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CELINE FAITH M. HERBOLARIO

PCAS 06 202A

“SELECT ON INTELLIGENCE”

The best predictor of job success is intelligence.

Job performance improves dramatically when people are hired based on their intelligence.
performance. Organizations can save a lot of money by improving their performance.
Providing a competitive advantage to firms that hire people based on intelligence.
Because it has been empirically confirmed across multiple fields, this idea is extremely wide
and generalizable.
a diverse range of jobs, occupations, and industries

What is the definition of intelligence?

Intelligence is a notion that is sometimes misinterpreted. Intelligence is not the ability

to solve problems.
Insects, mosses, and microorganisms are all well-adapted to their environments.
They are intelligent, but they are not intelligent environments. Organisms can adapt in a
variety of ways.
intellect is merely one of several factors that affect how well people adapt to their
surroundings. Intelligence, on the other hand, encompasses
To solve difficulties, you must be able to comprehend and process abstract notions.
Gottfredson, op. cit., 1997, p. 13), in an editorial that first appeared in the Wall Street Journal
and was later reproduced in the New York Times.
Intelligence is defined as "a highly general mental capability that, among other things,
includes the ability to think."

Involves the ability to think abstractly, plan, solve problems, and grasp complex information.
This classic description conveys well the ability to learn rapidly and from experience.
what bright people are capable of, but this definition falls short of explaining why smart?
people are smart.
It is possible for anyone to do it. For the purposes of this chapter, intelligence is defined as
the ability to learn new things.

ability to remember complex information Higher cognitive levels result in faster learning,
and
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This is especially true as the subject to be learnt becomes more complex. Intelligence is a
term that is frequently used.
We refer to general mental ability (GMA) as "intelligence," and we use the terms
"intelligence" and "GMA" interchangeably. (general mental ability)

Job Performance Improves with Higher Intelligence

In almost all our everyday activities and lifelong endeavors, intelligence plays a crucial part.
pursuits. It forecasts a variety of crucial life outcomes, including academic performance and
the amount of money earned.
acquired education, rate of work promotion, highest level of job achievement, and salary
(Gottfredson, 1997; 2002; Judge, Klinger, & Simon, etal.,

Moreover, until several decades ago, the majority of individuals thought that the general
concepts of this
Personnel selection and other social science fields were tough to sort. It was thought that it
It was impossible to predict which selection procedures would be most efficient in a given
situation.
until each job in that organization was subjected to a local validation study.
This idea, called "situational specificity," was based on validity investigations of the
the same selection procedures across different roles within the same company and across
different industries
Organizations appeared to produce a variety of outputs, which were often contradictory

Is it Possible to Replace Intelligence with Work Experience?

There are no known cases or outcomes if the three parameters outlined above are met.
There are times when hiring individuals for general intelligence is not a good idea.
Nevertheless,
Some believe there is one exception (as we will see in the case of U.S. Steel later):
Companies should not choose candidates based on their GMAT scores if they can choose
based on their work experience. They believe this.
that job experience predicts job performance better than GMA, or that job experience may
be a better predictor of job success than GMA
GMA should be substituted.

Can Intelligence Predict Non-Task Performance

When supervisors evaluate each employee's total job performance, they consider
Both task and non-task performance are factored into their final ratings.
behaviors of corporate citizenship and
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core job performance and unproductive work behavior Given the broadened criterion; one
could wonder.
Beyond task performance, there is a sphere of job performance.
Is GMA valid for non-task performance, which is a critical component of overall job
performance?
in addition to being powerful?
GMA's accuracy in predicting non-task performance (OCB and
At best, CWB) is moderate.
There is, however, one critical point to be made.
"Even if this were true, no one would believe it," says the caution, which practitioners and
researchers should remember.
Equally, organizations are inclined to avoid recruiting based on task performance.
Validity does not imply that the same kind of people would be hired under various
circumstances.
Most selection judgments are and should be based on who will be the most effective
forecasters."
exhibit better task or overall performance, with GMA unquestionably being the best
predictor.
Higher intellect leads to improved job performance across the board and rises in job
satisfaction.
For businesses, the results of recruiting based on intelligence have a great economic value.

Why does Higher Intelligence Lead to Better Job Performance?

It's one thing to have a lot of empirical evidence proving a principle is correct, but it's quite
another to have a lot of evidence proving a principle
It's another thing entirely to explain why the idea holds true. Despite the fact that part of the
solution to this question is
In the definition of intelligence, why does increased intelligence lead to better performance?
Examining the above-mentioned (learning ability) can provide a more persuasive response.
the method via which intelligence has an impact on job performance According to them,
According to Schmidt and Hunter (1998), people with higher intelligence can hold more
information.
They have superior job knowledge since they can learn more and faster than.

IN ORDER TO WRAP UP THE THINGS.

Higher intellect leads to better job performance since it motivates people to learn.
better job expertise and the ability to learn it faster Intelligence, on the other hand, is
employed on a direct basis.
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job to handle performance-related issues, regardless of prior experience. The

The most important criterion that a business must achieve in order for intelligence-based
hiring to work
The capacity to recruit job seekers and keep them once hired is also important. Although
Although intellect is the most essential indicator of job performance, it is by no means the
only one.
As a result, companies should employ additional valid noncognitive methods.
techniques such as a self-reported assessment
When possible, combine a conscientiousness exam with an intelligence test. This
combination
The use of predictors can also help to lessen the negative effects of an intelligence test.
while keeping a high level of validity.

REFERENCES:
Schmidt, Frank L. and Oh, In-Sue, Select on Intelligence (November 12, 2021). Fox School of
Business Research Paper Forthcoming, Available at
SSRN: https://ssrn.com/abstract=3961855 or http://dx.doi.org/10.2139/ssrn.3961855

Arthur, W. Jr., Bell, S. T., Villado, A. J., & Doverspike, D. (2006). The use of person
organization fit in employment decision making: An assessment of its criterion-related
validity. Journal of Applied Psychology, 91(4), 786–801. https://doi.org/10.1037/0021-
9010.91.4.786

Baker, C. A., Peterson, E., Pulos, S., & Kirkland, R. A. (2014). Eyes and IQ: A meta-analysis
of the relationship between intelligence and “Reading the Mind in the Eyes”. Intelligence, 44,
78–92. https://doi.org/10.1016/j.intell.2014.03.001

Berry, C. M., Gruys, M. L., & Sackett, P. R. (2006). Educational attainment as a proxy for
cognitive ability in selection: Effects on levels of cognitive ability and adverse impact. Journal
of Applied Psychology, 91(3), 696–705. https://doi.org/10.1037/0021- 9010.91.3.696

Brown, K., Le, H., & Schmidt, F. L. (2006). Specific aptitude theory revisited: Is there
incremental validity for training performance? International Journal of Selection and
Assessment, 14(2), 87–100. https://doi.org/10.1111/j.1468-2389.2006.00336.x

Gonzalez-Mulé, E., Mount, M. K., & Oh, I.-S. (2014). A meta-analysis of the relationship
between general mental ability and nontask performance. Journal of Applied Psychology,
99(6), 1222–1243. https://doi.org/10.1037/a0037547

Hunter, J. E., & Schmidt, F. L. (1996). Intelligence and job performance: Economic and social
implications. Psychology, Public Policy, and Law, 2(3-4), 447–472.
https://doi.org/10.1037/1076-8971.2.3-4.447