“A) Predictive validity – identifying future performance
B) Concurrent validity – distinguishing higher and lower performers
C) Content validity – reflecting relevant material in the test
D) Face validity – appearing credible
E) Construct validity – measuring what it’s supposed to measure”
Workplace tests are often used to aid in the following: recruitment, promotion selection, career management and training selection. They are widely used by large corporations to make the aforementioned processes less time consuming and thus more efficient. Used correctly, a psychometric test should, in theory, help one decide what people are best suited for the job. It must be stressed however questionnaires and tests will not make decisions for us but they can certainly help us become better equipped to make them. This is of course the main attraction to many businesses that take them on. They can help them make more informed decisions quicker. This can be an aid for today’s businesses when they are often faced with large numbers of equally qualified applicants for the same position. Psychometric tests are just another way to differentiate between them and help one find the people best suited for the job.
In organisation selection processes attitude or personality tests are used as an aid. This is due to the applicants normally being screened by their own qualifications before they are able to apply for a new job or training position. It is not very cost effective to test them again with relation to their ability; it becomes more important to test them with respect to their personality as this will help determine how they will behave under the working environment. In the long term, this has the potential of being very cost effective.
If indeed you do select the most productive staff, your investment in a psychometric test may not be in vain. Another possible advantage to psychometric tests is that they may help predict future performance and show how certain people will react to different situations. Now, from a manager’s point of view this can be very useful; it can help him know how best to treat the people under his/her supervision as to get the best out of their abilities. This advantage shouldn’t be taken lightly by managers. It is becoming increasingly important for managers to know how best to maintain an individual and group morale high; unhappy workers will not work as hard as content ones.
There are many issues regarding the use of psychometric questionnaires in the workplace. The British Psychological Society (BPS) has issued a code of good practice for occupational testing. It addresses many of the possible problems that can be encountered by employers. Its encourages testers to;
“Ensure test results are stored securely, are not accessible to unauthorised or unqualified persons and are not used for any purposes other than those agreed with the test taker.”
(British Psychological Society, copyright 2000-2002)
One of the main concerns of the test’s subjects is to the test’s purpose. As referenced earlier a psychological test should be objective; informing one why they are being issued a test can lower their anxiety and improve test performance
Psychometric tests are designed and researched by psychologists, so in order to administer and assess them correctly it is best to have someone trained available. Whether to go to the expense of hiring a consultant or the time consuming process of training the company’s staff, is one for the company. Each one has its pros and cons. In hiring a consultant one may acquire better subject knowledge quicker (but at a price), though one will be working with a less familiar face and in some cases this may be detrimental to the test’s participants. Training one’s own staff will be more time consuming and expensive in terms of lost productivity but one will be “keeping the work in house” as it were. Problems can arise when other untrained members of staff start asking too many questions for the work to progress quickly.
There have been attempts to get around this problem in the past. Software programmes have been written to interpret psychometric test scores or developed tests with which apparently there is no for training in order for them to be used, “Persona” for example developed by Axion software in 1994. This may seem like a reasonable solution until it becomes apparent that a personality profile for an individual cannot really be obtained in this way; instead one will get a profile for a set of individuals. Test use in this way can come under fire. Without the proper guidance of a trained professional tests are often misused or used for what may be considered ethically unjust. For instance, as a basis to assess which employees should be made redundant. Taking a test to some way help determine whether an employee should be made redundant is not taken lightly by employees themselves, especially if the true intentions of the test are not revealed to its participants beforehand. With regard to such a situation, tests and questionnaires should only be used to complement information one already knows rather than for the basis for decisions. Psychometric tests are not always correct.
If used objectively according to the guidelines issued by an appropriate psychological body; such as the BPI, psychometric tests can be a positive part in the selection process of prospective employees. Participants should be made aware of what the test is for and why they are being asked to take it. As well as not having their private lives invaded questions asked should be more about general issues rather than personal ones such as religious beliefs. Fortunately due to litigation of companies in this field, other more respectable companies; such as Saville and Holdsworth limited, are now seeking to ensure their tests are properly distributed and used. By issuing guidelines for use with tests and requiring qualifications for professionals who distribute them. Psychometrics can aid in organisational decision making.
"Companies are becoming more and more conscious that it is very costly nowadays to make a selection mistake. There is a lot of evidence around to show that using psychometric techniques helps to avoid these mistakes being made."
Euan WOODWARD (Scottish regional manager, PA International, the management recruitment company), 1987. Interviewed by A.Laing, Glasgow Herald, x, No.227.
As mentioned above cost is becoming increasingly important within the selection process, psychometric tests have the potential to save money. There are few plausible alternatives to psychometric tests as a method to streamline the selection process. They are based on theory somewhat more than other methods used as illustrated by the following;
“[Some French] company directors resort to esoteric consultantcy groups which offer astrological solutions to problems. The horoscopes of employees are compared to ensure that there will be no friction among staff members. Asked why a company's managerial staff was not working as smoothly as it should, Daniele Rousseau, an astrologer who is often consulted on such matters, said 'Your only difficulty is a lack of Leos.”
Robin Smyth, 1989, The Guardian, c. 1 vi.
One may argue that the credibility of Astrology is not the same as that of psychology. It is for such reasons that psychometric testing has become increasingly popular over the years and will probably continue to do so in years to come; despite its legal controversies; encountered usually by smaller organisations cutting corners too much.
Bibliography:
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Mullins L J. 2002, Management and organisational behaviour, 6th edition,
Prentice hall,London
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Edenborough R. 1999, Using Psychometrics,2nd edition, Kogan Page Limited, London
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British Psychological Society, copywright 2000-2002, , Code of Good Practice for Occupational Testing
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Chris Brand, 1998,
References:
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Kline P. 2000, Handbook of psychological testing , 2nd edition, Routledge, London
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Kline P. 1993, Personality: the psychometric view, 1st edition, Routledge, London
Saville & Holdsworth limited, 2002,
Sarah Spiller, “testing time” ,1994, BBC2, the money programme
