Managing uman esources sychH R (P )

Managing uman esources sychH R (P )

The sychological spects of election TechniquesP A S

1/1/2010

This report will provide an insight into firstly, an overview of an argument for and against the use of psychometric techniques when selecting potential recruits for a job position, secondly, exploring the possibilities of using psychometrics technique measures, such as attitude, personality and intelligence for the selection of a job post with an organization. Thirdly, the report will move on to propose an objective evaluation of a technique recommended.

Contents

Learning Outcomes3

Scope4

Introduction4

Argument proposal for and against the use of psychometrics testing of candidates in the

workplace

4

Explore and analyse the possibilities of using Psychometric techniques (such as Attitude,

Intelligence, and Personality measurements for the selection of one level / grade / post in the

organisation.

6

Set out a proposal for an objective, planned evaluation of the technique you are

recommending.

9

Conclusion 10

Appendix 14

Generate statements that describe your Line Managers abilities to lead, motivate, and coach

individuals.

14

2

Learning Outcomes

1. Analyse the different theoretical perspectives, methods, and models in human resource

management and in psychology.

2. Evaluate and apply these different theoretical perspectives, methods and models and

recognise the role these have played in understanding and managing human behaviour in the

workplace.

3. Explore the key roles required to manage human resources effectively.

3

Scope

his report will provide an insight into firstly, an overview of an argument for and

against the use of psychometric techniques when selecting potential recruits for a

job position and, secondly, exploring the possibilities of using psychometric

technique measures, such as attitude, personality and intelligence for the selection of a job

post with an organisation. Thirdly, the report will move on conducting a study to assess how

successful a selection technique is at selecting the most suitable candidate from a pool.

TIntroduction

Psychometric testing is a standardised sample of behaviour, which is based on a numerical

scale or category system. The use of psychometric techniques on the recruitment and

selection of individuals, for a particular job role provides a quantitive assessment of a tested

psychological attribute, such as numerical score. These psychological attributes which

organisation uses to test candidates for are divided into two categories; these are cognitive

ability, which test for spatial ability, numerical ability, and general intelligence. The second

type is the personality test (Arnold et al, 2005). Cognitive tests are the least used assessment

form (Passmore, 2008), and Hunter and Hunter (2004) explain that although cogitative tests

are the best in predicting a candidates over job performance, cognitive testing is seen as less

acquiescent to change than that of other aspects of personality such as motivational needs.

Argument proposal for and against the use of psychometric testing of candidates in the workplace

The advantages of the use of psychometric tests has certain benefits: such as recruitment and

selection, in practices such as personality and aptitude tests to derive, against particular job

requirements, the strengths and weaknesses of each candidate relative to the job requirements

and characteristics, or the organisations ‘culture’. This information can then be used in the

interview process to gain a better understanding of how an individual is likely to behave in

different environments.

4

Psychometric tests can also aid personal development, where candidates can sit a range of

tests such as career inventories, aptitude tests and personal profiling to help them understand

themselves in greater detail (Passmore, 2008) and to see how their behaviours in the work

place can affect, positively or negatively, on other individuals in the same setting (Melamed

& Jackson, 1995).

Psychometric tests, such as that of intelligence, is an extremely good predictor of job

performance: because they state that intelligence is linked to speed and quality of learning, as

well as adaptability and problem solving abilities also (Ones et al, 2006).

Career counselling is another use for psychometric testing, which provides an estimate of a

candidate’s suitability to take up new career opportunities using a quantitive scoring system

(Melamed & Jackson, 1995). Candidates may use psychological techniques in the career-

counselling context through the reassessment of their skills and the revaluation of career

opportunities in the future (Herr, 1994).

McHenry (2001) claims that there is the possible danger that psychometric tests will become,

as he describes it, a ‘commodity item’ meaning that they will become so widely and cheaply

used, that organisations will use and abuse them with a similar measure.

There have been some criticism of the use of psychometric tests on candidates: Combs et al

(1978) explain that results of such tests bear little relationship to the candidates actual

behaviour and that such surveys always posses ‘demand characteristics’ with candidates

asking themselves ‘What would they want me to say?’

Further criticisms to psychometric testing have been found in areas such as misinterpretation

by the respondent towards questions, words and meanings written differently by different test

publishers, the possibility for the incorrect use of tools and resources by the recruiting

organisation or the test publisher, and gender biasness (ChangingMinds.org.uk). Some

dimensions of personality may be unconscious and therefore, the responses posed on such

tests may not be tapped into if the respondent is unaware of certain personality traits being

present (www.psych.umm.edu, date unknown)

5

Explore and analyse the possibilities of using Psychometric techniques (such as Attitude, Intelligence, and Personality measurements) for the selection of one level / grade / post in the organisation.

his section will look at using psychometric techniques for selection of a ‘Market

Street’ department manager for the Bradford, UK based retailer WM Morrisons

PLC, and will further look at how psychometric techniques can select the

appropriate candidate for the post which will fulfil the criterion set out in these job profiles

listed below.

