1 / 5

Chapter 8 Making Judgments and Decisions P189

Chapter 8 Making Judgments and Decisions P189. Intuitive Predictions Judgment Aids Utility Analysis. JUDGMENTS OF VALIDITY. Evaluating a Measure Without statistical validation – judge job relatedness based on sequential questions: Is trait related to performance (link KSA -> task)?

beck-weiss
Télécharger la présentation

Chapter 8 Making Judgments and Decisions P189

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 8 Making Judgments and Decisions P189 • Intuitive Predictions • Judgment Aids • Utility Analysis chapter 8 Makeing Judgments and Decisions

  2. JUDGMENTS OF VALIDITY • Evaluating a Measure • Without statistical validation – judge job relatedness based on sequential questions: • Is trait related to performance (link KSA -> task)? • is the construct a valid measure of the KSA? • Give an example • 12 questions to ask (p190) • Be prepared to answer the questions for a measure you may use chapter 8 Makeing Judgments and Decisions

  3. MANAGERIAL USE OF ASSESSMENTS • What do managers want? • Fill vacancy asap • Want the best people • Want it cheap • What do managers know about testing? • Little; no training in psychometrics or test theory • Nothing about construct validity • Misinformed on test validity • Often distrust testing • Some overestimate the validity of tests (especially when over-sold by test vendors (e.g. DISC, MBTI) chapter 8 Makeing Judgments and Decisions

  4. JUDGMENTS AS PREDICTIONS AND DECISIONS • What is “common sense”, “intuition?” • Give some examples. • A thought question - • Statistical v. judgmental Prediction • What are the pitfalls with each? • Which is generally superior? (Meehl, ‘54) • Prediction and Decision Without Statistics • Usually the most important jobs have few people • Why is this a problem for using statistics? • How do you deal with this? • Combining Information for Overall Assessment • Average assessments/use common scale chapter 8 Makeing Judgments and Decisions

  5. JUDGMENT AIDS • Clarifying Judgments to Be Made • JA is essential! –it makes management focus on what it will take to do the job • Procedural Planning • Make a detailed protocol and document it • Why is this a good thing to do? • Developing Assessment Scales • Use the same scale or different scales? • A structured interview? • Expectancy Charts • What is a theoretical expectancy chart? • How is it used? • Give an example • Expectancy Graphs • Use selection ratio and possible cut scores – • to illustrate selection costs to show validity impact (for managers to understand) • Utility Analysis • Brogden (‘49), Cronbach & Gleser (‘57) • Show relative pay off (average dollar pay off) • Caveat (GIGO) • Concluding Comments • Judgments must be rational and include all infromation available chapter 8 Makeing Judgments and Decisions

More Related