Industrial and Organizational Psychology Commons^™

Competency-Based Personnel Selection Oklahoma - Intervention Background, Quality Improvement Center For Workforce Development

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What is competency-based personnel selection and why was this intervention selected?

Competency-based personnel selection refers to a hiring process that is rooted in assessment of the required job-related competencies or knowledge, skills, abilities, or other characteristics (KSAOs). Competencies can be evaluated to make hiring decisions using a variety of different methods, including interviews, paper-and-pencil or computer-administered tests, work samples, or situational judgment tests, to name a few. In Oklahoma, a structured interview, typing test, and writing assessment were implemented and pre-employment tests assessing personality, cognitive skills, and attitudes were administered to staff to inform decisions about future …

Supportive Supervision And Resiliency Ohio - Needs Assessment Summary, Quality Improvement Center For Workforce Development

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Exploration of Needs The Ohio Department of Job and Family Services (ODJFS) partnered with the Quality Improvement Center for Workforce Development (QIC-WD) to conduct a comprehensive needs assessment in nine participating counties, to identify potential issues related to staff retention within the child welfare workforce. A number of data sources were used to inform the process, including: 1) administrative data and metrics provided by the Human Resources representatives in each of the nine agencies, 2) formal surveys of child welfare staff and supervisors in the nine participating counties, and 3) the subjective perceptions and expertise from the QIC-WD and Ohio …

Onboarding Program Eastern Band Of Cherokee Indians - Implementation Overview, Quality Improvement Center For Workforce Development

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The Implementation Team

The Quality Improvement Center for Workforce Development (QIC-WD) worked with EBCI Family Safety Program (FSP) to establish an implementation team to lead the development and implementation of their intervention. The implementation team included the FSP Manager, the individual unit supervisors, and the Site Implementation Manager (SIM)/Data Coordinator (the same person fulfilled the role of SIM and Data Coordinator), leadership from throughout the Public Health and Human Services Division, and three members of the QIC-WD (representing expertise in workforce, implementation, and evaluation). The SIM and Data Coordinator positions were partially funded by the QIC-WD and all other …

How Useful Do You Think This Diversity Training Is? The Impact Of Training Type And Individual Differences On Pre-Training Perceived Utility Of Diversity Training, Nicolette A. Rainone

Dissertations, Theses, and Capstone Projects

The effectiveness of diversity training has been debated by researchers, practitioners, and policy makers. This debate illustrates the varied perceptions regarding the utility of diversity training and suggests that many trainees enter these programs with the expectation that they are not useful. Uncovering the drivers of pre-training perceptions of utility will provide a deeper understanding of employee buy-in to such initiatives. It would also allow researchers and practitioners to unpack a key element of the training context to inform the design and delivery of diversity training programs. I examined diversity training type (i.e., whether the training is awareness-based, skills-based, or …

Can Technology Reduce The Stress Of The Child Welfare Practitioner?, Quality Improvement Center For Workforce Development

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Information and communication technology (ICT) “has the potential to dramatically shift and enhance social work practice,” according to Berzin, Singer, & Chan (2015). ICT includes tools that allow users to both communicate with colleagues and clients and access, store, transmit, and manipulate information (Perron et al., 2010). Such technology integration can create practices that are more flexible, on-demand, and individualized not only to the families served, but also to the practitioner. Mobile technology, as well as other technologies (e.g., gaming, social media, robotics, wearable technologies) will enhance practice gains and result in more timely, accurate, and targeted services (Berzin, Singer, …

Assessing Your Workforce Needs, Quality Improvement Center For Workforce Development

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You know you have a workforce challenge… but do you know what is causing it? Many child welfare agencies have expanded recruitment efforts through social media, started using telework and flexible work schedules, and even increased wages and provided hazard pay to build and strengthen their child welfare workforce. But sometimes even the best strategies don’t fix the problem because they aren’t aligned with the underlying cause of the problem. When your child welfare workforce is understaffed or overwhelmed it is tempting to want to find an immediate fix because the need to expand the workforce is urgent. However, it …