T

Figure 1 Job Roles for Supermarket Department Manager

6

ob JolesR

nnovatitive ways Ito boost sales

Manage and motivate staff

toc ontrolS k C

nsuring high Elevals of

customer service

wareness of Acustomer and mar et trendsk

wareness of Acompetition

presence

Figure 2 Skills and Knowledge required for a Supermarket Department Manager

Possible psychometric testing solutions, which are based on the job profiles stated previously,

which could be used for potential candidates applying for this job role, are:

The Trinity-Beta Test (Online Assessment)

The Odyssey Series (Pencil and Paper Assessment)

The Trinity-Beta Test

The Trinity-Beta Test is an online pre-interview assessment vehicle, which assesses the

combined assessments of personality and aptitude. The result is a three-page document

outlining the candidate’s strengths, weakness, and concerns associated with the candidates

results. It then tailors interview questions to the candidate’s online results

(CriterionPartnership, 2010).

Internet-based testing of candidates has their advantages as well as their disadvantages. The

internet offers accessibility, which is added to the array of advantages that computer-based

testing offers. However, test validity is a major pitfall where internet-based testing is

concerned and raises questions such as ‘How do we know the person we think is taking the

7

ills and SknowledgeK

n understand or Aretail laws and

regulations

strong business Asence

onfidence, CMotivaiton and

nthusiasmE

bility to motivate Apeople

or ing under W kpressure

bility to handle Achallening situaitons

test, actually is the person taking the test?’ Policing software needs to be implemented to

deter people from identity fraud by providing replication, as closely as possible, to supervised

testing (McDonald, 2008, p376)

The Odyssey Series

The Odyssey Series is aimed towards potential senior managers; this is a ‘pencil and paper

exercise’ and assesses a core range of competencies such as;

Commercial awareness

Time planning and management

Coaching and developing others

Leading others

Leading change/change management

Strategic focus

Communication and influencing

Customer awareness and customer service

Working together and team building

Creativity and innovation

(CriterionPartnership, 2010).

In both cases, each technique must be an accurate measure of the attribute of interest;

furthermore, the test should be able to differentiate between those who fulfil the criteria of the

attribute of interest and those who do not fulfil such criteria. A third demand characteristix is

that the test(s) should be a reliable and a consistent indicator for the prediction of job

performance, success in training and development and learning quality (Passmore, 2008,

p12).

8

Generate statements that describe your Line Managers abilities to lead, motivate, and

coach individuals.

Set out a proposal for an objective, planned evaluation of the technique you are recommending.

Evaluation of success

The benefits as a whole, financially, can be difficult to quantify in monetary terms, or return

on investment (Me lamed & Jackson, 1995). However, one method, which can be used to

assess a psychometric method’s effectiveness, in terms of indicating the ‘best-suited’

candidate for the job, is the use of the 360-appraisal method. A large part of the role of the

department (or line) manager is dealing with people on a daily basis, whether they are

customers, staff within the store and staff outside of the store (i.e. distribution workers,

buyers, suppliers etc), and so is an extremely people-oriented role. It is only logical that one

assessment comes from the people whom come cross the candidate being assessed on a daily

bases.

The Thurstone Scaling technique, more specifically, the method of equal appearing intervals,

is a way of measuring people’s attitudes, on a scale of favourableness (Social Research

Methods, 2010) is a predetermined set of statements about a specific subject. In this instance,

this could focus on the attitudes towards the candidate’s leadership abilities or attributes the

candidate possesses, according to the individual team members. The first step is to develop a

focus:

The second step is to develop potential scale items. A set of 80-100 statements is developed

relating to this focus statement. These statements need to be worded similarly concerning

grammar and sentence structure and ensuring that the statements are not worded so that some

of them are questions whilst others are statements.

The next step is to have the team members rate anonymously each statement in terms of

favourable ness on a scale of 1 – 11 (1 being the most favourable, 11 being the least

favourable towards the candidates ability to lead, motivate and coach individuals).

9

Analysing the date comes next: the median and the inter quartile ranges need to be computed

for each statement. This enables the selection of a range of statements that are at equal

intervals across the range of medians computed for each statement, so the administrator is

narrowing down the selection of statements to use in the final assessment.

