scholarly journals Values assessment for personnel selection: comparing job applicants to non-applicants

2021 ◽  
pp. 1-13
Author(s):  
Jeromy Anglim ◽  
Karlyn Molloy ◽  
Patrick D. Dunlop ◽  
Simon L. Albrecht ◽  
Filip Lievens ◽  
...  
Keyword(s):  
Personnel Selection ◽  
Job Applicants ◽  
Values Assessment

scholarly journals Values Assessment for Personnel Selection: Comparing Job Applicants to Non-Applicants

2021 ◽  
Author(s):  
Jeromy Anglim ◽  
Karlyn Molloy ◽  
Patrick Damien Dunlop ◽  
Simon Albrecht ◽  
Filip Lievens ◽  
...  
Keyword(s):  
Personnel Selection ◽  
Repeated Measures ◽  
Large Scale ◽  
Personal Values ◽  
Performance Outcomes ◽  
Job Applicants ◽  
Job Applicant ◽  
Cultural Fit ◽  
Male Age ◽  
Values Assessment

Some scholars suggest that organizations could improve their hiring decisions by measuring the personal values of job applicants, arguing that values provide insights into applicants’ cultural fit, retention prospects, and performance outcomes. However, others have expressed concerns about response distortion and faking. The current study provides the first large-scale investigation of the effect of the job applicant context on the psychometric structure and scale means of a self-reported values measure. Participants comprised 7,884 job applicants (41% male; age M = 43.32, SD = 10.76) and a country-, age-, and gender-matched comparison sample of 1,806 non-applicants (41% male; age M = 44.72, SD = 10.97), along with a small repeated-measures, cross-context sample. Respondents completed the 57-item Portrait Values Questionnaire (PVQ) measuring Schwartz’ universal personal values. Compared to matched non-applicants, applicants reported valuing power and self-direction considerably less, and conformity and universalism considerably more. Applicants also reported valuing security, tradition, and benevolence more than non-applicants, and reported valuing stimulation, hedonism, and achievement less than non-applicants. Despite applicants appearing to embellish the degree to which their values aligned with being responsible and considerate workers, invariance testing suggested that the under- lying structure of values assessment is largely preserved in job applicant contexts.

scholarly journals Judging good appearance in personnel selection

2018 ◽  
Vol 25 (87) ◽  
pp. 656-675
Author(s):  
Altair dos Santos Paim ◽  
Marcos Emanoel Pereira
Keyword(s):  
Labor Market ◽  
Human Resources ◽  
Random Sample ◽  
Personnel Selection ◽  
Racial Bias ◽  
Selection Process ◽  
Physical Appearance ◽  
Racial Diversity ◽  
Job Applicants ◽  
Selection Of

ABSTRACT Judgement of what one views as good appearance in the selection of job applicants may reveal racial bias in access to the labor market. The purpose of this study is to evaluate the effects of racism in judging physical appearance in personnel selection. The non-random sample was composed of seventy-four (74) participants, of whom forty-two were human resources professionals (57%). The instruments used were an assessment of résumés, a set of prejudice scales, an inventory of racism in the labor market, an indicator of good appearance and a sociodemographic questionnaire. Three hypotheses were tested. Hypothesis 1, which postulated a preference for white candidates was confirmed. Hypothesis 2 was corroborated, because the professionals showed a higher tendency to choose candidates with a fairer complexion. Hypothesis 3, which made reference to good appearance was rejected, because the participants elected hygiene as a further element present in the judgment in selecting candidates. Finally, it is considered that the selection process should be based on the acceptance of racial diversity, a key element for the development of creative and innovative organizations.

THE INFLUENCE OF PHYSICAL APPEARANCE ON PERSONNEL SELECTION

2003 ◽  
Vol 31 (6) ◽  
pp. 613-623 ◽  
Author(s):  
Micheal L. Shannon ◽  
C. Patrick Stark
Keyword(s):  
Personnel Selection ◽  
Physical Appearance ◽  
Job Applicants ◽  
Hiring Decisions ◽  
Decision Level ◽  
Management Positions ◽  
Selection Decision ◽  
Final Selection