Organizational Change Process Milwaukee - Needs Assessment Summary, Quality Improvement Center For Workforce Development

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Exploration of Needs

The Quality Improvement Center for Workforce Development (QIC-WD) worked with the Division of Milwaukee Child Protective Services (DMCPS) to conduct a needs assessment. A variety of information was explored to learn about the current workforce and the agency’s workforce practices, including 1) recruitment, hiring, and retention metrics and processes, 2) organizational culture and climate, and 3) other workforce processes and initiatives, such as onboarding, mentoring, supervision, performance management, and employee recognition. More specifically, four major types of information were considered: 1) objective data from various agency databases and reports; 2) subjective perceptions of staff and supervisors, …

Onboarding Program Eastern Band Of Cherokee Indians - Needs Assessment Summary, Quality Improvement Center For Workforce Development

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Exploration of Needs

The Quality Improvement Center for Workforce Development (QIC-WD) worked with the Eastern Band of Cherokee Indians Family Safety Program (FSP) to conduct a needs assessment. A variety of information was explored to learn about the current workforce and the agency’s child welfare workforce practices, including 1) recruitment, hiring, and retention metrics and processes, 2) organizational culture and climate, and 3) other workforce processes and initiatives, such as onboarding, mentoring, supervision, performance management, and employee recognition. More specifically, four major types of information were considered: 1) objective administrative data; 2) subjective perceptions of staff and supervisors, gathered …

Addressing Mental Health Of Hospitality Employees: An Exploratory Study, Chase Izell

Management Undergraduate Honors Theses

Exacerbated by a global pandemic, mental health challenges within hospitality professionals are an area of growing prevalence and concern for the industry. Historically unaddressed, these issues are continuing to impact the morale of essential talent which is promoting a culture of turnover that defines the industry today. Aside from the direct costs incurred by voluntary employee termination, the indirect costs to workplace culture and guest satisfaction have furthered the overall financial impact of a largely untreated problem. The objective of this research is to provide evidence of declining mental health in the hospitality industry while illuminating the key contributors to …

Competency-Based Personnel Selection Oklahoma - Needs Assessment Summary, Quality Improvement Center For Workforce Development

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Exploration of Needs

The Quality Improvement Center for Workforce Development (QIC-WD) worked with the Oklahoma Department of Human Services (DHS) to conduct a needs assessment. A variety of information was explored to learn about the current workforce and the agency’s child welfare workforce practices, including:

1. recruitment, hiring, and retention metrics and processes,
2. organizational culture and climate, and
3. other workforce processes and initiatives, such as onboarding, mentoring, supervision, performance management, training, and employee recognition.

More specifically, four major types of information were considered: 1) objective data from various agency databases and reports; 2) subjective perceptions of staff and supervisors, gathered …

Addressing Work-Related Traumatic Stress Nebraska - Needs Assessment Summary, Quality Improvement Center For Workforce Development

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Exploration of Needs

The Quality Improvement Center for Workforce Development (QIC-WD) worked with the Nebraska Department of Children and Family Services (DCFS) to conduct a needs assessment. The team leveraged: (1) administrative data, primarily from the Nebraska Department of Children and Family Services’ Human Resource department (DCFS-HR); (2) formal surveys of child welfare staff and supervisors; (3) QIC-WD team expertise; and (4) subjective perceptions and expertise from the Nebraska Workforce Project Team members.

DCFS-HR data included metrics and processes related to recruitment, hiring, and retention; culture and climate; and other workforce processes and initiatives, such as onboarding, mentoring, supervision, …

Using Cliftonstrengthstm For Professional Development: Recommendations For Practice, Nancy A. Watkins, Cynthia Gautreau, Daryl V. Watkins

Publications

This article explores how a culture of strengths-based leadership can positively impact professional development for school site administrators. The strengths of school district administrators were measured through the administration of CliftonStrengths™ assessment. Themes that emerged were determined through the assessment and qualitative analysis of responses. A sample of convenience 50 principals and assistant principals from a public school district in Southern California participated in this research. The findings revealed that the common talent themes among school site administrators were relationship building, executing, influencer, and learner. This study supports future practices to enable human resources personnel to design targeted professional development …