The scale is the administered to participants with the selected statements, these are now

categorised into nominal data: Agree or Disagree. The average of the scale values for each

statement are thus computed, this is the respondents scale score. A higher scale score will

reflect a more positive attitude towards their manager, whereas a lower scare score will

reflect a negative attitude towards their manager. This will generate an idea of how well the

candidates has ‘fitted’ into their role, the work environment, the organisations ‘culture’ and

how well the candidate can lead, motivate and coach their team.

Gathering information from the candidate’s team can lead towards biasness if an individual

perceives his/her manager in a ‘different light’ or dislikes his/her manager personally. This

can lead to negative feedback, which may be biased or untrue, however, on the other hand,

this can highlight individuals whom do not work well with the candidate and could offer an

opportunity for that team member to move departments if so desired, with the aim to reduce

conflict in that work environment,

Conclusion

With this method of assessing how effective the selection techniques proposed is that asking

staff for feedback can make way for the possibility that individuals working within a team

can have a very diverse perception to questions such as ‘What characteristics make a good

leader’ and how successful their line manager is at motivating people. Overall, what they

think of their line manager. This can make way for ‘noise’ and ‘distortion’ in the data

gathered and may not build up an accurate picture of the candidate. HR will also need t be

trained in understanding and interpreting the data from the feedback collected. Using this

method, there are no correct or incorrect answers but is solely based in each team members

attitude towards their manager

10

References

1) Next Step, 2010. Planning Your Career. [Online] Updated 2010 Available at: https://nextstep.direct.gov.uk/PlanningYourCareer/JobProfiles/JobProfile0139/Pages/default.aspx [Accessed December 2010]

2) Criterion Partnership, 2010. Choosing the right test - guidance for selecting the right psychometric instruments [Online] Updated 2010 Available at: http://www.criterionpartnership.co.uk/choosing_the_right_test [Accessed 12 December 2010]

3) Melamed, T. & Jackson, D., 1995. Psychometric instruments; potential benefits and practical use. Industrial and Commercial Training [Online] 27 (4), p.11-16. Emerald. Available at: http://www.emraldinsight.com [Accessed 12 December 2010]

4) Reid, P & Reid, T., 2003. Personal style and behaviours. Industrial and Commercial Training [Online] 35 (3), p. 94-98. Emerald. Available at: http://www.emraldinsight.com/0019-7858.htm/ [Accessed 12 December 2010]

5) CIPD, 2010. Next Generation HR. Time for Change –Towards a Next Generation for HR. [online] Chartered Institute for Personal Development, London. Available at: http://www.cipd.co.uk/nextgen [Accessed 5 November 2010]

6) Ones, et al., 2006. Cognitive ability and selection decisions. Understand and Measuring Intelligence. Sage, London

7) SMARTedgecoaching, 2010. DiSC Personality Profiling [Online]. Updated 2010. Available at: http://www.smartedgecoaching.co.uk/disc-personality-profiling/ [Accessed 3 December 2010]

8) Passmore, J., 2008. Psychometrics in Coaching. [e-book]. London: Kogan Page Ltd Availableat:http://www.dawsonera.com/depp/reader/protected/direct/AbstractView,readerButtons.eBookView.sdirect?state:reader/protected/AbstractView=BrO0ABXcMAAAAAQAABWVpc2JudAANOTc4MDc0OTQ1MzU3Mg%3D%3D [Accessed 18 December 2010]

9) McDowall, A., 2008. Psychometrics in Coaching. [e-book]. London: Kogan Page Ltd Availableat:http://www.dawsonera.com/depp/reader/protected/direct/AbstractView,readerButtons.eBookView.sdirect?state:reader/protected/AbstractView=BrO0ABXcMAAAAAQAABWVpc2JudAANOTc4MDc0OTQ1MzU3Mg%3D%3D [Accessed 18 December 2010]

11

10) McDonald, A., 2008. Adding value through the use of internet-based testing. Industrial and Commercial Training, 40 (7), p. 374-380

11) Department of Psychology, 2010. Criticisms of the use of psychological testing. Department of Psychology [Online] Available at www.psych.umm.edu [Accessed 12 December 2010]

12) Changing Minds, 2010. Psychometric Tests [Online]. (Updated 2010) Available at: http://changingminds.org/disciplines/hr/selection/psychometric.htm [Accessed 12 December 2010]

13) Herr.EL, 1994. The Counsellors role in Career Assessment. A Counsellors Guide to Career Assessment Instruments. JT Kapes ed. National Career Development Association; Alexandria VA.

14) Hunter, JE & Hunter, RF., 1984. Validity and utility of alternative predictors of job performance. Psychological Bulletin, 96, p967-88

15) McHenry, R., 2001. Frames of mind: online psychometrics (panel debate) People Management, p. 31.

