Considering Levels of Analysis

1. Considering Levels of Analysis Criterion Theory and Performance Evaluation in Organizations

2. 1.Introduction 2. Multilevel Models 2.1 Definitions 2.2 Types of Multilevel Models 3. Multilevel Model of Linkages (Personnel Selection)

3. 1.Introduction • Organizations are multilevel systems  foundation for most contemporary theories of organizational behavior • But the system is sliced into organizational, group and individual level  researchers don‘t pay attention to interactions between the levels • There are attempts to develop multilevel frameworks

4. 2.1 Definitions I • Construct: abstraction used to explain an apparent phenomenon • Individual level construct: characteristics of individuals • Unit level constructs: Description of entities composed of two or more individuals 3 basic types: global unit properties: relativly objective, descriptiv,observable characteristics of a unit that originate at the unit level

5. 2.1 Definitions II • Shared unit properties: characteristics that are common to the members of a unit They are based on composition models of emerge. • Configural unit properties: they capture the pattern or configuration of individual characteristics within a unit They are based on a compilation process

6. 2.2 Types of Multilevel Models

7. Single-Level Models • Relationships between constructs at a single level of theory and analysis • Individual level models: relationships among constructs on the individual level • Types of unit level models: • Global unit level model • Shared unit level model • Mixed unit level model • Configural unit level models

8. Cross-Level Models • Bottom up cross level models: influence of lower level constructs on higher level constructs • Top down cross level models: influence of higher level constructs on lower level constructs • Cross level direct effekt models • Cross level moderator models • Cross level frog pond models (comparative or relative effect)

9. Cross level frog pond model

10. Homologous Multilevel Models • They suppose that constructs and the relationships linking them are generalizable across organizational entities • Relative rarities

11. 3.Multilevel Model of Linkages

12. Linkages I • Linkage 1: Individual differences/ individualperformance: traditional validity model in personnel selection research • Linkage 2a: Individual differences/ organizational differences: contextual criteria  criteria that are concerned with the contexts that managers create and maintain for their organization

13. Linkages II • Linkage 2b: Aggregated individual differences/ organizational differences: characteristics of the people in an organization (in an aggregate) can play a powerful role in shaping the context • Linkage 3: organizational differences/ organizational performance: some organizational characteristics that influence performance are HRM, culture, climate and structure

14. Linkages III • Linkage 4a: Organizational differences/ aggregated individual performance • Linkage 4b: Organizational differences/ individual performance: this linkage is very often neglected • Linkage 5: Aggregated individual differences/ organizational performance: Is there really a relationship?  many intervening variables (combination of 1and 7 or of 2a and 3)

15. Linkages IV • Linkage 6: Organizational differences as Moderators of Linkage 1: moderator effects are unlikely (combination of 1 and 4b) • Linkage 7: Aggregated individual performance/ organizational performance: primary assumption of the traditional validity model

16. Literature • Schneider, B., Smith, D.B. & Sipe, W.P. (2000). Personnel Selection Psychologie – Multilevel Considerations. In Klein, K. J. & Kozlowski, S.W.J. (Eds.), Multilevel theory, research, and methodsin organizations. San Francisco: Jossey-Bass. • Kozlowski, S.W.J. & Klein, K.J. (2000). A multilevel approach to theory and research in organizations –contextual, temporal, and emergent processes. In Klein, K. J. & Kozlowski, S.W.J. (Eds.), Multilevel theory, research, and methodsin organizations. San Francisco: Jossey-Bass.