JOB PERFORMANCE

Job Performance has been defined as the overall expected value from employees’ behaviors
carried out over the course of a set period of time. This definition, although fairly technical,
includes specific ideas that are worth breaking down:

• Performance is a property of behavior, or, plainly stated, what people do at work.

• An employee’s behavior adds expected value to the organization – that is, an
employee’s behaviors may be distinguished as helping or hindering an organization, but
the outcomes of employee behaviors are rarely measured so their value is merely
expected.
Performance can further be broken down into two distinct types:
• Task performance – these are the actions that contribute to transforming raw materials
to goods and services, the things that are typically included in job descriptions. Examples
include selling clothes, drilling holes, or teaching a class.
• Contextual performance – these are the behaviors that contribute to overall
effectiveness through supporting that social and psychological climate of the workplace.
Examples include cooperating with teammates, diffusing conflicts, and cleaning up the
conference room.

Measuring Job Performance

Decisions to retain, promote, or fire people have to be made in every organization. What is
the most accurate way to make these decisions? Classically, these decisions were made
through patronage and nepotism, where personal relationships within the organization had
a large impact on promotion and firing decisions. While personal relationships are still
important today, many industries try to systematically assess worker performance, in order
to increase productivity (and ultimately, profits).

Three Major Classes of Worker Productivity Measures:

1. Production counts – involves attempting to measure what a worker produces on the job.
The worker with the higher production count is assumed to be the better worker.
Various possible production counts:
Lawyers: the number of billable hours in a month.
Factory worker: number of parts assembled in a day.
Clerical worker: the number of key strokes made in a day.
 However, for many job titles, it is not clear how productivity should be measured in
terms of production counts. This is particularly true for management positions of other
professional jobs.

2. Personal data

Another way of attempting to objectively measure job performance is to use

information from the employees’ personnel file. Training session attendance and
performance, outside education sought, suggestions to improve productivity made, number
of complaints made against, number of work-related accidents, are all possible pieces of
information that might be found within a personnel file.

3. Judgmental methods

A manager or performance appraiser is asked to compare an employee with other

employees and rate the person on a number of traits or behavioral dimensions. These
appraisal systems are based on the exercise of judgment by the superior. Four widely used
judgmental approaches are graphic rating scales, ranking, paired comparison, and forced
distribution.

A MULTIDIMENSIONAL MODEL OF JOB PERFORMANCE

Despite the emphasis on defining and predicting job performance, it is not a single unified
construct. There are vastly many jobs each with different performance standards.
Therefore, job performance is conceptualized as a multidimensional construct consisting of
more than one kind of behavior. Campbell (1990) proposed an eight factors model of
performance based on factor analytic research that attempts to capture dimensions of job
performance existent (to a greater or lesser extent) across all jobs.

1. Task specific behaviors

Include those behaviors that an individual undertakes as part of a job. They are the
core substantive tasks that delineate one job from another.

2. Non-task specific behaviors

Are those behaviors which an individual is required to undertake which do not

pertain only to a particular job. Returning to the sales person, an example of a task specific
behavior would be showing a product to a potential customer. A non-task specific behavior
of a sales person might be training new staff members.
 3. Written and oral communication tasks

Refer to activities where the incumbent is evaluated, not on the content of a

message necessarily, but on the adeptness with which they deliver the communication.
Employees need to make formal and informal oral and written presentations to various
audiences in many different jobs in the work force.

4. Demonstrating efforts

An individual’s performance can also be assessed in terms of effort, either a day-

today, or when there are extraordinary circumstances. This factor reflects the degree to
which people commit themselves to job tasks.

5. Personal discipline
Individuals would be expected to be in good standing with the law.
6. Helps out the groups and his or her colleagues

In jobs where people work closely or are highly interdependent, performance may
include the degree to which a person helps out the groups and his or her colleagues. This
might include acting as a good role model, coaching, giving advice or helping maintain group
goals.

7. Supervisory or leadership component

The individual will be relied upon to undertake many of the things delineated under
the previous factor and in addition will be responsible for meting out rewards and
punishments. These aspects of performance happen in a face-to-face manner.

