answer 2 and 3

1/view Case Study 4: Developing a Measurement Plan For this memo, you will be designing a measurement plan, using the job description for the credit card collections representative posted below. Use the guidelines in Chapter 6 of your book to help form your recommendation and develop your plan For this memo answer the following questions. Note: you should start your memo by cleauty identifying your recommendation 1 When recruiting for this ponition, what 2 or 3 election procedures should we rely oe 19 forecast our potential employee performance? (NOTE: this should be your recommendation a Describe why you have made this recommation What are the benefits and tradeofficiated with the recommendation you made 2. Based on your recommendation, but to all you use to evaluate each of the Selection procedures you recommended for this position Why are these standarde stoppeopriate for this position and the procedures 3. How will you entee that the stated peonide enough difetti 16. all applicants do not score the same Job posting for collectors to work direct meer credit card portfolio Applicants should possess the following qualities . comment to dealinti online is the cutter and Job posting for collectors to work direct issuer credit card portfolio Applicants should possess the following qualities: A commitment to dealing with people and team mates with the utmost integrity and transparency The ability to empathize with people who may be going through a hard time and the dedication to guide them through their situations The ability to deal with a variety of personalities and scenarios Strong negotiation skills Ability to meet assigned targets Strong listening and communication skills Excellent work ethic and attendance . . . Previous call center experience in a variety of customer service industries such as loan origination, telemarketing, bancing itsurance sales etc Strong command of the English language Bilingual an anet. (written & oral) Collectors must be able to work 8:00 am - 9:00 pm and two days from 12:00 pm - 9:00 pm Pay based on experience and bonus potential Full-Time positions are eligible for medical dental life. LTD and 401( besefits You should consideramber of factors when choosing of developing Albanese some of the factors that you should dictions were more for criteria, and some are important for both types in carefully are listed in question form 6.2 Some are more important M. As you read the factors think of them as a checklist for reviewing a sure you are considerint Unless you are me that are met these and may not have the best mesure you need for your section research. In that can have at least two options() determine whether you can add your data o you calculate the core so it will meet each measurement evaluation circle cumpleak the supervisor to rate each employee's performance on a 6-point The factors listed in Table 6.2 are not of equal importance. loues concen ability, validity and freedom from bias are more critical than administrative such as acceptability to management Other factors will vary in importance de on the specific selection situation. Regardless, the wise selection manager will gives ale instead of rank-ordering the employees or (b) if this option is not viable 210 PART Metin Selection develop another, more table measure for the underlying job siccen constrict consideration to each one TABLE 6.2 Factors to consider when choosing or Developing Measures for Use in HR Selection Research For Predictors: What does the predictor measure Nikely to predict the criterion? A predictor is more likely to relate to the criterion if there is empirical research, a good theory, or a logical reason to expect a meaningful relationship be tween the predictor measure and the outcome of therest. A quality predictor will have a clear and concise de nition of what underlying construct (for example, personality, mental ability) is measured 2. Is the predictor cost-effective? The cost of purchasing or developing a predictor, as well as the cost of scoring and conducting validation studies should be considered 3. Has the predictor been standardized if the predictor is distorted by extraneous systematic variance such as glving one group of applicants more time to complete a test than another group), then the meaning of differ ences in Individual scores may be compromised. Consistent standardized" administration, content, and scoring of a selection predictor across all locations and administrators is critical. There should be procedures for covering how to deal with any nonstandard administration of the predictor, including sessions that were disrupted for example, computer malfunction, local emergency, illness of candidate) and other human errors (such as failure to track time accurately, non-matching test and answer sheets, and so on). Furthermore, employers should decide how to provide opportunities to reassess applicants or accommodate an applicant's known disability if it is unit lated to the predictor construct being assessed). Standardization also extends to scoring. For example, if these lection procedure (such as an interview) requires subjective scores, the standardization of scoring becomes especially important. 