Prediction of success on a distant Pacific island: Peace Corps style.

Harris, Jesse G.

doi:10.1037/h0032660

Cited by 25 publications

(22 citation statements)

References 10 publications

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“…The third level is to make one overall judgment at the end. This level is typical of, but not unique to less structured and older approaches (Campbell, Prien, & Brailey, 1960;Ghiselli, 1966;Harris, 1972;Mc-Muny, 1947;Meyer, 1956;Mischel, 1965;Plag, 1961;Pulos, Nichols, Lewinsohn, & Koldjeski, 1962). Many interviews that make dimensional ratings will also make an overall rating or rank the candidates (Carlson et al, 1970;Schwab & Heneman, 1969).…”

Section: Rate Each Answer or Use Multiple Scalesmentioning

confidence: 93%

“…There are two levels of structure on this component, either a job analysis can be conducted or there are at least three (unstructured) alternatives. First, many interviews are conducted by psychologists focusing on personality traits but are not based on job analysis (Bobbitt & Newman, 1944, Fisher, Epstein, & Harris, 1967Harris, 1972;Hilton, Bolin, Parker, Thylor, & Walker, 1955;Mischel, 1965;Plag, 1961;Raines & Rohrer, 1955; Waldron, 1974; but cf. Holt, 1958).…”

Section: Review Of Components Of Structure 1 Base Questions On a Jobmentioning

confidence: 99%

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A Review of Structure in the Selection Interview

Campion

Palmer

Campion

1997

Personnel Psychology

408

565

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Virtually every previous review has concluded that structuring the selection interview improves its psychometric properties. This paper reviews the research literature in order to describe and evaluate the many ways interviews can be structured. Fifteen components of structure are identified that may enhance either the content of the interview or the evaluation process in the interview. Each component is explained in terms of its various operationalizations in the literature. Then, each component is critiqued in terms of its impact on numerous forms of reliability, validity, and user reactions. Finally, recommendations for research and practice are presented. It is concluded that interviews can be easily enhanced by using some of the many possible components of structure, and the improvement of this popular selection procedure should be a high priority for future research and practice.In the 80-year history of published research on employment interviewing (dating back to Scott, 1915), few conclusions have been more widely supported than the idea that structuring the interview enhances reliability and validity.

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Section: Rate Each Answer or Use Multiple Scalesmentioning

confidence: 93%

Section: Review Of Components Of Structure 1 Base Questions On a Jobmentioning

confidence: 99%

A Review of Structure in the Selection Interview

Campion

Palmer

Campion

1997

Personnel Psychology

408

565

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“…Examples include self-report measures of adjustment and ego strength (Dicken, 1969;Grande, 1966;Mischel, 1965), applicantcomposed fictional autobiographies of the future (Brewster-Smith, 1966;Ezekiel, 1968;Tullar & Barrett, 1976) and "accomplishment inventories" (Hough, 1984). Criteria used include training course performance (Harris, 1972). industrial ability tests (DeNisi Sr Shaw, 1977), typing tests (Anderson, Warner & Spencer, 1984;Ash, 1980), second language ability measures (Smith & Baldauf, 1982), and various clerical tests (Levine, Flory, & Ash, 1977).…”

Section: Introductionmentioning

confidence: 99%

Self‐assessment in Personnel Selection: An Investigation Using Seasonal Workers

George

Smith

1988

Applied Psychology

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Il existe une controverse sur la valeur de l'autoévaluation dans la sélection professionnelle. Peu d‘études appliquées sont actuellement disponibles. Cette recherche s'intéresse à l'amélioration que l'autoévaluation procure à la validité prédictive des actuelles procédures de sélection. On a pris en considération diverses variables susceptibles d'intervenir (le sexe, l’âge, l'expérience professionnelle, l'information sur l'emploi, le niveau culturel, l'expérience de l'autoévaluation et les jugements absolus ou non). Un échantillon de 176 candidate á un travail saisonnier ont fourni des autoévaluations de leur performance au travail qui furent comparées à trois critères: le niveau de performance, la rotation et l'absentéisme. Des hypothèses particulières relatives à l'influence des jugements absolus ou non et des différents niveaux de l'information sur l'emploi n'ont pas élé validées. L‘âge intervient significativement dans les critères “niveau de la performance” et “absentéisme”. Sur ces deux dimensions, les candidats les plus âgés (30 ans et plus) ont réagi aux autoévaluations différemment des plus jeunes. Les autoévaluations étaient généralement optimistes. Controversy exists regarding the value of self‐assessment in personnel selection with few studies reporting research in applied settings. This investigation considers the addition to predictive validity that self‐assessment offers an existing selection procedure. A number of potential moderating effects (gender, age, work experience, education, job information, self‐assessment experience, and comparative versus non‐comparative ratings) were considered. A sample of 176 applicants for seasonal work completed self‐assessments of work performance which were compared to three types of work performance criteria: appraised performance, turnover and absence. Specific hypotheses examining the effect of comparative versus non‐comparative ratings and the effect of different levels of job information were not proved. Age demonstrated the only significant moderating effect in relation to appraised performance and absence criteria. For both these criteria older applicants (30+ years) treated self‐assessments differently from younger applicants. Self‐assessment ratings were generally inflated.

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“…For example, peer rank taken early in training has reliably discriminated "superior" from "ineffective" performance in Peace Corps Volunteers (Grande, 1966), as well as predicted promotion in rank in an Israeli military organization (Amir, Kovarsky, & Sharan, 1970). When quantitative measures are lacking, as they are in police performance, evaluation of an individual by several observers provides a more accurate predictor of future behavior than the estimate of a single evaluator (Harris, 1972). Law enforcement agents, who must frequently rely on their fellow officers' performance in the face of life-threatening stress, probably develop a keen appraisal of each other's skills.…”

Section: Discussionmentioning

confidence: 99%