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For sure do structured interviews and you can choose to do simulation based assessments or anything else you have experience with. Thanks so much for your help this is my last class in the program.
PS543-3: Analyze performance appraisal systems in relation to ethical, legal, individual, and sociocultural factors.
For this assignment, you will analyze one performance management system in a 5- to 7-page paper (choose a different one than you discussed in the Unit 5 Seminar). The paper should include an analysis of the following:
Brief background of the chosen system
Data collection methods for the chosen system
Data analysis methods for that system
Considerations for validity and reliability of the appraisal system
Ethical, legal, individual, and sociocultural considerations
Next, provide at least three recommendations for future use of your chosen system.
Then, describe how the scales in your selected appraisal method relate to the interpretation of individual differences in intelligence, traits, motivation, or performance.
Finally, compare and contrast the system you chose with the performance management system that we discussed in the Unit 5 Seminar, including the potential influences of generalizability theory on performance appraisal function.
Your assignment should be a 5- to 7-page paper, not including the title and reference pages, and should include the following elements:
Title page: Provide your name, title of assignment, course and section number, and date.
Body: Answer all the questions in complete sentences and paragraphs.
○ Your responses should reflect professional writing standards, using proper tone and language. The writing and writing style should be correct and accurate, reflecting knowledge of skills and practice in psychology.
Conclusion: Provide a conclusion that summarizes your paper and draws final conclusions
Reference page: Sources listed in APA format.
○ Include a minimum of three peer-reviewed resources from the Purdue University Global Library.
Use Arial or Times New Roman 12-point font, double-spaced and left-aligned.
Use standard 1″ margins on all sides.
Use current APA formatting and citation style.
https://openstax.org/details/books/organizational-behavior
This has some relevant material but not a whole lot
Here are a few discussion posts with citations you can use from last week. I will wait to get this paper back I did not complete my last discussion for class:
Structured Interview:
A structured interview is a selection method aimed at evaluating candidates’ job-related skills by systematically asking about their past behaviors and how they would respond in hypothetical scenarios. In general, structured interviews provide all candidates with equal opportunities to share their information and ensure that assessments are accurate and consistent (U.S. Office of Personnel Management, 2008). Structured interviews are more popular as they are more personal than other assessment methods.
To implement a structured interview, the first step is to conduct a job analysis to understand the role’s requirements thoroughly (U.S. Office of Personnel Management, 2008). Next, determine the specific competencies that will be assessed during the interview (U.S. Office of Personnel Management, 2008). Following this, choose the interview format and develop relevant questions that align with the identified competencies (U.S. Office of Personnel Management, 2008). It’s also essential to create rating scales to evaluate candidates’ responses effectively (U.S. Office of Personnel Management, 2008). Additionally, develop interview probes to encourage deeper discussion on key topics (U.S. Office of Personnel Management, 2008). Once the questions are ready, pilot-test them with a small group to ensure clarity and effectiveness (U.S. Office of Personnel Management, 2008). After refining the questions, create an interviewer’s guide that outlines the process and expectations for conducting the interviews (U.S. Office of Personnel Management, 2008). Finally, document the entire development process to ensure transparency and facilitate future improvements (U.S. Office of Personnel Management, 2008).
To create effective behavioral and situational interview questions, gather a group of six or seven experienced subject matter experts (SMEs) familiar with the job (U.S. Office of Personnel Management, 2008). The SMEs should first review the competencies to be assessed and then collaboratively develop questions that target specific behaviors related to these competencies (U.S. Office of Personnel Management, 2008). Each question should prompt candidates to share detailed experiences or how they would handle hypothetical scenarios, using superlative adjectives to focus their responses on significant incidents (U.S. Office of Personnel Management, 2008). It’s crucial to create more questions than needed to allow for refinement later (U.S. Office of Personnel Management, 2008). For situational interviews, SMEs can use the critical incident method to draft realistic job scenarios (U.S. Office of Personnel Management, 2008). Additionally, develop standardized rating scales for evaluating candidates’ responses based on proficiency levels (U.S. Office of Personnel Management, 2008). Once questions and rating criteria are established, pilots test them for clarity and effectiveness before compiling an interviewer’s guide that outlines the process and provides necessary documentation of the development steps (U.S. Office of Personnel Management, 2008).
Although unstructured interviews seem easier, that may invite legal challenges( U.S. Office of Personnel Management, 2008). Structured interviews are subject to legal and psychometric requirements (U.S. Office of Personnel Management, 2008). Structured interviews should be fair, free of bias and discrimination, be valid and reliable, and provide feedback (U.S. Office of Personnel Management, 2008). Structured interviews have a validity coefficient of .34 for observed and .57 for corrected (Aamodt, 2010).