8. Managerial task

A managerial task would be setting an organizational goal or responding to external

stimuli to assist a group in achieving its goals. In addition, a manager might be responsible
for monitoring group and individual progress towards goals and monitoring organizational
resources.

CRITERIA FOR AN EMPLOYEE EVALUATION

Employee evaluations represent a fundamental tool used by businesses to conduct periodic

appraisals of employee performance. An effective employee evaluation forms the
supporting evidence for promotions and pay increases. These assessments also alert
managers when an employee needs further training or support in his position. Those
 evaluating employees must ensure that all the necessary criteria were included in the
appraisal so they can accurately guide the employee toward future success.
The following are the evaluation criteria/factors:

1. Quality of work: This is the measurement of the degree of excellence of the work
performed over the entire rating period. In rating this factor, attention should be given
to the consequence of poor quality of work.
2. Quantity of work: Refers to the quantity of satisfactory work turned out during a given
period of time. Does the employee consistently accomplish a full day’s work? Does the
employee produce enough work so that he/she is clearly an asset to the department?
3. Job knowledge: This factor should not be restricted to the technical knowledge an
employee is required to bring a specialized job. It is much broader and includes
particularly the range of pertinent policies, regulations and procedures relating to
his/her assignment. It does relate to the mental and/or physical skills required in a given
position. A craftsman’s basic skills are readily identified, while many office occupations
include job skills which are relatively obscure.
4. Supervision: The degree of supervision an employee requires in accomplishing assigned
duties and how successful his/her planning and organizing are in achieving desired
results.
5. Attitude: Refers to the degree of willingness an employee exhibits when given
responsibility and the manner in which he/she relates to other personnel in carrying out
that responsibility.
6. Attendance and punctuality: Attendance, appearance and punctuality may be
considered significant in fulfilling the requirements of a particular position.

Intangible qualities such as integrity, patience, and courage usually refer to character
and personality traits, not to employee’s performance, and should be avoided as evaluation
factors unless a direct relationship between such traits and job performance can be
demonstrated.
MANAGING EMPLOYEE PERFORMANCE

Managing employee performance in the small business is comparatively easy as you have
fewer employees to oversee. A key tool for monitoring the effectiveness of employee
performance is through the appraisal process. Performance appraisal is important as this
provides you critical information for a variety of purposes including promotion and salary
decisions, and planning for training and developing employees.

Performance appraisal involves the following steps:

1st, Set performance standards. Prior to the appraisal, you need to ensure that you
communicate to your employees the performance expected of them and the corresponding
rewards or consequences of such performance.

2nd, Measure employee performance and to compare them with standards. You use such
tools as the graphic rating scale, ranking method, forced distribution method, behaviorally
anchored rating scale (BARS), Management by Objectives (MBO) and the critical incident
method.
3rd, Provide feedback of their performance to your employees. When performance is
unsatisfactory but may be corrected or remedied, you should come up with a joint plan for
correcting the deviation. For employees whose performance is satisfactory, your objective
is to maintain satisfactory performance. Finally, if the performance is both satisfactory and
becomes the basis for promotion, you need to discuss with your employee an action plan to
enable him to effectively perform his new job.
Performance appraisals should be managed to bring about meaningful change in your
employees’ performance. You must engage your employees during the appraisal process.
This will enable you both to clarify job-related problems, set improvements goals and a
timetable for achieving them.
 RECRUITMENT
What is recruitment?

The process of attracting, selecting people with the right attitude, qualified candidates
(from internal or external), for jobs (either permanent or temporary) within an organization.
The recruitment process includes analyze requirements, preparing and publishing the opening
position, collecting and analyzing applicants, shortlisting applicants, interviews and final
selection.
Steps to attract job applicants

People are often attracted to meaningful work and describe the features of your
organization, what career path for this position, the opportunity to grow and develop new
skills, the culture and atmosphere in the workplace, flexible hours and social events.

