Industrial/Organizational Psychology

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Powerpoint Templates
References &
Testing
Grp. 2
Alberto, Merillie
Delivios, Amy
Morales, Jullia
Sabado, Ara
Agustin, Larrenz

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 Predicting Performance Using:
• References and Letters of Recommendations
• Applicant Training and Education
• Applicant Knowledge
• Applicant Ability
• Applicant Skill
• Prior Experience
• Personality, Interest and Character
 Predicting Performance Limitations Due
to Medical and Psychological Problems
 Comparison of Techniques
 Rejecting Applicants

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References and Letters of
Recommendation
Other techniques preferred by
Industrial Psychologists to select
employees
Other techniques preferred by
Industrial Psychologists to select
employees
An employer obtain information about the
quality of previous performance by relying
on applicant’s references (by calling
references directly or asking letters of
recommendation from previous employers)

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Reference
the expression of an opinion,
either orally or through a written
checklist, regarding an
applicant’s ability, previous
performance, work habits,
character, or potential for future
success
Reference
the expression of an opinion,
either orally or through a written
checklist, regarding an
applicant’s ability, previous
performance, work habits,
character, or potential for future
success
Letter of Recommendation
a letter expressing an opinion
regarding an applicant’s ability,
previous performance, work
habits, character, or potential for
future success
Letter of Recommendation
a letter expressing an opinion
regarding an applicant’s ability,
previous performance, work
habits, character, or potential for
future success
Reference check – the process
of confirming the accuracy of
resume and job application
information
Reference check – the process
of confirming the accuracy of
resume and job application
information

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Why use references and
recommendations?

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Why use references and
recommendations?

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Main Problems

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Ethical Guidelines for
Reference Providers

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Predicting Performance
Using Applicant Ability

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Cognitive Ability Tests

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Cognitive Ability Tests

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Perceptual Ability

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Psychomotor Ability
Physical Ability

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Predicting Performance
Using Applicant Skill

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Assessment Centers
Requirements for Assessment Center PracticesRequirements for Assessment Center Practices
Joiner (2000)Joiner (2000)
• Based on job
analysis
• Recording
behavioral
observations
• Use multiple
assessment
techniques
• Use multiple
assessors
• Reports
• Simulations
• Assessor training
• Overall judgment
based on
integration of
information

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Assessment Centers
Common Exercises
1.1. In-basket TechniqueIn-basket Technique
 designed to simulate the types ofdesigned to simulate the types of
information that daily come across ainformation that daily come across a
manager’s or employee’s desk to observemanager’s or employee’s desk to observe
the applicant’s responses to suchthe applicant’s responses to such
informationinformation
2. Simulation2. Simulation
 designed to place an applicant in adesigned to place an applicant in a
situation that is similar to the one thatsituation that is similar to the one that
will be encountered on the jobwill be encountered on the job
3. Work Sample3. Work Sample
 method of selecting employees in which anmethod of selecting employees in which an
applicant is asked to perform samples ofapplicant is asked to perform samples of
actual job-related tasksactual job-related tasks

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Assessment Centers
Common Exercises
4. Business Game4. Business Game
 designed to simulate the business anddesigned to simulate the business and
marketing activities that take place in anmarketing activities that take place in an
organizationorganization
When are assessment centers most appropriate?
– Most useful for promotion rather than selectionMost useful for promotion rather than selection
– When candidates have some knowledge of theWhen candidates have some knowledge of the
jobjob
– When you have the money to develop andWhen you have the money to develop and
maintain assessment centersmaintain assessment centers
– When you have the time and trainersWhen you have the time and trainers

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Performance EvaluationPerformance Evaluation
• Performance evaluation may be used for
two purposes: personnel decisions and
feedback to the employee to help improve
performance.
• Are used in making decisions about
promotions, transfers, pay increases,
layoffs, granting performance awards,
etc.

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Personnel SelectionPersonnel Selection
• For selection, devices to be useful they
have to be related to the job.
• Include personal interviews, application
banks, paper and pencil test, situational
test (such as incorporated in assessment
centers and work samples), and biological
inventories.

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Personal InterviewsPersonal Interviews
• Is an unreliable selection device
because research has shown, with few
exceptions, that different interviews
draw diff. conclusions.
• Often questions are asked for which
the answers are usually uninterpretable
with regard to the job. e.g, “Why do you
want to work here?”

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Paper & Pencil Tests andPaper & Pencil Tests and
QuestionnairesQuestionnaires
• Used to measure human skills, interests,
abilities, and personality attributes.
• Are an objective and efficient aid in the
selection of employees.
• Generalize across many diff. jobs and
predict performance for a substantial
variety of jobs.

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Work Samples, Simulations,Work Samples, Simulations,
and Assessmentand Assessment
• Use of tests which attempt to sample or
simulate situations.
• e.g, Word Processing- the ability to
create a document meeting certain
requirements using a word processing
program.
• Assessment Center Method- which
requires candidates for a job or
promotion.

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Letters ofLetters of
RecommendationRecommendation
• Are usually poor indicators of future
job performance.
• Are somewhat like unstructured
personal interviews in that, without a
specific guide for the writers, they are
non-comparable.
• Also suffer from a leniency bias.

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RecruitingRecruiting
• Finding satisfactory employees can be
simplified recruiting sources that yield
the most successful employees.
• In general, rehires and
recommendations of existing employees
are the best sources.

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PERFOMANCE LIMITATIONS
Medical ProblemMedical Problem
Drug TestingDrug Testing –– tests that indicate whether an
applicant has recently used a drug.
- one of the most controversial testing methods
used by HR professionals
- 42.9% of employers test applicants for drug use
Illegal Drug users are more likely:Illegal Drug users are more likely:
o To miss work
o To use health care benefits
o To be fired or quit their job
o To have accidents on the job
Increase in drug testing results in fewer applicantsIncrease in drug testing results in fewer applicants
testing positive for drugstesting positive for drugs

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Done in TWO stagesDone in TWO stages
1.Provision of hair or urine sample subjected to
initial screening
a)a) Urine testsUrine tests – enzyme multiplied immunoassay
technique (EMIT) uses enzyme to detect presence of
drugs; radioimmunoassay (RIA) uses radioactive
tagging
2.2.If positive, more expensive confirmation tests areIf positive, more expensive confirmation tests are
donedone
a)a) Thin layer chromatographyThin layer chromatography – analyzing urine specimen
performed by hand and requires analyst skills
b) Gas chromatography/ mass spectrometry analysisb) Gas chromatography/ mass spectrometry analysis –
urine sample is vaporized and then bombarded with
electrons.
Tests are very accurate detectors of drugs BUT are not
determinants of impairment.
Most drugs can be detected 2-3 days after used

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Psychological ExamPsychological Exam
-consist of an interview by clinical
psychologist , an examination of
applicant’s life history and
administration of one or more
psychological tests.
- Law enforcement, nuclear power,
transportation applicants
Medical ExamMedical Exam
-doctor is given the job description who
determines if there are medical
conditions

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Rejecting ApplicantsRejecting Applicants
Must be notified
Potential costumers/ applicants
Rejection LetterRejection Letter – a letter from an
organization to an applicant informing
the applicant that he or she will not
receive a job offer.

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Guidelines in Rejecting ApplicantsGuidelines in Rejecting Applicants:
• Send rejection letters to applicants.
• Don’t send the rejection letter
immediately.
• Be as personable and as specific as
possible in the letter. “friendly letters”
• Inclusion of statement about the
individual who received the job increase
applicant satisfaction with selection
process
• Do not include the name of a contact
person.