Previous research suggests that physical appearance variables may play a role in employment hiring decisions. This study examined the influence of two physical appearance variables, beardedness and attractiveness, on personnel selection. Fifty undergraduate participants were given the task of evaluating and selecting between nine equally qualified male job applicants applying for a fictitious management trainee position. A photograph was attached to each of the nine applications. Photographs differed systematically on level of beardedness and attractiveness. Results indicated that the level of attractiveness of the photographs significantly affected the evaluation of the application to which it was attached, but did not significantly affect the subjects' final selection decision. Level of beardedness of the photographs was not found to have a significant effect on evaluation of the applications. However, there was a trend in the data that suggested that bearded applicants, although evaluated equally with nonbearded applicants, were selected for management positions at lower rates. Implications and limitations of these results are also examined.

Validation of the multicultural personality questionnaire in the context of personnel selection

2003 ◽  
Vol 17 (1_suppl) ◽  
pp. S77-S100 ◽  
Author(s):  
Karen I. van der Zee ◽  
Jac N. Zaal ◽  
Jantien Piekstra
Keyword(s):  
Big Five ◽  
Personnel Selection ◽  
Vocational Interests ◽  
Job Applicants ◽  
Incremental Validity ◽  
Personality Questionnaire ◽  
Social Initiative ◽  
Cultural Empathy ◽  
Multicultural Personality ◽  
Five Factors

The present data provide support for the reliability of the Multicultural Personality Questionnaire among a sample of job applicants (n=264). Factor analysis confirmed five factors: Cultural Empathy, Open‐Mindedness, Social Initiative, Flexibility, and Emotional Stability. Moreover, the data largely support the construct validity of the MPQ. Correlations with the Big Five were in the expected direction, and as predicted, Cultural Empathy and Social Initiative were both positively related to socially oriented vocational interests and Flexibility to artistic interests. Against our predictions, Cultural Empathy, Open‐Mindedness, and Flexibility appeared to be related to verbal intelligence. A comparable pattern of relations of the Big Five with intelligence and vocational interests was found. Finally, the MPQ scales predicted variance in an indicator of overall behaviour above the Big Five, supporting its incremental validity. Copyright © 2003 John Wiley & Sons, Ltd.

Motivational Distortion of the Sixteen Personality Factor Questionnaire by Persons in Job Applicants' Roles

1975 ◽  
Vol 37 (2) ◽  
pp. 379-382 ◽  
Author(s):  
J. Oscar Jeske ◽  
Mary R. Whitten
Keyword(s):  
Personnel Selection ◽  
Job Applicants ◽  
Personality Factor ◽  
Sixteen Personality Factor Questionnaire ◽  
Sixteen Personality Factor ◽  
Five Factors ◽  
Personality Factor Questionnaire

The study investigated motivational distortion on five factors (A, C, E, H, and O) of the 16 PF by 50 undergraduates in job applicants' roles. Ss were able to distort significantly in their favor these factors and five additional ones (G, L, Q2, Q3 and Q4). The results suggest caution in using the 16 PF in personnel selection.

Public Personnel Selection: Issues and Choice Points

1987 ◽  
Vol 16 (3) ◽  
pp. 243-257 ◽  
Author(s):  
William R. McKinney
Keyword(s):  
Personnel Selection ◽  
Test Scores ◽  
Social Representation ◽  
Job Applicants ◽  
Technical Expertise ◽  
Top Down ◽  
The Public ◽  
Selection Decision ◽  
Compliance With The Law

This study was undertaken to explore the role of a written selection examination in defining the composition of the workforce while complying with the legislative mandates for validity in the selection decision. Results of the investigation suggest that, in the public domain, two general choices exist with regard to personnel selection: an organization may select job applicants on the basis of raw test scores from the top down; or, it may group the applicants based on race, and then standardize the scores before selection from the top down. Each agency should consider the legal and social implications of the two approaches. The decision taken will reflect each agency's desire for technical expertise, social representation, or both, within its workforce, and for compliance with the law.

scholarly journals Forewarned is forearmed: Using AI to detect SDR tendencies as personnel selection tools

2021 ◽  
Author(s):  
Tony Lee ◽  
Matthias Ziegler
Keyword(s):  
Deep Learning ◽  
Personnel Selection ◽  
Learning Algorithm ◽  
Job Applicants ◽  
Baseline Model ◽  
Deep Learning Algorithm ◽  
Novel Approach ◽  
Deep Image ◽  
Selection For ◽  
Social Desirable Responding