Addressing The Disconnects Between Hr And Child Welfare, Michelle Graef, Maggie Thompson

QIC-Takes

When it comes to efforts to improve workforce outcomes, how would you describe the relationship between human resources (HR) and child welfare leadership in your agency? Is the working relationship collaborative or are the divisions siloed? Do child welfare and HR departments routinely share information, needs, data, and expertise? Is HR involved in child welfare workforce planning and decision making? These are just a few of the questions we have explored with child welfare agencies as part of our work at the QIC-WD. Overall, agency representatives have indicated that opportunities for increased collaboration exist between these departments and that closer …

Supportive Supervision And Resiliency Ohio - Theory Of Change, Quality Improvement Center For Workforce Development

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The Quality Improvement Center for Workforce Development (QIC-WD) developed a theory of change for the primary area of need identified in partnership with the Ohio Department of Job and Family Services and the nine participating counties. Through a series of steps and causal links, a theory of change provides a roadmap to address the root causes of an identified workforce problem and describes how and why changes are expected to lead to the desired outcomes. In Ohio, the theory was informed by various aspects of the needs assessment process (e.g., survey data, implementation team input, and focus groups with supervisors) …

Frontline Job Redesign Louisiana - Theory Of Change, Quality Improvement Center For Workforce Development

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During the needs assessment process, the QIC-WD developed a theory of change in collaboration with the Louisiana Department of Children and Family Services (DCFS). Through a series of steps and causal links, a theory of change provides a roadmap to address the root causes of an identified workforce problem and describes how and why changes are expected to lead to the desired outcomes. The needs assessment identified high worker turnover as a key challenge for DCFS, with the following key root causes:

• the workload was unmanageable and there were too many tasks to be performed
• supervisors and managers were …

Political Skill, Megan Paul

Umbrella Summaries

What is political skill?

Political skill refers to “the ability to effectively understand others at work, and to use such knowledge to influence others to act in ways that enhance one’s personal and/or organizational objectives” (Ahearn et al., 2004, p. 311). Unlike organizational politics, which involve selfserving and detrimental behavior, political skill involves positive, sincere, and effective influence (Ferris et al., 2005). The primary measure of political skill is the 18-item Political Skill Inventory, which assesses political skill through four factors: social astuteness, interpersonal influence, networking ability, and apparent sincerity. Example items from each factor, respectively, include “I always seem …

Comparing Empirically Keyed And Random Forest Scoring Models In Biodata Assessments, Mathijs Affourtit, Kristin S. Allen, Craig M. Reddock, Paul M. Fursman

Personnel Assessment and Decisions

Effective pre-hire assessments impact organizational outcomes. Recent developments in machine learning provide an opportunity for practitioners to improve upon existing scoring methods. This study compares the effectiveness of an empirically keyed scoring model with a machine learning, random forest model approach in a biodata assessment. Data was collected across two organizations. The data from the first sample (N=1,410), was used to train the model using sample sizes of 100, 300, 500, and 1,000 cases, whereas data from the second organization (N=524) was used as an external benchmark only. When using a random forest model, predictive validity …

The Attention To Detail Test: Measurement Precision And Validity Evidence For A Performance-Based Assessment Of Attention To Detail, Brent A. Stevenor, Michael John Zickar, Fletcher Wimbush, Weston Beck

Personnel Assessment and Decisions

We report on the dimensionality, measurement precision, and validity of the Attention to Detail Test (ADT) designed to be a performance-based assessment of people’s ability to pay attention to detail. Within the framework of item response theory, we found that a 3PL bifactor model produced the most accurate item parameter estimates. In a predictive validity study, we found that the ADT predicted supervisor ratings of subsequent overall job performance and performance on detail-oriented tasks. In a construct-related study, scores on the ADT correlated most strongly with the personality facet of perfectionism. The test also correlated with intelligence and self-reported ACT …

Faking Is As Faking Does: A Rejoinder To Marcus (2021), Robert P. Tett, Daniel Simonet, Neil D. Christiansen