4. Is the predictor easy to use? A predictor that can be administered and scored by persons who do not have high levels of training is less expensive than one that must be scored by those with higher training levels. Group pre dictors are more economical than individual predictors. Group predictors can be given to individuals, but many individual predictors cannot be given to groups. These are just a couple of factors that can affect how easy predictor is to use. 5. is the predictor acceptable to the organization? To management? To the candidate? An organization's paster periences with a selection procedure may mean it is unacceptable to--or is seen as controversial by-others for example, investors, management unions, and so on). Candidate reactions should also be considered. Content that is offensive or seen as an invasion of privacy may lead candidates to refuse to participate or to reject an em ployer's offer of employment. For Criteria: 6. Is the criterion relevant to the job for which it is chosen? Important work-related activities, behaviors, or out comes of the job should be relevant to the criterion Trainability, for example, is a relevant criterion for an entry level job 7. Is the criterion acceptable to management of management doesn't accept the criterion as worthwhile, manager will not support the system that may predict it. For example, if top executives value increasing revenues, actum sales will be more acceptable to management than will judgments of future trainability (Continued CHAPTER 6 Ban Resource Measurement in Selection 219 31 TABLE 62 (Continued) of au ay or ng or of different possible Sous ng us Are work changes to the need for the criterion jobs and station change this measures of work changer le rapid oration wide ofera chas turnover or effectively dealing with time radienybe a better retention of succratul performance the oturion a contaminating Mariables include differences between uses territories, differences in tools and equipment loband verkeersonger be to the contingitud comparisons among individual can be measure and account for of cons when a group characteristiche resumed to relate to individual employee performer. Common examples ubrous must be lion Systematik etor that differently affects the te 10. Will the arerion detect differences mong Individual differences tally exist incrinability Area ngh differentes among Individush actually scored with respect to the criterion? A useful criterion will reflect wores cannot be obtained the no predictor can be found to predict It Hence, it is not possible to predict cherion if all emloyees get the same performance rating (outstanding, when only 20% of the employees are actually outstanding performers For Predictors and Criteria 11. Does the measure unfair discriminate against Hage, or other protected groups? Significant differences scores tematically differ crow grows one should carefully examine for predictive bias (that is, is the predictor 12. Does the measurelend belf to quantification for purposes of peonnellection, quantitative data are more desirable than qualitative data for sample saying that the temperature 105 Trather than just saying that It is hot outside. Analys and confirmation amore meaningful if the characteristic systematically seed using aged numbers. Numbers on an interval or rationale are preferred, because one can use more phisticated statistical analyse In the measure scored consistently? Specific rules and procedures the be able for scoring individuals on the measure Different scores of an individual's performance should obtain the same score. Al raters should re- trive the same training and have the same opportunities to her and evaluate the applicant or employee 14 How reliable are the data provided by the more? A mere should provide dependable information. Indie du should consistently retain their relative position in the group crom the predictor or criterion measures Repeated application of a measure of the context of measurement is the same with each application should yed the same scores. Thus, if you get a 95 today onamental ability test you should get near tomorrow if you take the same test. 15. How well does the device measure the construct for which it is extended construct validity? The obtained cores on the predictor or criterion should see what they are meant to for example Intelligence of job performance Su Are Evers, Nest Anderson, and Olga Voskuit The Blackwell Handbook of Personnel Selection, pp. 73-7 and 1S. 175. Copyright 2005 by Blackwell publishers Reprinted with permission and Suara Urbina. Fuentuk of Pychological Anths. e. 66-116. Copyright 2004 by John Wiley & Sons, Inc. Reproduced with permission of lohn Wiley Sons, Inc. Finding and Constructing Selection Measures The process of identifying selection measures to be used in an HR selection study should not be taken lightly. Identification of measures is not accomplished simply by familiarity with or personal whim about what measures are best in a specific situation. As we saw in Chapter 3. systematic work is conducted to identify what types of measures to use Thorough analyses of jobs are made to identify the employee work-related characteristics necessary for successful work performance. Once we know the qualifications needed to successfully perform the job (cur criteria), we are ready to begin the process of identify ing and implementing our selection procedures. Obviously, the identification of selection procedures and criteria is important. Usually, a consultant-oftentimes an industrial- organizational poychologists needed. Choosing selection procedures requires an un derstanding of relevant empirical research and theory. A consultant should help provide Case