Current practices of personnel selection often use questionnaires and interviews to assess candidates’ personality, but the effectiveness of both approaches can be hampered if social desirable responding (SDR) occurs. Detecting biases like SDR is important to ensure valid personnel selection for any organization, yet current instruments for assessing SDR are either inefficient or insufficient. In this paper, we propose a novel approach to appraise job applicants’ SDR tendency by employing Artificial Intelligence (AI)-based techniques. Our study extracts thousands of image and voice features from the video presentation of 91 simulated applicants to train two deep learning models for predicting their SDR tendency. The result shows that our two models, namely the Deep Image Model and Deep Voice Model, can predict SDR tendency with 82.55% and 88.89% accuracy rate, respectively. The Deep Voice Model moreover outperformed the baseline model built on a popular deep learning algorithm ResNet by 4.35%. These findings suggest that organizations can use AI driven technologies to assess job applicants’ SDR tendency during recruitment and improve the performance of their personnel selection.

Personality and absenteeism: a meta‐analysis of integrity tests

2003 ◽  
Vol 17 (1_suppl) ◽  
pp. S19-S38 ◽  
Author(s):  
Deniz S. Ones ◽  
Chockalingam Viswesvaran ◽  
Frank L. Schmidt
Keyword(s):  
Predictive Validity ◽  
Big Five ◽  
Personnel Selection ◽  
Meta Analysis ◽  
Total Sample ◽  
Job Applicants ◽  
Future Research ◽  
Research Focus ◽  
Organizational Variables ◽  
Integrity Tests

Until recently, research focus has been on a variety of demographic, attitudinal, and organizational variables in predicting and explaining absenteeism. If personality traits predict absenteeism, then it may be possible to use measures of these traits to identify and select job applicants and thereby reduce absenteeism rates. In this research, our goal was to examine whether integrity tests could be used to predict absenteeism. Meta‐analysis was applied to studies of the validity of pre‐employment integrity tests for predicting voluntary absenteeism. Twenty‐eight studies based on a total sample of 13 972 were meta‐analysed. The estimated mean predictive validity of personality‐based integrity tests was 0.33. This operational validity generalized across various predictor scales, organizations, settings, and jobs (SDρ = 0.00). Overt integrity tests, however, showed much lower predictive validity for absenteeism and greater variability than personality‐based tests (ρ = 0.09; SDρ = 0.16). The results indicate that a personnel selection approach to reducing absenteeism in organizations may be a useful strategy, particularly if personality‐based integrity tests are utilized. Potential explanations for differences between these results and those found for Big Five measures of personality are offered. Future research investigating models of absenteeism should incorporate the personality constructs assessed by integrity tests. Copyright © 2003 John Wiley & Sons, Ltd.

Reducing Bias in Personnel Selection Decisions: Positive Effects of Attention to Irrelevant Information

1994 ◽  
Vol 74 (1) ◽  
pp. 19-26 ◽  
Author(s):  
Travis R. Gibbs ◽  
Matt L. Riggs
Keyword(s):  
Undergraduate Students ◽  
Personnel Selection ◽  
Irrelevant Information ◽  
Job Applicants ◽  
Additional Information ◽  
Positive Effects ◽  
Group 4 ◽  
Job Selection ◽  
Selection Decisions ◽  
Group 2

173 undergraduate students were randomly assigned to 4 groups. Group 1 ( n = 43) received a description of general objective criteria for the job of police officer. Group 2 ( n = 43) received additional information describing variables relevant to the valid prediction of job performance and were instructed to pay attention to those variables. Group 3 ( n = 46) received additional information describing those variables not valid for job selection and were instructed to attend to those. Group 4 ( n = 41) received the descriptions of and instructions to focus on both relevant and irrelevant variables. All subjects then rated 4 fictitious job applicants on the basis of application materials that were manipulated in reference to both their relevant/valid qualifications and their irrelevant/stereotypical fit to the job. Analysis indicated that subjects attending to irrelevant information rated applicants more objectively. Assuming these results generalize to cognitive processes that occur among actual personnel managers, findings suggest that training raters to attend to rather than ignore irrelevant information may help reduce bias in personnel selection.

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