Personnel Assessment and Decisions

Applicant faking poses serious threats to achieving personality-based fit, negatively affecting both the worker and the organization. In articulating this “faking-is-bad” (FIB) position, Tett and Simonet (2021) identify Marcus’ (2009) self-presentation theory (SPT) as representative of the contrarian “faking-is-good” camp by its advancement of self-presentation as beneficial in hiring contexts. In this rejoinder, we address 20 of Marcus’ (2021) claims in highlighting his reliance on an outdated empiricist rendering of validity, loosely justified rejection of the negative and moralistic “faking” label, disregard for the many challenges posed by blatant forms of faking, inattention to faking research supporting the FIB position, …

“Faking” Is Neither Good Nor Bad, It Is A Misleading Concept: A Reply To Tett And Simonet (2021), Bernd Marcus

Personnel Assessment and Decisions

This paper comments on Tett and Simonet’s (2021) outline of two contradictory positions on job applicants’ self-presentation on personality tests labelled “faking is bad” (FIB) versus “faking is good” (FIG). Based on self-presentation theory (Marcus, 2009) Tett and Simonet assigned to their FIG camp, I develop the ideas of (a) understanding self-presentation from the applicant’s rather than the employer’s perspective, (b) avoiding premature moral judgment on this behavior, and (c) examining consequences for the validity of applicant responses with a focus on the intended use for, and the competitive context of, selection. Conclusions include (a) that self-presentation is motivationally and …

The Effect Of English Language Proficiency And Glossary Provision On Personality Measurement, Damian Canagasuriam, Sharmili Jong, Wendy Darr

Personnel Assessment and Decisions

Research on English language learners suggests that language proficiency can affect the validity of standardized test scores. This study examined whether the provision of a glossary as a test accommodation during personality test completion influences the measurement of personality. Using an experimental research design, participants recruited from Amazon Mechanical Turk and Prime Panels (n = 206) were first categorized as having limited or high English language proficiency and then randomly assigned to a glossary condition. The results indicate that providing a within-text glossary does not impact the construct validity and reliability of personality measures. The results also suggest that …

Interviews From Scratch: Individual Differences In Writing Interview Questions, Lauren J. Wegmeyer, Andrew P. Tenbrink, Angie Y. Delacruz, Rouan Salim, Andrew B. Speer

Personnel Assessment and Decisions

Against best practice recommendations, interviewers prefer unstructured interviews where they are not beholden to regimentation. In cases where interviews are less structured, the interviewer typically generates his or her own set of interview questions. Even in structured interviews though, the initial interview content must be generated by someone. Thus, it is important to understand the different factors that influence what types of questions individuals generate in interview contexts. The current research aims to understand the types of interview questions individuals generate, factors that affect the quality of those questions, how skill in generating interview questions relates to skill in evaluating …

On The Continued Misinterpretation Of Stereotype Threat As Accounting For Black-White Differences On Cognitive Tests, Dana H. Tomeh, Paul R. Sackett

Personnel Assessment and Decisions

Steele and Aronson (1995) showed that stereotype threat affects the test performance of stereotyped groups. A careful reading shows that threat affects test performance but does not eliminate Black–White mean score gaps. Sackett et al. (2004) reviewed characterization of this research in scholarly articles, textbooks, and popular press, and found that many mistakenly inferred that removing stereotype threats eliminated the Black– White performance gap. We examined whether the rate of mischaracterization of Steele and Aronson had decreased in the 15 years since Sackett et al. highlighted the common misinterpretation. We found that the misinterpretation rate dropped from 90.9% to 62.8% …

Learning Styles, Megan Paul

Umbrella Summaries

What are learning styles?

