This process of selection and validation of the selection process is more complex that I ever realized. Getting the right people in the right jobs is of course crucial to an organization's success, yet I can not help but wonder how motivated organizations would be to do selection correctly if there were no legal ramifications. How do we make this process more transparent and understandable to management so that they can understand the value of the various selection components beyond risk management?
I thought that some of the major issues in personnel selection dealt with clearly defining our criterion, the job performance domain, before even considering things like predictor constructs, predictor measures, and performance measures. After completing the readings for this unit, I realized that one important area brought to light by Binning and Barrett’s model is the validity of the inference that the job performance domain is an adequate representation of the actual job. Given that jobs are often changing with changes in technology and organizational goals, I wonder if job analysis and processes used to truly understand the nature of job performance aren’t a little more critical to focus on than the attention we give to this area – the criterion problem. How can we do a better job of promoting the idea that clearly defining job performance domains as an adequate reflection of the job are just as important as the criteria used to select an individual into an organization?
How is establishing validity in IO psychology different from establishing validity in other areas of psychology? What are some of the unique challenges we face as IO psychologists?
Now I better understand why we are called scientist-practitioners and why so many practitioners avoid the science! This is a lot of theory to be familiar with in order to facilitate clear thinking and effective practice of making valid inferences about work behaviors. Shouldn’t we be paid to go to school for this? :)
Perhaps it is because I was trying to do my readings during the State of the Union address last night but it got me thinking about the POTUS as a job. What are the constructs involved for being the President? Even more interesting, think about the selection process we use to put someone in office. Is this a valid selection process for the job of POTUS? How might we change this in the future?
Yikes what a daunting concept! I wonder how we can best apply all this information to create a personnel selection system that is practical and affordable? It seems to me these issues are critical when evaluating the information that is out there...
This process of selection and validation of the selection process is more complex that I ever realized. Getting the right people in the right jobs is of course crucial to an organization's success, yet I can not help but wonder how motivated organizations would be to do selection correctly if there were no legal ramifications. How do we make this process more transparent and understandable to management so that they can understand the value of the various selection components beyond risk management?
ReplyDeleteI thought that some of the major issues in personnel selection dealt with clearly defining our criterion, the job performance domain, before even considering things like predictor constructs, predictor measures, and performance measures. After completing the readings for this unit, I realized that one important area brought to light by Binning and Barrett’s model is the validity of the inference that the job performance domain is an adequate representation of the actual job. Given that jobs are often changing with changes in technology and organizational goals, I wonder if job analysis and processes used to truly understand the nature of job performance aren’t a little more critical to focus on than the attention we give to this area – the criterion problem. How can we do a better job of promoting the idea that clearly defining job performance domains as an adequate reflection of the job are just as important as the criteria used to select an individual into an organization?
ReplyDeleteHow is establishing validity in IO psychology different from establishing validity in other areas of psychology? What are some of the unique challenges we face as IO psychologists?
ReplyDeleteNow I better understand why we are called scientist-practitioners and why so many practitioners avoid the science! This is a lot of theory to be familiar with in order to facilitate clear thinking and effective practice of making valid inferences about work behaviors. Shouldn’t we be paid to go to school for this? :)
ReplyDeletePerhaps it is because I was trying to do my readings during the State of the Union address last night but it got me thinking about the POTUS as a job. What are the constructs involved for being the President? Even more interesting, think about the selection process we use to put someone in office. Is this a valid selection process for the job of POTUS? How might we change this in the future?
ReplyDeleteYikes what a daunting concept! I wonder how we can best apply all this information to create a personnel selection system that is practical and affordable? It seems to me these issues are critical when evaluating the information that is out there...
ReplyDeleteHow do we balance practicality and testing/application of validity for selection measures in companies?
ReplyDelete