1. Organization should plan activities to promote company’s image and reputation. There
are easy ways to attract applicant through media, newspaper advertising, sponsorship
opportunities. Get recognition for you company’s social responsibility and media
interviews that get your company name in circulation. The more people know about
your company, the easier to attract job applicants.
2. Inform that your company is committed to solid business principles and fair practices.
Publish your company’s philosophy, mission and values statement on your websites and
includes pictures and video clips from employees who are proud to be associated with
the company.
3. Internet job postings, most candidates will search for positions electronically through
your website, or online job boards. Ensuring your job posting considered candidates to
respond, pay careful attention to the job title.
4. Make an advertisement, include out of the box benefits and best features about the job,
wages, hour and work environment. Delineate extraordinary pluses like medical benefits
program, generous vacation policy, flexible work schedules.
5. Impart your corporate culture and simplify your company’s hiring process. Exhibit
company’s personality and demonstrate what it would be like to work for you. a great
corporate culture can attract great applicants that share your company’s ideals and
vision. Make hiring process easier to apply for jobs via online application to give
applicants a choice in how they feel can best present their qualifications.

Applicant expectations and how they are managed

These days we are experiencing complex demand hiring in the world, there are
increasingly competitive war of talent and skills in hiring. There are employers who will give
through a lengthy application and interview process and then knowingly offer candidate a
salary lower than they’re expected.
It can be helpful to consider the needs and expectations for the applicant, every
applicant they have different needs and want, like in the service-oriented model, institutions,
an or nonprofit organization, as this can help to define and present the desired information.

Every applicant often expects realistic job preview, a job that offers challenge but with
potential for quick advancement, for professional and personal growth. An applicant will always
find a job that is related to their profession or educational attainment, and it can also be based
on their personal decision. It will also depend on what kind of job they will fit in or if
professional relevance will be the determiner their expectation. It will be easier for an applicant
to get a job that is related to their profession so that they can apply their skills and talents,
others look for financial relevance wherein they have financial grants as well as benefits.

Employer makes decision on how applicant feel that they are “worth” in relation to an
opportunity within their business, but if there is a difference between the salary expectation of
the candidate and the employer, skills and experience should be evaluated, it should be address
as early as possible in the hiring process to save time and to improve the chances of securing
the desired individual.

If the applicant will choose to walk away, it is best that it happens earlier in the process.
If the candidate’s salary expectation is above the level of employer, they shouldn’t be entering
the interview process, unless it was made clear to them that they are asking for salary above
the budget and would need to lower their expectation. If the candidate is within the budgets
range but they are pricing themselves by asking for a higher salary level above market rate and
may just need their expectations managed before reaching the end of the process.

What do people look for in a job? What do they expect or require from it? Here are some of
the lists that have ranked over the years:

1. Type of work – the kind of work that makes the best use of one’s abilities and gives one
a feeling of accomplishment.
2. Security – having a job that provides a steady employment.
3. Company – working for a company that has good reputation, that one can be proud of
working for.
4. Advancement – being able to progress in one’s job or career, having the chance to
advance in the economy.
5. Co-workers – having co-workers who are competent and pleasant.
6. Pay – being paid at least enough to meet one’s needs, and being paid fairly in
comparison to others.
 7. Supervision – having an immediate supervisor who is competent, considerate, and fair.
8. Hours – having working hours that allows enough time with family and/or time to
pursue other strong interests.
9. Benefits – having benefits that meets one’s needs and compare well with those of
others.
10. Working conditions – having physical working conditions that are safe, not injurious to
health, and even comfortable.

Realistic job previews, expectation lowering methods, and decision-making training Realistic
Job Preview

A Realistic Job Preview (RJP) is a recruiting tool designed to reduce early turnover (early
turnover a job departure within the first year after hire). A RJP communicate to applicants the
desirable and undesirable aspects if a job before they accept the job offer. The purpose of the
RJP is to encourage the uncertain applicants to self-select out of the process without scaring off
those who would develop into excellent, long-term workers. It comes in many formats,
including oral presentation, pamphlets or brochures.

