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- Herausgeber: John Wiley & Sons
- Kategorie: Geisteswissenschaft
- Sprache: Englisch
This is a fully updated edition of Personnel Selection, a seminal text on the psychometric approach to personnel selection by a noted expert in the field.
- Focuses on cutting-edge topics including the influence of social networking sites, adverse impact, age differences and stereotypes, distribution of work performance, and the problems of selecting new employees using research based on incumbent employees
- Questions established beliefs in the field, especially issues that have been characterized as "not a problem," such as differential validity, over-reliance on self-report, and "faking good"
- Contains expanded discussion of research and practice in the US and internationally, while maintaining the definitive coverage of UK and European selection approaches
- Provides comprehensive yet accessible information for professionals and students, as well as helpful pedagogical tools (technical and statistical boxes, simplified figures and tables, research agenda boxes, key point summaries, and key references)
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Table of Contents
Cover
Title Page
Preface to the sixth edition
Preface to the first edition
CHAPTER 1: Old and new selection methods
WHY SELECTION MATTERS
RECRUITMENT
APPLICATION SIFTING
IMPROVING APPLICATION SIFTING
OVERVIEW OF SELECTION METHODS
WHAT IS ASSESSED IN PERSONNEL SELECTION?
NATURE OF THE INFORMATION COLLECTED
WORK PERFORMANCE
FAIR EMPLOYMENT LAW
CURRENT SELECTION PRACTICE
REASONS FOR CHOICE OF SELECTION METHOD
KEY POINTS
KEY REFERENCES
USEFUL WEBSITES
CHAPTER 2: Validity of selection methods
RELIABILITY
VALIDITY
CRITERION VALIDITY
CONTENT VALIDITY
CONSTRUCT VALIDITY
CONVERGENT/DIVERGENT VALIDITY
CROSS-VALIDATION
INCREMENTAL VALIDITY
DIFFERENTIAL VALIDITY
MARGINAL TYPES OF VALIDITY
META-ANALYSIS
PROBLEMS WITH META-ANALYSIS
VALIDITY GENERALIZATION ANALYSIS
CRITICISMS OF VALIDITY GENERALIZATION
LATEST DEVELOPMENT IN VGA
KEY POINTS
KEY REFERENCES
CHAPTER 3: Job description, work analysis and competences
JOB DESCRIPTION AND PERSON SPECIFICATION
WORK ANALYSIS METHODS
SELECTED WORK ANALYSIS TECHNIQUES – AN OVERVIEW
WORK ANALYSIS AND PERSONALITY
RELIABILITY AND VALIDITY OF WORK ANALYSIS
BIAS IN WORK ANALYSIS
USES OF WORK ANALYSIS
USING WORK ANALYSIS TO SELECT WORKERS
SYNTHETIC VALIDATION
THE FUTURE OF WORK ANALYSIS
COMPETENCES/COMPETENCY MODELLING
KEY POINTS
KEY REFERENCES
USEFUL WEBSITES
CHAPTER 4: The interview
RELIABILITY AND VALIDITY
REASONS FOR POOR VALIDITY
IMPROVING THE INTERVIEW
STRUCTURED INTERVIEWS
CONSTRUCT VALIDITY OF THE INTERVIEW
TRUTHFULNESS OF INTERVIEW INFORMATION
HOW THE INTERVIEWER REACHES A DECISION
BIAS IN THE INTERVIEW
LAW AND FAIRNESS
KEY POINTS
KEY REFERENCES
USEFUL WEBSITES
CHAPTER 5: References and ratings
REFERENCES
VALIDITY
IMPROVING THE REFERENCE
UNSTRUCTURED REFERENCES
LAW AND FAIRNESS
RATINGS
PEER OR CO-WORKER ASSESSMENTS
VALIDITY OF PEER RATINGS
KEY POINTS
KEY REFERENCES
CHAPTER 6: Tests of mental ability
OVERVIEW OF MENTAL ABILITY TESTS
INTERPRETING TEST SCORES
THE VALIDITY OF MENTAL ABILITY TESTS
ORGANIZATIONAL PERFORMANCE
g
OR SPECIFIC COGNITIVE ABILITIES?