References
Aamodt, M. G. (2010). Industrial/organizational psychology: An applied approach (6th ed.).
U.S. Office of Personnel Management. (2008, September). Structured interviews: A guide ]
(Publication No. 06-10). https://www.opm.gov/policy-data-oversight/assessment-and-selection/structured-interviews/guide.pdf
U.S. Office of Personnel Management. (n.d.). Structured interviews. Retrieved September 23,
2024, from https://www.opm.gov/policy-data-oversight/assessment-and-selection/structured-interviews/
Second example of for structured interviews: use some of these citations if it makes it easier:
Identifying the optimal employee selection system for a specific role can be a complex task. A well-chosen system can significantly impact a company’s success by ensuring that qualified individuals are hired (Aamodt, 2010). One effective and widely used method is the structured interview process.
Structured interviews involve asking all candidates a standardized set of pre-determined questions, which enhances consistency and reduces subjectivity in the hiring process (Levashina et al., 2014). While the steps involved in implementing a structured interview system include could look like the following Job Analysis, Question Development, Scoring, Training, Conduct Interviews, and lastly Scoring and Decision-Making. Job Analysis is performing thorough analysis of the job to identify the essential skills, knowledge, and abilities required (KSAO) (Aamodt, 2010). Question development creates questions that directly relate to the identified job requirements. These can be behavioral, situational, or competency based. A scoring system is developed to evaluate candidates’ responses, possibly using a behaviorally anchored rating scale (BARS). Interviewers should always be developed and trained to ask questions consistently and objectively, ensuring a fair assessment of all candidates. Conducting the Interviews always be conducted in a standardized manner, ensuring that all candidates are asked the same questions across all interviews. Lastly, candidate’s responses are scored into a data set format to utilize the scores towards making a hiring decision which is called Scoring and Decision-Making.
Structured interviews also offer several advantages towards any processes. They promote objectivity by ensuring that all candidates are evaluated on the same criteria, which reduces potential bias and ensures a fair assessment (Levashina et al., 2014). Furthermore, when developed and administered properly, structured interviews can have high predictive validity, accurately forecasting job performance (Schmidt & Hunter, 1998). Meanwhile, it is essential to consider all legal and ethical implications across every field when implementing structured interviews. Questions must be job-related and should not be discriminated based on protected characteristics (e.g., race, gender, age, religion). Additionally, the employer must always respect each candidate’s privacy, while personal information should be handled in accordance with applicable laws.
Structured interviews are particularly well-suited for roles requiring specific skills, knowledge, abilities, and other requirements. They are often used towards positions involving customer service, sales, or technical expertise. However, for roles emphasizing interpersonal skills or cultural fit, a combination of structured interviews and other assessment methods may be more appropriate.
In conclusion, structured interviews are a valuable tool for employee selection. By following the outlined steps and considering legal and ethical implications, organizations can effectively use structured interviews to identify qualified candidates and make informed hiring decisions (Aamodt, 2010).
References
Aamodt, M. G. (2010). Industrial/Organizational Psychology: An Applied Approach (6th ed.).
Campion, M. A., & Palmer, D. K. (1997). A Review of Structure in the Selection Interview. Personnel Psychology, 50(3), 655–702. https://doi.org/10.1111/j.1744-6570.1997.tb00709.x
Levashina, J., Hartwell, C. J., Morgeson, F. P., & Campion, M. A. (2014). The Structured Employment Interview: Narrative and Quantitative Review of the Research Literature. Personnel Psychology, 67(1), 241–293. https://doi.org/10.1111/peps.12052
Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262–274. https://doi.org/10.1037/0033-2909.124.2.262
The system I am going to choose for this week’s discussion post is an employee selection system known as structured interviews. This is a very popular employee selection system where each candidate will be asked the same preset questions, and they will also be asked in the same order. With his method there will be consistency and fairness throughout the entire interview process (OA Adeoye-Olatunde, 2021). So, what steps would I take to ensure that this process is carried out properly and that the best candidates are chosen for the job? For the first step we would want to perform a job analysis. This is important to help us shape the interview questions we want to ask these individuals. We would do this by conducting an analysis of the job to find the key responsibilities, skills, and the qualifications needed for the role. Next, we want to start and develop the interview questions for the interviews. Creating a list of standardized questions that come from the job analysis is needed. These can be questions that are going to assess the candidate’s skills, experiences, and how fit for the role they are. Now we must create a scoring system that we can use to help and break down the candidates’ responses. Next, we need to train the interviewer on how they are going to conduct the structured interviews. They need to know how to ask questions, take notes, or use the scoring system. Now we need to conduct these interviews. We will do this by having the interview conducted these structured interviews by asking each candidate the same number of questions in the same order and then scoring the responses with the premade scoring system. The next step would be to evaluate the candidates, using the scores we have collected. Now that the interviews are complete, we will take the scores and evaluate the candidates. This will help us make a proper decision on who we should hire based off the scoring system we set in place. Looking at the legal and ethical considerations there are a few things you want to consider. First, you want to make sure that the interview questions are non-discriminatory and can comply with employment laws. You will also need to make sure that the interview contains confidentiality and fairness. So, what are some of the strengths and weaknesses when it comes to this process. A strength would be that structured interviews will help to reduce bias, provide consistency, and are legally defensible. When it comes to limitations, they can be a bit time consuming, and they may not be able to capture all the things about a candidate’s abilities. Finally, when it is most appropriate to use something like a structured interview. They are often best suited for when a job is looking for a specific skill or a certain qualification. They are perfect for those areas where the job requires a high level of consistency or fairness in the hiring process (Adams, 2015).
