ABSTRACT

This chapter provides an organizing framework for thinking about the many predictors of job performance. We have seen in previous chapters, particularly chapters 4 and 6, that predictors derive their importance from criteria. However, identifying the criterion domain is but one step in the process. Even when the KSAO characteristics that will be used as the basis for selection are identified (i.e., the latent nature of individual differences that contribute to effective job performance), there is much work to do. The task facing the staffing specialist is to best develop manifest measures of these latent KSAOs, and then determine how to administer, score, and combine those manifest measures. As we describe in the next four chapters, there are a number of predictors available, including cognitive ability tests, personality tests, interviews, simulations, assessment centers, and so on. At first glance one might think the task of choosing a predictor is an easy one, and sometimes staffing experts have treated this task in an unthinking manner. However, in reality, there are a host of issues that must be considered. For example, “What format will be used to measure the latent constructface-to-face interaction, paper-and-pencil tests, a video-based test, or so on?’’, “What is the criterion-related validity of the construct and/or measure?’’, “Will applicants find the test acceptable, or will its use

evoke negative reactions and potential litigation?’’, “Will the predictor disadvantage protected minority groups?’’, and “Will the benefits accrued from the test be minimal relative to the costs of administration (low utility)?’’