MENTAL ABILITY AND THE SUCCESS OF TEAMS
WHY MENTAL ABILITY TESTS PREDICT PRODUCTIVITY
LAW, FAIRNESS, AND MINORITIES
DEALING WITH ADVERSE IMPACT IN MENTAL ABILITY SCORES
OTHER WAYS OF ASSESSING MENTAL ABILTY
KEY POINTS
KEY REFERENCES
USEFUL WEBSITES
CHAPTER 7: Assessing personality by questionnaire
PERSONALITY QUESTIONNAIRES
USING PQs IN SELECTION
QUESTION 1: THE RIGHT PERSONALITY?
QUESTION 2: WILL HE/SHE DO THE JOB WELL?
QUESTION 3: HAS HE/SHE GOT A GOOD ATTITUDE TO WORK? ORGANIZATIONAL CITIZENSHIP
QUESTION 4: WILL HE/SHE BEHAVE BADLY AT WORK?
COUNTERPRODUCTIVE WORK BEHAVIOUR
THE SAGA OF HONESTY TESTS
QUESTION 5: WILL THE TEAM WORK WELL?
COMPLEXITIES OF PQ VALIDITY
IMPROVING PQ VALIDITY
THE PROBLEM OF FAKING
DEALING WITH FAKING
PQs, LAW AND FAIRNESS
KEY POINTS
KEY REFERENCES
USEFUL WEBSITES
CHAPTER 8: Alternative ways of assessing personality
SELF-REPORT
PROJECTIVE TESTS
OTHERS’ REPORTS
DEMONSTRATION EVIDENCE
RECORDED EVIDENCE
INVOLUNTARY EVIDENCE
KEY POINTS
KEY REFERENCES
CHAPTER 9: Biodata and weighted application blanks
WEIGHTED APPLICATION BLANKS
BIODATA
CONSTRUCTING BIOGRAPHICAL MEASURES
VALIDITY
FAKABILITY
BIOGRAPHICAL MEASURES, FAIRNESS AND THE LAW
KEY POINTS
KEY REFERENCES
CHAPTER 10: Assessment centres
THE PRESENT SHAPE OF ACs
RELIABILITY OF ACs
VALIDITY OF ACs
META-ANALYSES
RESERVATIONS ABOUT AC VALIDITY
THE DIMENSION × EXERCISE PROBLEM
LINE OF RESEARCH 1: TRYING TO FIND DIMENSIONS
LINE OF RESEARCH 2: IMPROVING THE ANALYSIS
LINE OF RESEARCH 3: IDENTIFYING DEFICIENCIES IN AC PRACTICE
ARGUMENT 1: ‘NEVER MEANT TO BE’
ARGUMENT 2: THE EXERCISE EFFECT IS NOT RATER ERROR
ARGUMENT 3: ACs ARE REALLY SETS OF KEY TASKS, OR WORK SAMPLES
ARGUMENT 4: THE D×E PROBLEM IS NOT SPECIFIC TO ACs
CONSTRUCT VALIDITY
FAIRNESS AND THE ASSESSMENT CENTRE
KEY POINTS
KEY REFERENCES
CHAPTER 11: Emotional intelligence and other methods
EMOTIONAL INTELLIGENCE
VALIDITY OF EI MEASURES
SITUATIONAL JUDGEMENT TESTS
EDUCATION
WORK SAMPLE TESTS
SELF-ASSESSMENTS
PHYSICAL TESTS
DRUG USE TESTING
SOCIAL NETWORKING WEBSITES
KEY POINTS
KEY REFERENCES
CHAPTER 12: Criteria of work performance
SUPERVISOR RATING
OBJECTIVE CRITERIA
OTHER ASPECTS OF WORK PERFORMANCE
NEW CRITERIA
STRUCTURE OF WORK PERFORMANCE
BIAS AND ASSESSMENT OF WORK PERFORMANCE
INGRATIATION AND REPUTATION
DYNAMIC CRITERIA
CRITERIA, FAIRNESS AND THE LAW
PREDICTOR OR CRITERION?
