Group #2: Other Ability Tests

1. Group #2: Other Ability Tests Irene Abdelmalek, Stephen Allen, Kallee Valentine, Isabel Fernandez, Melissa Oakley, Tim Langham

2. MECHANICAL ABILITY TESTS Defining: • Measuring potential for success in work with machines and equipment Abilities Measured: • Spatial visualization • Perceptual speed and accuracy • Mechanical information Evolution: • Performance Testing → Visual Reality Simulations ____________________________________________________________________________________ Aguinis, Herman. "Virtual Reality Technology: a New Tool for Personnel Selection." International Journal of Selection and Assessment ns 9 (2001): 78-82.

3. EXAMPLES of MECHANICAL ABILITY TESTS Stenquist (1923): • Assembly test • Measured manual performance Bennet (1969): • Spatial Perception and tool knowledge • Aptitude for learning and mechanical skills

4. CLERICAL ABILITY TESTS Defining: • Measure speed and accuracy in processing verbal and numerical data. • Used for selecting office personnel. Minnesota Clerical Test(1933): Name Comparison Neal Schmitt _______________________ Frank Schmitt Hubert Field _______________________ Herbert Field Murray Barrick _______________________ Mick Mount Number Comparison 84644 _____________________________ 84464 179854 ____________________________ 176845 887665994 __________________________ 8876659954

5. Physical Ability Tests • 3 Reasons to use physical ability tests: • EEO Legislation has prompted an increase in women applicants: Helps test INDIVIDUALS • Reduces work related injuries • ADA prohibits pre employment medical exams • Feishman’s 9 physical abilities used in selection • Army men .87 Pipeline workers .63 • Hogan’s 3 Components of physical strength

6. Things to Remember When Using Physical Ability Tests • Adverse impact is common. Tests must be clearly linked to critical job tasks • Give advance notice to all applicants of what physical requirements there will be • www.fwfd.net • ADA requires reasonable accommodation • ADEA: no assumptions for over 40

7. Recommendations for the use of ability tests in selection • There are a number of ability tests available to HR professionals • We need a way to evaluate the tests and assess its potential usefulness • Buros Institute of Mental Measurements • Review of 4,000 tests (http://www.unl.edu/buros) • The Seventeenth Mental Measurements Yearbook • Available September 2007 • Information on 300 test • SHRM Testing Center: http://www.shrm.org/testing/index.asp

8. Review Reliability Data • Reliability is a necessary characteristic of a selection test • A test with high reliability gives us consistent test scores and minimizes uncontrolled factors • We should know: • Size (200+), how they collected the information, and the reliability estimate • Respondents used in study should be similar to those who will be taking the test • Reliability estimate should be .85 to .90 • The smaller the range of true scores the easier it will be to make a decision

9. Review Validity Data • Validity data is also important when deciding whether or not to use a specific test • Determine whether the test measures what it claims to measure: • Correlation analyses • Correlation of test scores and some measure of training or job performance (criterion-related validity) • Factor analyses • Analyzing the interrelationships among several tests or a set of test items. • 20 tests to 400 individuals, correlate them, identify factors (psychological characteristic measured) • You are looking for a test the matches the abilities identified from the job analysis

10. Use in Small Business • It is feasible to also use these test in small businesses but you need to consider: • Identify tests that are appropriate • 1st complete a job analysis – knowledge, skills, and most important task required to perform job • Purchase relevant tests • Level A, B, & C tests (chapter 3) • A: can be purchased by individuals without demonstrating special training or education.

11. Ability Tests Are: • Useful: they are valid predictors for all forms of job performance • Cheap: usually they can be purchased for a reasonable price • Fast: most take 30 minutes or less • Easy: can be given in groups or individually • Versatile: available in multiple languages • Scorable: scoring key is provided and easy to use • Understandable: applicants and test givers should be able to understand what the test is measuring • Sometimes faked: they are familiar and some people make them up so be sure to review the test development data, ask about reliability and validity studies! Be SUSPICIOUS and WARY of what is out there.

12. Performance Tests and Assessment Centers • Require the applicant to complete a set of actions that demonstrate whether the job behavior of interest can be successfully completed. • Closely resemble actual parts of the job being considered • provide direct evidence

13. Performance Tests and Assessment Centers • Advantages: reduce limitations of other selection testing • Limitations: Development, assumptions, and costs • Consistency of behavior: Wernimont and Campbell • Examples of performance tests • Motor Tests • Verbal Tests • Trainability Tests

14. Steps in the Development of Performance Tests • Perform Job Analysis • Identify important tasks to be tested • Develop testing procedures • Select Tasks • Specify Testing Procedures • Establish Independent Test Sections • Select the Number of Test Problems • Develop scoring procedures • Standards • Rules for Scoring • Train judges

15. Example of the Development of a Performance Test • Emergency Telephone Operators • Job Analysis and Task Statements • Evaluate tasks and KSAs (Questionnaires) • Identified KSAs to be measured • Developed three tests • Oral Directions/Typing Test • Situational Interview • Telephone Call Simulation

16. The Effectiveness of Performance Tests • Validity • Meta-analysis study found them to have a 0.33 validity coefficient • Adverse Impact • Studies have had mixed feedback regarding the adverse impact of performance tests • Other Findings • Appears to incite fewer complaints among applicants about testing procedures for selection • Can serve as a realistic job preview

17. Questions???