Study 4: Developing a Measurement Plan For this memo, you will be designing a measurement plan, using the job description for the credit card collections representative posted below. Use the guidelines in Chapter 6 of your book to help form your recommendation and develop your plan. For this memo answer the following questions. Note: you should start your memo by clearly identifying your recommendation 1. When recruiting for this position, what 2 or 3 selection procedures should we rely on to forecast our potential employee performance? (NOTE: this should be your recommendation) a Describe why you have made this recommendation b. What are the benefits and tradeoffs associated with the recommendation you made? 2. Based on your recommendation, what standards will you use to evaluate each of the selection procedures you recommended for this position? a Why are these standards most appropriate for this position and these procedures? 3. How will you ensure that the standards provide enough differentiation -ie. all applicants do not score the same? Job posting for collectors to work direct issuer credit card portfolio. Applicants should possess the following qualities O hp IS as possible on peormance of different must be error that diferentially affects the one CHAPTER 6 Human Resource Measurement in Selection 219 31 TABLE 62 (Continued) e Are work changes key to alter the need for the criterion Jobs and station change. Thus, menores of of work changes are rapid ordination wide oferi uchas turnover or effectively dealing with time radily be a better sertion of succesful performance u the oilarion Bu a contaminating tables include differences between les tortortes, diferences in tools and equipment abandonar a contender el bude that meaningful comportams among individuals can be ay forences or misure and account for possible of physical conditions of the job for to ng or occurs where group characteristics sumed teret beminnender eliminated into bias of the kind of bis include coe and job tenure, which are often und related to perform employee performance. Common cumple Group 10. Will the detect differences among individuals of differentes actually exist incriminabilliyiAreman - no differences among Individuals actually scored with respect to the criterion? A wetul criterion will reflect . ng criterion it all bloyees get the same performance rating foutstanding, when only 20% of the employees ar wores cannot be obtained then no predictor can be found to predict It Hence, it is not possible to predict us actually outstanding performers For Predictors and Criteria 11. Does the measure unfair discriminate against a gror other protected groups? Significant differences scores tematically differcrom groves one should carefully examine for predictive bias (that is, is the predictor 12. Does the measure and belf to quantification for purposes of penonnel electior, quantitative data are more desirable than qualitative data for sample saying that the temperature k 105 1-rather than just saying that using aged numbers. Numbers on an interval or ratio scale are preferred, because one can use more phisticated statistical analyse 11. the measure scored consistently Specific rules and procedures should be able for scoring individuals on the measure Different scores of an individual's performance should obtain the same score Al rates should re trive the same training and have the same opportunities to see and evaluate the applicant or employee 14 How reliable are the data provided by the measuremene should provide dependabile information India dual should consistently retain the relative position in the group crow the predictor or criterion measures Repeated application of a measure of the context of measurement is the same with each application should yed the same scores. Thus, if you get a 95 today on a mental ability test you should get near tomorrow if you retake the same test. 13. How well does the device measure the construct for which it is extended fonstruct validity? The obtained scores on the predictor or criterion should see what they are meant to example, intelligence or job performance Sur Arne Evers, Neil Anderson, and Olga Voskuil The Backwell Handbook of Personnel Selection, pp. 73-7 and S. 175. Copyright 2005 by Bladwell publishers Reprinted with permission and Susara Urbina. Fuentuk of Psychological Patins, p. 6-116. Copyright 2004 by John Wiley & Sons, Inc. Reproduced with permion of lohn Wiley & Sons, Ine. Finding and Constructing Selection Measures The process of identifying selection measures to be used in an HR selection study should not be taken lightly. Identification of measures is not accomplished simply by familiarity with or personal whim about what measures are best in a specific situation. As we saw in Chapter 3. systematic work is conducted to identify what types of measures to use Thorough analyses of jobs are made to identify the employee work-related characteristice necessary for successful work performance. Once we know the qualifications needed to successfully perform the job (our criteria), we are ready to begin the process of identify ing and implementing our selection procedures , Obviously, the identification of selection procedures and criteria is important. Usually, a consultant-oftentimes an industrial- organizational peychologists needed. Choosing selection procedures required an un derstanding of relevant empirical research and theory a consultant should help provide