KEY POINTS
KEY REFERENCES
CHAPTER 13: Minorities, fairness and the law
BRITISH LAW
EUROPEAN UNION LAW
OVERVIEW
ADVERSE IMPACT
QUOTA HIRING
JOB-RELATEDNESS
PROVING SELECTION IS JOB-RELATED
UK PRACTICE
DISABILITY
DIFFERENTIAL VALIDITY AND TEST FAIRNESS
THE SHAPE OF THINGS TO COME
CONCLUSIONS
KEY POINTS
KEY REFERENCES
USEFUL WEBSITES
CHAPTER 14: The value of good employees
HOW MUCH DOES WORKER PRODUCTIVITY VARY?
THE ‘STAR’ HYPOTHESIS
HOW MUCH IS A PRODUCTIVE WORKER WORTH?
CALCULATING THE RETURN ON SELECTION
PROVING SELECTION REALLY ADDS VALUE
THE APPLICANT’S PERSPECTIVE
FIT
KEY POINTS
KEY REFERENCES
CHAPTER 15: Conclusions
HOW TO SELECT
THE FUTURE OF SELECTION
References
Index
End User License Agreement
List of Tables
Chapter 01
Table 1.1 Traditional and new(er) selection assessment methods.
Table 1.2 Seven main aspects of applicants assessed in selection.
Table 1.3 Five categories of qualitatively different information, obtained by selection tests.
Table 1.4 Three surveys of UK selection, by CIPD (2006), IRS (Murphy, 2006) and Zibarras & Woods (2010).
Table 1.5 Summary of surveys of selection test use in Europe (Dany & Torchy, 1994; Schuler
et al
., 2007; König
et al
., 2010).
Chapter 02
Table 2.1 Core and marginal types of validity in selection research.
Table 2.2 (Fictitious) correlations between school subject marks.
Table 2.3 Ghiselli’s (1973) meta-analysis of ability test validity.
Table 2.4 Summary of four meta-analyses of the correlation between interview and mental ability.
Table 2.5 Validity generalization analysis of the data of Figure 2.4, based on data given by Schmidt & Hunter (1977).
Table 2.6 VGA of Ghiselli’s (1973) data on correlation between GMA and work performance, for five levels of job complexity, using ‘conventional’ VGA, and VGA correcting for indirect range restriction.
Chapter 03
Table 3.1 Position Analysis Questionnaire's (PAQ) six main divisions, and illustrative job elements.
Table 3.2 Work analysis by Position Analysis Questionnaire, showing choice of tests for plastic injection-moulding setters
Table 3.3 Illustration of synthetic validation in a local authority (city) workforce of 1,500.
Table 3.4 A personality-based work competency model proposed by Consiglio
et al.
(2013).
Chapter 04
Table 4.1 Summary of three meta-analyses of interview validity, by Wiesner & Cronshaw (1988), Huffcutt & Arthur (1994) and McDaniel
et al.
(1994).
Table 4.2 Summary of three meta-analyses of structured interview validity by Wiesner & Cronshaw (1988), Huffcutt & Arthur (1994) and McDaniel
et al.
(1994).
Table 4.3 Meta-analysis of construct validity of unstructured and structured interviews.
Table 4.4 Some impression management (IM) tactics used in interviews, with examples.
Chapter 05
Table 5.1 Survey of 1,331 US HR professionals about information sought in reference requests.
Table 5.2 Two early meta-analyses of reference check validity by Hunter & Hunter (1984) and Reilly & Chao (1982).
Table 5.3 Examples of words relating to five factors in letters of reference.
Table 5.4 Meta-analysis of peer rating and work performance.
Table 5.5 Summary of Norton's (1992) meta-analysis of peer rating and work performance.
Chapter 06
Table 6.1 Six varied items typical of mental ability tests.
Table 6.2 Correlation between general mental ability and work performance, for nine general types of work.
Table 6.3 Summary of 14 meta-analyses of general mental ability and work performance, for 12 types of work.
Table 6.4 Average scores of accountants and lumberjacks conscripted into US Army during the Second World War, and 10th and 90th percentiles.
Chapter 07
Table 7.1 A selection of PQ items and formats.
Table 7.2 The big five personality factors.
Table 7.3 Meta-meta-analysis of the big five and job performance.