Realistic Job Previews are devices used in the early stages of personnel selection to
provide potential applicants with information on both positive and negative aspects of the job.

The employee exchange or psychological contract between employer and employee is

the heart of this concept. Being hired after use of the RJP, the employee enters into the
contract with their eyes open, aware of what the organization will provide to them (pay, hours,
schedule, flexibility, culture, etc.) and also what will be expected from them (stress, customer
interaction, high urgency, degree of physical risk, etc.).

High turnover of new hires can occur when they are unpleasantly surprise by an aspect
of their job, especially if that aspect is especially important to them. For example, if they take
the job with understanding that they won’t have to work weekends, and then are immediately
scheduled for Saturday night, it undermines trust and the psychological contract is breached.
Better informed candidates who continue the application process are more likely to be a good
fit with the position, and the ones who choose not to continue save themselves time pursuing a
job or company that wasn’t right for them. The hiring organization saves time on testing and
interviewing only those candidates with a strong chance of success.

The RJP tool kit focuses on producing RJPs in the video format; however, you can use
other format testimonials or short test. Video is most effective medium for the RJP because it
delivers a consistent message, has a powerful impact, is east to use, and can be purchased at a
reasonable cost.
 A Realistic Job Preview can reduce the incidence of high turnover among newly hired
employees. Company invests a huge effort and expense in recruiting and hiring the best
applicant only to find that many of them quit within the first year. The primary reason for early
turnover is that job applicants often know very little about the jobs for which they apply. The
reason for employees quitting a job within the first several months is that the employee came
to conclusion that he/she made a bad career choice.
Providing applicants with a well-designed RJP at the right time in the application process can
significantly reduce this type of early turnover. RJP have impact on post-employment job
satisfaction.
Expectation Lowering Methods

Abstract

The purpose of this paper is to integrate research from the fields of economics,
management and consumer satisfaction in an attempt to better understand the nature of
expectations and the process of their formation in realistic job previews (RJP) and expectations
lowering procedures (ELP) methods of influencing the development of realistic expectations
about a position and an organization. The approach to the paper development is to initially
review the research regarding met expectations and expectation formation, while later to
introduce Expectation Disconfirmation Theory and relate it to both RJP and ELP. Borrowing
from the aforementioned diverse areas, a model is developed containing a continuum of
expectations, disconfirmation, satisfaction and turnover intention that provides some insight,
from a theoretical perspective, why RJP and ELP frequently result in successful and positive
organizational outcomes. We fear things in proportion to our ignorance of them.
Decision Making Training

Decision making is the selection of choice of one best alternative. Everyone is required
to make decisions and solve problems in their business and personal lives. Many are handled
quickly and without much thought and sometimes over analyze the more important decision.
Before making decision, all alternatives should be evaluated from which advantages and
disadvantages are known.

When making a decision, facing between two or more job opportunities, there are three
step advices to help you make decisions:

1. Brainstorm – first, sit down and brainstorm all the things that matter to you the most
when it comes to a job or your career. For examples, ability to be promoted, salary,
commission structure, type of company culture, type of work, company stability, bonus
eligibility, medical coverage, hours of work per week, and anticipated amount of travel.
 2. Prioritize – after brainstorming, go back through the list and choose the top 5-10 items
that are of the most importance to you. Prioritize your list of items from number one
being most important to the last item as the least important of your priority list.
3. Analyze – make two columns next to your prioritized list, one for each job opportunity.
Think of the opportunity which each job opportunity will provide for/satisfy each priority
item.