Adams, W. C. (2015). Conducting semi‐structured interviews. Handbook of practical program evaluation, 492-505.
Adeoye‐Olatunde, O. A., & Olenik, N. L. (2021). Research and scholarly methods: Semi‐structured interviews. Journal of the american college of clinical pharmacy, 4(10), 1358-1367.
Another example to pull citations/ideas from for simulation based assessments:
Employee Selection Systems
What are They?
One employee selection system I’ve always been interested in is simulation-based assessments. This type of assessment uses game-like environments to assess soft skills, education level, and competency, also called gamified assessments or interactive assessments (Coyne et al., 2015; Georgiou et al., 2019; Ryall et al., 2015).
Steps of Simulation-Based Assessments
According to Georgiou et al. (2019), the steps of gamified assessments start with the assessment development, scenario creation, and game design. In employee selection, these steps involve identifying key competencies for the role, creating realistic workplace scenarios through situational judgement tests (SJTs), and incorporating game elements like avatars, storytelling, and rewards to create an engaging, immersive experience for candidates (Georgiou et al., 2019). Next, candidates play through the scenarios and a behavioral analysis is conducted, followed by scoring and feedback (Georgiou et al., 2019).
Decision-Making
Simulation-based assessments reduce inferential leaps (the mental process of moving from one idea or piece of info to another) compared to traditional methods by allowing employers to directly observe behaviors and decisions within the game (Georgiou et al., 2019). According to Georgiou et al. (2019), this method provides more accurate predictions of job performance, as candidates’ actions during gameplay reflect their real tendences rather than socially desirable responses in standard tests.
Ethical and Legal Considerations
Gamification can involve ethical concerns, such as exploitation, where there is an unfair balance of benefits between designers and users; manipulation, where hidden elements undermine users’ autonomy or rational decision-making; and harm, where physical or psychological risks, like anxiety or dependency, may affect users or others outside the system (Kim & Werbach, 2016 as cited in Arora & Razavian, 2021). If these ethical concerns were to occur, legal issues may arise under labor laws (exploitation), consumer protection laws or privacy regulations (manipulation), or legal liabilities under workplace safety regulations (harm).
Strengths and Limitations
Strengths include improved candidate engagement, a more effective assessment of soft skills (opposed to the traditional method), and technology efficiency (Georgiou et al., 2019). Limitations include the lack of established effectiveness in improving recruitment outcomes, complexity in design, and the uncertain legal and ethical framework, such as concerns related to fairness, privacy, and the potential for manipulation (Arora & Razavian, 2021; Georgiou et al., 2019).
Best Environments and Roles
Gamified or situation-based assessments are effective for roles that require quick decision-making, problem-solving, and adaptability (Georgiou et al., 2019). They’d be well-suited for graduate and entry-level positions where soft skills are important, or for organizations wanting to attract younger candidates who might respond well to engaging and modern hiring practices. Specifically, these might spruce up the hiring process for roles in customer service, creative sectors, or technology (again, where those soft skills are important to the job).
References
Arora, C., & Razavian, M. (2021). Ethics of gamification in health and fitness-tracking. International Journal of Environmental Research and Public Health, 18(21), 11052. https://doi.org/10.3390/ijerph182111052
Coyne, E., Calleja, P., Forster, E., & Lin, F. (2021). A review of virtual-simulation for assessing healthcare students’ clinical competency. Nurse Education Today, 96, 104623. https://doi.org/10.1016/j.nedt.2020.104623
Georgiou, K., Gouras, A., & Nikolaou, I. (2019). Gamification in employee selection: The development of a gamified assessment. International Journal of Selection and Assessment, 27(2), 91-103. https://doi.org/10.1111/ijsa.12240
Ryall, T., Judd, B., & Gordon, C. J. (2015). Simulation-based assessments in health professional education: A systematic review. Journal of Multidisciplinary Healthcare, 9, 69-82. https://doi.org/10.2147/JMDH.S92695
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