Table 7.4 Personality and specialized work performance.
Table 7.5 Meta-meta-analysis of the big five and three measures of work performance.
Table 7.6 Meta-analyses of FFM and ‘attitude’ aspects of work performance.
Table 7.7 Summary of meta-analyses of correlations between FFM PQs and counterproductive work behaviours.
Table 7.8 Some questions of the type found in honesty tests.
Table 7.9 Meta-analysis of links between team personality and team performance.
Chapter 08
Table 8.1 Meta-analysis of projective and PQ measures of entrepreneurial performance.
Table 8.2 Summary of two meta-analyses of others’ reports of personality and work performance.
Table 8.3 Four sample items from personality tests.
Chapter 09
Table 9.1 Some typical biodata items.
Table 9.2 A sample WAB item, and its scoring, from Mitchell & Klimoski (1982).
Table 9.3 Summary of validity of biodata for nine work-related outcomes.
Table 9.4 Summary of validity of biodata for six areas of work.
Chapter 10
Table 10.1 Results of the AT&T Management Progress Study (Bray & Grant, 1966).
Table 10.2 Summary of three analyses of assessment centre validity.
Table 10.3 Convergent validity – assessing the same dimension in different exercises – for exercises of high and low relevance to that dimension.
Table 10.4 Summary of three meta-analyses of AC construct validity, correlating test with AC rating.
Chapter 11
Table 11.1 Some (fictitious) items for assessing emotional intelligence.
Table 11.2 A fictitious situational judgement test question.
Table 11.3 Meta-analysis of criterion and construct validity of SJTs.
Chapter 12
Table 12.1 Some examples of counterproductive behaviour, sorted into 11 classes, with number of CWBs in each class.
Table 12.2 Estimated correlation between four individual types of CPB, and all other types of CPB.
Table 12.3 Viswesvaran
et al
.’s (2005) 10 dimensions of effective work performance, with examples for an academic psychologist.
Table 12.4 Meta-analysis of absence and four other work-performance measures.
Table 12.5 Meta-analytic estimates of true correlations between five aspects of work performance.
Table 12.6 Four meta-analyses of differences in white and African Americans’ work performance, assessed objectively and subjectively.
Chapter 13
Table 13.1 Key events in the development of fair employment legislation in Britain, USA, and European Union.
Table 13.2 Actual composition of the British House of Commons following the 2015 election, and expected composition, based on the assumption that MPs are selected regardless of gender and ethnicity.
Table 13.3 White and minority British applicants for graduate recruitment schemes (Scott, 1997).
Chapter 14
Table 14.1 Correlation between procedural and distributive justice, and five outcomes.
Table 14.2 Relationship of person–organization fit to six outcomes.
Chapter 15
Table 15.1 Summary of the validity of different selection tests for work performance.
Table 15.2 Summary of 12 selection tests by five criteria.
List of Illustrations
Chapter 01
Figure 1.1 Successive stages in selecting academic staff in a British university.
Chapter 02
Figure 2.1 Height plotted against weight, showing a positive correlation of 0.75.
Figure 2.2 Three types of correlation in an assessment centre with three dimensions (1 to 3) rated in each of two exercises (A and B).
Figure 2.3 Schematic representation of the relationship between two predictors, e.g. mental ability test and interview, and work performance, where (a) the predictors are not highly correlated and (b) they are highly correlated.
Figure 2.4 Four distributions of validity coefficients, for four combinations of test and criterion (Ghiselli, 1966b).
Figure 2.5 Three funnel plots, of sample size and correlation. The Xs show the actual distribution of correlations in the meta-analysis. In Figure 2.5c the Ms show the presumed missing values, according to trim and fill analysis.
Figure 2.6 Fictitious data illustrating restriction of range, in data on the correlation between fitness and running speed.
Figure 2.7 Distribution of validity coefficients for 63 sub-samples, each of 68, drawn randomly from a larger sample of 1455 US postal workers.
Figure 2.8 Indirect restriction of range. Observable variables are in
italic
. True variables are in
bold
. The lines show paths between the variables.
Chapter 04
Figure 4.1 Validity of situational and behaviour description interviews for jobs of high, medium and low complexity.