Key factors that may be impacting the recruitment strategy

Recruitment Policy of an organization is affected by various factors. These factors may

be divided into dimensions – internal and external factors as follows:
Internal or within the organization

1. Size of the organization – recruitment process is affected by the size of the organization,
like corporation recruits more candidates than small one. Large corporation find
recruitment less problematic than small organizations.
2. Image of the organization – image or goodwill can also affect the recruitment process.
Organization having a good image can attract potential and competent candidates to a
large extent. Good public relation, rendering public services, etc.
3. Recruiting policy – the recruitment policy of the firm also affects the recruitment
process. The policy is concerned with candidates from outside the organization, whereas
others want to recruit from within the organization.
4. Image of the job – by giving better remuneration, working condition, promotion, career
advancement opportunities can attract the potential and qualified candidates to a large
extent.
External or outside the organization

1. Demographic factors – a demography is the study of human population in terms of age,

gender, occupation, religion, ethnicity.
2. Labor market – labor market constitutes the force of demand and supply of labor of
particular importance. For instance, if demand for particular skill is high relative to its
supply, the recruitment process evolves more efforts. Conversely, if supply is more than
demand, the recruitment process will be easier.
3. Unemployment situations – unemployment rate of particular area is yet another
influencing factor of recruitment process. If the unemployment rate is high, the
recruitment process will be simpler and vice versa.
4. Social and political environment – the forces of social and political also influence
recruitment policy. For instance, the change in government can have a direct impact
 upon recruitment policy of the company due to change in government rule and
regulations.
5. Legal considerations – legal consideration with regard to employment provision for
under privileged castes etc. will have a positive impact on recruitment policy of the
organization.

Various ways that HR can source potential job candidates

Before sourcing candidates, make sure you have a clear, well-defined job description.
There are a wide variety of sources available for business owners to use in finding qualified
applicants to fill job openings. Some of the common sources includes:

1. Current employees/internal recruitment. Promoting someone from within the company

helps keep employee’s morale high, owners should take this approach only if the person
meets the job specifications. In order to facilitate hiring from within, many companies
maintain a skills bank on current employees, volunteers the opportunity to apply for the
job opening and post notices that encourages employees to apply, and accepting
apprenticeship programs into employee training. It is linked to succession planning and
career development. Furthermore, Pinsker noted that it is good idea for companies to
fill at least 20 percent of job openings from outside, because outsiders tend to bring
new ideas.
Potential benefits of this approach

• Management already has an idea of the employee’s capabilities

• Rewards the employee for past performance
• Gives the employee career development
• Reduces time necessary to orient the person to the new position
• Reduces the time and cost of recruitment
• Supports positive morale and retention
2. Internet recruiting. The internet can be a valuable recruiting tool, particularly in terms of
locating potential candidates. One study has shown that 96% of people looking for jobs
use the internet.
Potential benefits of this approach
• Internet recruiting is cost effective – some sites offer free postings
• Internet job postings are available to potential candidates 24 hours a day
• Greater flexibility to post, amend and remove the ad at your convenience
• You can minimize the number of unqualified candidates
 3. Unsolicited applications. All applicants should be treated courteously, but the materials
submitted by qualified candidates should be kept on file for future reference.
Potential benefit of this approach
• Can help to reduce time to hire when suitable positions become available.
4. Job fairs. At a job fair, provide an opportunity to connect informally with interested
applicants, companies usually pay a booth fee and send representatives to collect
resumes and pre-screen candidates.
5. Recruitment agencies. Private companies will find and screen potential candidates for a
fee, typically a percentage of the annual salary. It is important when using these services
to clearly define the position and your expectations of the services to be provided by the
agency.
Potential benefits of this approach
• Reduce time as the firm will do most of the preparation for the posting
and the preliminary screening.
• Can reach a wide rage of candidates including full-time and temporary
6. Temporary employment. Hiring temporary employees can be a valuable method for
companies to screen people before hiring them on a permanent basis.
7. Employee referrals. Recruitment through referrals encourages employees to
recommend potential candidates from their network. Treat all referrals with respect and
follow-up in a timely manner, to ensure employees are willing to recommend their
contacts for positions at your organization.
8. Newspaper. This are the traditional method of searching for employment and are still
relevant for certain jobs.
9. Internship. Wherein students are working in the organization, it was sent by their school
to work.
Potential benefits of this approach
• Opportunity to evaluate future employee
• Reduced orientation times for returning co-ops
• Possible to absorbed by the current employer
10. Former employees. In case employees have been laid off or have left the company of
their own, they may be taken back if they are interested in joining the concern provided
their record is good.
Evaluating the effectiveness of recruitment efforts

People are the most important resource within the organization, that is why
organizational recruiters, internal and external search, recruitment professional, and the
recruitment process itself are all very important elements of ensuring an organization has
recruit “the right people in the right place and at the right time doing the right things”.
Therefore, much attention should be needed that the recruitment strategies of an organization
are effective and both the recruitment process and the skills of the recruiters needed to be
assessed on an annual basis and to establish meaningful metrics.