The concept of learning styles is the idea that people differ in the way that they learn best, and instructors should determine each trainee’s optimal style and then use training methods that match the trainee’s style (Pashler, 2009). There are dozens of different learning style classifications, including such styles or dimensions as visual, auditory, kinesthetic, and tactile modality preferences (Dunn & Greggs, 2003, cited in Coffield et al., 2004); concrete vs. abstract and sequential vs. random (Gregorc, 1982a, cited in Coffield et al., 2004); holistic vs. analytic and verbalizer vs. imager (Riding & Raynor, 1998, cited …

Promotion Denied! How Promotion Denial Impacts Turnover For Nonpromoted Employees, Michael Mordechai Hay

LSU Doctoral Dissertations

Research into the effects of promotion decisions has primarily focused on the outcomes for promoted individuals without much concern about employees who were denied a promotion. Additionally, there has been a lack of research about the factors which lead promoted individuals to turnover within the public sector when looking at actual turnover. The present study looked at what effect promotion decisions have on employees regarding their turnover behavior by looking at a longitudinal governmental dataset. In total, 1570 promotion decisions were analyzed, looking at 1570 employees, of which 107 ended up turning over within two years of the initial promotion …

Trainee Reactions, Megan Paul

Umbrella Summaries

What are trainee reactions?

Trainee reactions refer to “subjective evaluations learners make about their training experiences” (Sitzmann et al., 2008, p. 280). Commonly referred to as “level 1” evaluations (e.g., Kirkpatrick, 1998), reactions are the most commonly used type of training evaluation and are measured with post-training surveys. Though measures are occasionally included in published research, there are no universal or even widely used measures. Instead, questions are developed by each organization or trainer based on their particular goals and interests. As a result, there is significant variation in what is measured. Originally, reactions referred only to how well a …

Organizational Change Process Milwaukee - Intervention Overview, Quality Improvement Center For Workforce Development

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This Intervention Overview draws heavily from Building Cultures and Climates for Effective Human Services: Understanding and Improving Organizational Social Contexts with the ARC model, Oxford University Press (2018). This book was written by Drs. Anthony Hemmelgarn and Charles Glisson based on 20+ years of intensive implementation and research experience within child welfare and mental health organizations. Dr. Hemmelgarn consulted with the QIC-WD on this project and served as the ARC specialist in Milwaukee.

ARC is an organizational change process aimed at improving organizational culture and climate and the availability, responsiveness, and continuity of services in human service organizations. It …

Organizational Change Process Milwaukee - Intervention Background, Quality Improvement Center For Workforce Development

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What is ARC and why was it selected?

ARC stands for availability, responsiveness, and continuity and is an organizational change process. It is aimed at improving the organizational culture and climate and the availability, responsiveness, and continuity of services provision in human service organizations. ARC involves three primary strategies:

1. embedding five core principles of effective organizations into all aspects of organizational functioning;
2. installing most (but not necessarily all) of 12 key organizational component tools and processes to improve services in accordance with the five principles; and
3. building mental models and shared beliefs that support the successful application of ARC principles …

Addressing Work-Related Traumatic Stress Nebraska - Intervention Background, Quality Improvement Center For Workforce Development

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What is Secondary Traumatic Stress (STS) and why was an intervention designed to address it?

The Quality Improvement Center for Workforce Development (QIC-WD), in partnership with the Nebraska Department of Health and Human Services Division of Children and Family Services (DCFS), conducted several surveys with a sample (40%) of child welfare workers and supervisors in December 2017, as a part of the needs assessment process. One of those surveys assessed the presence of secondary traumatic stress (STS) symptoms. Of the child welfare workers and supervisors that responded, 53% indicated that they had recently experienced elevated levels of STS symptoms. This …

Onboarding Program Eastern Band Of Cherokee Indians - Intervention Background, Quality Improvement Center For Workforce Development

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What is onboarding and why was this intervention selected?

Onboarding (also referred to organizational socialization) is “…the process by which newcomers make the transition from being organizational outsiders to being insiders” (Bauer, et al., 2007, p. 707). The overall goal of onboarding is to facilitate newcomer adjustment (Bauer & Erdogan, 2011), meaning that new employees understand the key tasks of their job (i.e., role clarity), have confidence in their ability to perform the key tasks of their job (i.e., self-efficacy), feel like they are an accepted member of the organization (i.e., social acceptance), and understand the …