Chapter 05
Figure 5.1 Extract from a competence-based reference request.
Figure 5.2 Schematic representation of the study by Baxter
et al.
(1981) of letters of reference.
Figure 5.3 A Brunswik lens model of the unstructured reference letter.
Figure 5.4 Rating formats. (a) graphic rating scales; (b) (invented) example of behaviourally anchored rating scale (BARS), for rating occupational psychologists.
Chapter 06
Figure 6.1 Distribution of mental ability scores, showing mean, standard deviations, percentiles, and IQs.
Figure 6.2 Corrected validity of GATB General + Verbal + Numerical composite with work performance, for five levels of job complexity.
Figure 6.3 Hierarchy of general mental ability, and specific cognitive abilities.
Figure 6.4 Linear vs. threshold models of the relationship between mental ability and work performance.
Figure 6.5 Schematic path diagram showing the paths from mental ability to work performance.
Chapter 07
Figure 7.1 Quadrant model of extraversion and neuroticism.
Figure 7.2 (Partial) hierarchical model of personality, at three levels, of two factors, five factors, and 30 facets. Only the neuroticism facets are listed.
Figure 7.3 Effect of directed faking, and applicant status on PQ measures of the big five. Baseline represents averages for unfaked big five, or present employees.
Chapter 08
Figure 8.1 A picture similar to those used in the Thematic Apperception Test.
Figure 8.2 An ink blot similar to those used in Rorschach test.
Figure 8.3 Links between six generic assessment centre exercises, and FFM, according to experts.
√
indicates experts rated that exercise likely to reflect that personality factor.
Figure 8.4 A letter attributed to Jack the Ripper.
Chapter 09
Figure 9.1 Results from the first published weighted application blank (WAB).
Figure 9.2 Predictive validity of the Career Profile System.
Figure 9.3 Schematic representation of the relationship between AIB score and success in selling insurance.
Figure 9.4 Results obtained with the Aptitude Index Battery (AIB) between 1951 and 1954.
Chapter 10
Figure 10.1 The dimension × exercise matrix underlying every assessment centre. XXX denotes influence is assessed by exercise A.
Figure 10.2 Links between seven generic AC dimensions, and the five-factor model of personality, according to experts.
Chapter 11
Figure 11.1 A sample item from an in-tray test.
Chapter 12
Figure 12.1 Schematic representation of true work performance, and actual criterion.
Figure 12.2 Possible hierarchical structure of work performance, suggested by Crites (1969).
Figure 12.3 Average ratings by white and African American supervisors, of white and African American workers.
Chapter 13
Figure 13.1 Stages in deciding whether a selection test is legally fair.
Figure 13.2 Two types of unfair test, showing (a) slope difference, and (b) intercept difference.
Figure 13.3 A fair test, in which test scores predict productivity equally accurately for minority and majority applicants.
Chapter 14
Figure 14.1 Distribution of productivity for 199 hosiery loopers (Tiffin, 1943).
Figure 14.2 The distribution of employee productivity, showing the percentile points used in Rational Estimate technique to measure it.
Figure 14.3 Favourability ratings of nine selection methods, across ten surveys.
Guide
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Personnel Selection
Adding Value Through People – A Changing Picture
SIXTH EDITION
Mark Cook
This edition first published 2016© 2016 John Wiley & Sons, Ltd.
Edition history: John Wiley & Sons, Ltd. (1e, 1988; 2e, 1993; 3e, 1998; 4e, 2004; 5e, 2009)
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Library of Congress Cataloging-in-Publication Data
Names: Cook, Mark, 1942– author.Title: Personnel selection : adding value through people – a changing picture / Mark Cook.Description: Sixth edition. | Chichester, West Sussex, UK : John Wiley & Sons, 2016. | Includes bibliographical references and index.Identifiers: LCCN 2015039086 (print) | LCCN 2016000497 (ebook) | ISBN 9781118973592 (cloth) | ISBN 9781118973585 (pbk.) | ISBN 9781118973561 (ePub) | ISBN 9781118973578 (Adobe PDF)Subjects: LCSH: Employee selection.Classification: LCC HF5549.5.S38 C66 2016 (print) | LCC HF5549.5.S38 (ebook) | DDC 658.3/112–dc23LC record available at http://lccn.loc.gov/2015039086
A catalogue record for this book is available from the British Library.