There are several metrics that can assist in the assessment of the recruitment process
and function. Some of this includes:

• Value of recruitment strategy – this may provide you with guidance as to which
strategies to use for specific jobs and or for all of your jobs. It creates opportunity to
better target candidates and will result in a more cost-effective approach. Quantity does
not always equate to quality.
• Time to fill the position – recruitment cost tripled the salary for a position. Overtime
and lack of service are most frequent causes of the cost increase and therefore
examining the length of time it takes to fill the position is need to examine.
• Vacancy rates – an examination of vacancy rates helps you to identify which
departments are experiencing the most difficulty and can assist you to adjust your
recruitment strategies. Conducting an examination of your overall vacancy rates will
provide you good information.
• Retention rates – assess the retention rates of new hires. How long does a candidate
stay in the position? What happened to them are they promoted or do they leave? If
they leave, it’s time to re-analyze the job to ensure the skills required are accurate, and
experience job satisfaction for a longer period of time.
• Quality of hire – is the successful candidate fully qualified or the organization will invest
in order to increase their skills.
• Turnover rates – this is the candidate assessment tools ay also need revision. It is also
wise to assess the cost of turnover.
• Selection ratios – a selection ratio is simply the number of people hired divided by the
number of applicants. This calculation can help you analyze many things: a very small
number may mean that you did not attract the right applicants, resulting in an
unproductive hiring process.
• Recruitment cost ratio – this provides an organization with the total sum of money
spent on recruiting for each new employee. This assessment will assist recruiters to
justify cost and or seek opportunities to cut costs.
 INTERVIEWING

STUDENTS SHOULD HAVE LEARNED TO:

 Explain the purpose of an employment interview

 Describe the issues that interviewers face in trying to make assessments about
candidates
 List and describe the types of errors that can be made when using unstructured
interviews
 Explain what an employment interview is and how it increases hiring effectiveness
 List and describe the various types of structured interviews
 Explain the issues related to fairness and bias in interviewing
 Describe how to develop interview questions
 Explain interviewer training and how it improves the effectiveness of interviewing
 Outline the various new developments in interviewing

Interviewing
❖ It is the most important step in hiring a new employee.
❖Interviews provide an opportunity to evaluate the applicant’s interpersonal and
communication skills and to get a “feel” for their personality.

TIPS to CONDUCT a SUCCESSFUL INTERVIEW

❖ Have fun with the process
❖ Effective interviews require time and effort, but it is a privilege to be involved in the
hiring process.
❖ Effective interviews can be a great benefit to both you and your company by helping
you to hire the best person to meet your needs.

SEVERAL USES and PURPOSES of SELECTION INTERVIEW

❖ Use to feature applicants and their experience and education
❖ Can discover weaknesses and strength
❖ Attempt to strike a happy balance between what the applicant can and wants to do
and what the organization requires
❖ Assessing the communication skills
❖ Predict the candidate’s probable behavior in a particular job situation
❖ Can assess different competencies
❖ Have major impact on the applicant’s reliability, validity and fairness

CHALLENGES in ASSESSING the CANDIDATES

  Something should not be measured in an interview
 Using historical information to predict the future
 Interview questions are not directly related to the needed skills
 Inconsistent questions
 No weights
 No scoring sheet
 No agreement on good answers
 Interviews are misleading
 Saying what they want to hear
 Non-job related factors influence decisions
 Practice makes perfect
 Your specific interview questions may be known in advance
 Behavioral interviews have inherent weaknesses
 Lack of future view
 Not hiring for “this” and “the next job”
 The interviewer
 Bias and prejudices
 Interviewers are not trained
 The interviewer has arbitrary knockout factors
 Interviewer fatigue