16) Combs et al., 1978. Perceived frequency of low-probability lethal events. Journal of Experimental psychology, human learning, and memory.

17) Inchape Publishing., 2006. Personalized Description and Success Strategies [Online] (Updated 2006) Available at http:/www.proedgeskills.com/ [Accessed 12 December 2010]

12

Appendix: Generate statements that describe your Line Managers abilities to lead,

motivate, and coach individuals.

I feel my line manager give me enough training when I ask for it. I feel I can talk to my manager about personal issues, which might affect my

performance at work I feel valued as part of the team I feel motivated to succeed as part of the team at work I enjoy my work My line manager gives me constructive feedback often My line manager gives give e my own personal space to growth and development My manager delegates me tasks and jobs to complete My line manager praises me when I complete a task satisfactory. My line manager of honest with me I can understand what my line manager is telling me My manager is aware of my goals and aspirations My manager can allocate resources effectively and efficiently. My manager is proactive rather than reactive My manager handles problems in a calm and professional manner

13

The Business School

BA / FD Business Management

Managing Human Resources (Psych)

September 2010

Geoff Thompson

14

Assignment - The Psychological Aspects of Selection Techniques

Managing Human Resources is assessed through two pieces of course work which are equally weighted. Details of the HRM course work will be given to you by your lecturer.

For both parts of the assessment of Managing HR you are to investigate an organisation of your choice and use them as a “Live Case Study”. You may use the same organisation for both parts or, if you think that it is more appropriate, different ones.

Learning Outcomes1. Analyse the different theoretical perspectives, methods and models in human resource management and in psychology.

2. Evaluate and apply these different theoretical perspectives, methods and models and recognise the role these have played in understanding and managing human behaviour in the workplace.

3. Explore the key roles required to manage human resources effectively.

TasksYou are to prepare a report to the HR Manager (or appropriate person) of your organisation on the introduction and use of psychometric testing in your case study’s selection procedures. You should make any reasonable assumptions in your analysis.

In particular your report must include the following sections:

a) Present an overview of the argument for and against the use of psychometric techniques in the selection of staff.

b) Explore and analyse the possibilities of using psychometric techniques (such as Attitude, Intelligence and Personality measurement) for the selection of one level / grade / post in the organisation;

c) Set out a proposal for an objective, planned evaluation of the technique you are recommending.

You should note the following: This is an individual assessment. You must undertake the analysis

and write the report on your own. However, you may share the data gathering from a single organisation with others.

Your report should be fully referenced using Harvard Referencing. Tutorial support will be given towards the end of the semester. The word limit for the report is 1500 words. You will not be

penalised if you exceed this limit by up to 10%. The word count excludes: title page, indented quotations (or italicised citations), bibliography and references, appendices, tables, charts and footnotes.

15

Submission Date: You must submit your work by the end of Friday 14 Jan 2010.

Assessment Criteria

In this assignment you will be assessed on the following:Criteria Weightin

gI S G VG Ex

The application of psychological theories and models

30%

The level of analysis of appropriate psychometric selection techniques

30%

The proposal for evaluating a recommended testing technique.

25%

The quality of communications 15%

Links between Assessment Criteria and Learning OutcomesAssessment Criteria Learning

Outcomes

The application of psychological theories and models

2

The level of analysis of the selection techniques

1,3

The proposal for evaluating a recommended testing technique.

2

The quality of communications

16

Course BA (Hons) Business Management

Module/Unit Title Managing Human Resources (Psych)

Module/Unit Code

Assignment Title The Psychological Aspects of Selection Techniques

Module/Unit Lecturer Geoff Thompson

Word Limit 1,500 Word Count 1635 (1500 + 10%)

HAND IN DATE 4 pm, Friday 14h Janauary 2011

In submitting this assignment I make the following declaration:

I understand that the piece of work submitted will be considered as the final and complete version of my assignment of which I am the sole author. I understand both the meaning and consequences of plagiarism and that my work has been appropriately attributed unless otherwise stated. I have not knowingly allowed another to copy my work.

This mark is provisional and subject to confirmation by the Board of Examiners.

Signed: Module Lecturer

Name (print): Date:

17

Attach student bar code label here

Provisional Mark or grade:

This coversheet must be attached as the front page of your submission and should be handed in to the ADVICE SHOP by the published deadline (failure to meet the deadline may result in a mark penalty or a fail).All students in all years of all HE courses must include an electronic copy of the text of their assignment (on floppy disk or CD) in MSWord format to enable random sampling for plagiarism. (Numerical, pictorial, diagrammatic, graphical etc material need not be submitted on disk).

Feedback on your assessed work will be provided in a separate document

18