Preface to the sixth edition
Every chapter of this sixth edition has been revised to incorporate new research and new ideas, so that amount of change in each chapter gives an indication of much new research has been reported in each area. The chapters on personality and assessment centres have needed the most revision. In order to keep the book within a manageable and affordable length a lot of older material has had to be removed, but I have tried to keep some historically important material. Chapter 11 covers a new topic: the contribution of social networking sites to selection. Two chapters have needed much less revision. One is Chapter 9, on biodata, where conventional paper and pencil measures may have been supplanted by interactive equivalents, which, however, do not seem to have been researched much, if at all. The other is Chapter 5, on the letter of reference, which has never been researched adequately, despite being so widely used. Every chapter has been rewritten even where there is not all that much new research to describe.
Established truths, or beliefs, continue to be questioned. Issues formerly described as finally settled and not needing any further discussion have been reopened, notably differential validity (whether the correlation between test and work performance might be different for different sections of the population, most particularly for white and non-white Americans). Another ‘closed’ issue that has been reopened is the importance, or unimportance, of specific abilities compared with general mental ability. There certainly seems to be a trend for things that were formerly described confidently as not a problem to be appearing perhaps to pose a problem after all.
There is growing awareness of how different selection tests correlate, which tends to cast doubt on approaches that emphasize the paramount importance of matching the test to the job. Emphasis on identifying separate aspects of work performance, notably organizational citizenship, counterproductive work behaviour and adaptability, runs in parallel with the suggestion that there might be a tendency for all measures of work performance to be positively correlated, the ‘monolithic’ hypothesis.
To keep the list of references to a reasonable length, references are not necessarily given for points that are not central to selection, e.g. heritability, or personality theory.
The key references sections at the end of each chapter are selected to be accessible, meaning they are written in English, and so far as possible obtainable through PsychInfo or other online systems. This tends to mean journal articles are included, whereas chapters in books are not.
Certain types of material I have generally not included, including simulations of work using students, and ‘Monte Carlo’ simulations in which sets of data are generated according to certain rules, then analysed as if they were ‘real’ data. I have always thought these an example of getting out what you put in, and not very useful.
One area that might be moving towards becoming important, but also controversial, could be the roles of commercial interests in general, and test publishers in particular. To declare my interests in this area, I have been involved in the publication of psychological tests in the past, but am not now.
I would to thank Swansea University for all their help with library and other facilities, and Karen Howard for her invaluable continuing support.
Department of PsychologySwansea University2015
Preface to the first edition
When I first proposed writing this book, I thought it self-evident that personnel selection and productivity are closely linked. Surely an organization that employs poor staff will produce less, or achieve less, than one that finds, keeps and promotes the right people. So it was surprising when several people, including one anonymous reviewer of the original book proposal, challenged my assumption, and argued that there was no demonstrated link between selection and productivity.
Critics are right, up to a point – there has never been an experimental demonstration of the link. The experiment could be performed, but it might prove very expensive. First, create three identical companies. Second allow company A to select its staff by using the best techniques available, require company B to fill its vacancies at random (so long as the staff possess the minimum necessary qualifications), and require company C to employ the people company A identified as least suitable. Third, wait for a year and then see which company is doing best, or – if the results are very clear-cut – which companies are still in business. No such experiment has been performed, although fair employment laws in the USA have caused some organizations to adopt at times personnel policies that are not far removed from the strategy for company B.
Perhaps critics only meant to say that the outline overlooked other more important factors affecting productivity, such as training, management, labour relations, lighting and ventilation, or factors which the organization cannot control such as the state of the economy, technical development, foreign competition, and political interference. Of course all of these affect productivity, but this does not prove that – other things being equal – an organization that selects, keeps and promotes good employees will not produce more, or produce better, than one that does not.
Within-organization factors that affect productivity are dealt with by others writings on industrial/organizational psychology. Factors outside the organization, such as the state of world trade, fall outside the scope of psychology.
Swansea, 1995