TYPE OF INTERVIEWS
The interviewer should decide what type of interview works best for them

1. UNSTRUCTURED INTERVIEW
Questions that are not prearranged

Disadvantages Of Unstructured Interview

TIME CONSUMING DIFFICULT TO REPLICATE

LESS RELIABLE HARD TO ANALYSES and COMPARE WITH

OTHER PIECES OF DATA

2. STRUCTURED INTERVIEW
Quantitative research method commonly employed in survey research

Different Structured Interview to be aware of

  STRUCTURE INTERVIEW ARE NOT FLEXIBLE
 THE ANSWER FROM STRUCTURED INTERVIEW LACK DETAIL

“Interviewing practices have an impact on fairness, bias and employment equity”

Interviewer training is an important aspect of successful interviewing

❖ Identify the candidate characteristics that should be assessed during the interview
❖ Develop interview questions
❖ Evaluate responses using anchored scales
❖ Train interviewers
❖ Understand the legal parameters
❖ Use the interview to provide a realistic job preview
❖ Use the interview as a selling opportunity
 TESTING
OBJECTIVES
❖ Define psychological testing
❖ Explain the various legal and professional guidelines surrounding the use of testing in
the workplace
❖ Outline the issues involved with the realiability and validity of testing practices
❖ Describe the issues surrounding using a test developed in the Philippines
❖ List and describe the issues involved in choosing the appropriate test
❖ List and describe the ability and aptitutde tests available, including their pros and
cons
❖ Describe when it is appropriate to use a physical fitness or medical test for hiring
❖ Describe personality test and explain when it is appropriate to use one

Psychological Test
❖ Covers a wide series of test,together with personality test and cognitive ability
❖ Psychometrician should analyze and provide precise interpretation of the results

Reliability and Vality issues involved in employment test

VALIDITY is described when the employment test determines what it declares to

determine or measure
RELIABILITY is when test are unfailingly repeatable

FORMS OF EMPLOYMENT TEST

1. Job Sample Performance Test

2.Cognitive Ability Test

TWO Best known Cognitive Test
ARITHMETIC
ORAL COMMUNICATION

3. Personality Inventories and Temperament Test

Factors to consider in selecting an appropriate employment test.

Employment Test Pros Cons
Physical Ability Test Can spot applicants who Require substantial amount
are physically not capable time oversee and are
to perform vital job normally more expected
functions that results will fluctuate in
relation to their gender.
Job Knowledge and Performance Depends on particular Not favorable to group
Test skills being test, results administration and does not
will not fluctuate even the help to evaluate aptitude to
dependent variable are do more complex task that
their gender and races. might encounter on the
actual job.
Personality Test Can help lessen business Questions may be invasive
cost by discovering and disturbing against the
personally of individuals norms if not validated.
for hiring, promotion, and Results might end on
development who possess discovery of mental
needed skills and abilities. disorders intead of
assessing job-related
personality traits.
Offer a chance for a two Not practical to choose
Interview
way trade of information. when a huge number of
Very convenient way to applicants need to be
measure skills such as oral evaluated. Interviewer must
and verbal be trained and professional
communication. enough.
Cognitive Ability Test Very convenient to predict If company decided to make
applicants job performance own cognitive ability test
most complex tasks that rather than buying an
impacts organizational existing, it will require huge
performance. period of time to develop
and validate to achieve
accuracy.
Assessment centers More convenient on the Calls for a huge time to
part of employers due to administer than most other
the availability of usefull techniques and too
information on required expensive.
training and development.

Tests developed to measure various aptitudes and abilities

 Physical fitness and Medical Tests

Drug and Alcohol Testing

ASSESSMENT CENTERS
❖ Program Evaluation
❖ Career guidance
❖ Promotion
❖ Training and Development
❖ Selection

Personality Tests