evaluating an average applicant higher after seeing a few
unfavorable candidates.
5. Information recall: managers taking notes, better at recalling the right
information. Who did note more likely to rate people higher, halo strategy.
- Individual differences
1. Applicant appearance and other personal characteristics: being attractive
only advantages in jobs where appearance matter. Unattractiveness appears
never to be an advantage. Effect for race if name and accent. Disability in
some studies no effect, others more negative rating. Being more
conscientiousness and extraverted enhanced change of follow-up interview.
Being more extraverted, agreeable and open to experience, less neurotic
related to receiving a job.
2. Applicant participation in a coaching program: participants who received
coaching in doing interviews received higher interview scores
3. Interview training and experience
4. Interviewer cognitive complexity and mood
- Structure of interview: structured interviews are more valid, most of time result of job
analysis and assess job knowledge and skills, organizational fit, interpersonal and
social skills and applied mental skills. Experience-based questions or situational
questions
1. Questioning consistency
2. Evaluation standardization
3. Question sophistication
4. Rapport building
- Use of alternative media
1. Videoconferencing or telephone interviewing, can have hidden costs like
negative applicant reaction and invalid scores.
Needed improvements:
1. Link interview questions to job analysis results and ensure behavior and skills
observed in the interview are similar to those required on the job.
2. Ask the same questions of each candidate because standardizing interview questions
has a dramatic effect on the psychometric properties of interview rating.
a. 6 steps in structured interview: open and explain purpose and structure,
preview the job, questions about minimum qualifications, ask experience-
based questions, ask situational questions, close by letting applicant ask
questions/tell more and explain further selection process.
3. Anchor the rating scales for scoring answers with examples and illustrations,
increases consistency.
4. Interview panels more valid than individual interviews
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