Benchmark: Work-Based Assessment PSY-838: Testing and Assessment in the Workplace Work-Based Assessment Most organizations are u

PSY-838: TESTING & ASSESSMENT IN THE WORKPLACE

INDIVIDUAL PROJECT

Benchmark – Feedback

Research evaluating 360-degree feedback systems tends to demonstrate superior outcomes to more traditional performance assessments. 360-degree systems rely upon multiple points of evaluation including supervisors, peers, self-rating, subordinates, computer-based ratings, and in some instances outside sources such as customers or clients. In this assignment, you will revise your earlier paper on workplace assessment and connect it to the 360-degree feedback model.

General Requirements:

Use the following information to ensure successful completion of the assignment:

· Refer to your Topic 2 submission of "Benchmark – Work-Based Assessment" and any instructor feedback on the submitted assignment.

· This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

· Doctoral learners are required to use APA style for their writing assignments. The APA Style Guide is located in the Student Success Center.

· Refer to the Publication Manual of the American Psychological Association for specific guidelines related to doctoral level writing. The Manual contains essential information on manuscript structure and content, clear and concise writing, and academic grammar and usage.

· This assignment requires that at least two additional scholarly research sources related to this topic, and at least one in-text citation from each source be included.

· You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.

Directions:

Part 1

Present a revised version (2,000-2,300 words total) of the paper “Benchmark – Work-Based Assessment” that makes improvements in the caliber of the writing and incorporates instructor feedback regarding content and writing. Include the following in your submission:

1. A reflection (250-300 words) that provides a bulleted list of the changes you made to the paper and discusses your revision process including how you incorporated your instructor's feedback into the revised version. Similar to an abstract, this section will receive its own page following the title page and preceding the introduction to the paper.

2. The revised paper that incorporates instructor feedback; clarifies the thesis statement and solidifies supporting arguments; edits for grammar, spelling, and punctuation; adjusts word choice to display professional and scholarly language; and adjusts sentence structure for improved readability.

Part 2

Write an additional 1,500-1,750 words in which you analyze the 360-degree feedback system. In your essay, include the following:

1. A brief overview of the 360-degree feedback model.

2. A research-based evaluation of the influence of 360-degree feedback on leadership style. (Benchmarks C4.2: Evaluate theories and styles of leadership for appropriateness to organizational contexts.)

3. A research-based discussion of how 360-degree feedback can be applied to improve organizational performance. (Benchmarks C4.3: Apply principles of interpersonal and group consulting and coaching to improve organizational performance.)

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WORK-BASED ASSESSMENT 2

Benchmark: Work-Based Assessment

PSY-838: Testing and Assessment in the Workplace

Kehinde Alli

Grand Canyon University

January 29, 2022

Work-Based Assessment

Introduction

Most organizations are upgrading little by little from the determination of the proficiencies and abilities of new employees using traditional examinations. The organizations have implemented the work-based assessment to enable them to assess the professional skills of their managers and employees. The assessment is also significant in determining whether the managers and employees are suitable for the daily roles of the organization and their performance in a workstation routine. Furthermore, the assessment involves a predictive-based assessment approach and a criterion-based assessment approach. The criterion-based assessment deals with the performance and productivity of the managers and employees. Alternatively, predictive-based assessment is centered on preceding work performance, capability tests, and work sample tests (Lund et al., 2019).

Theoretical Approach for Predictive and Criterion Work-Based Assessment

Based on the predictive and criterion work-based assessment, various methods can be used for recruiting new employees and training them, for performance appraisals, and supervision. When selecting employees, the job description is often done by the I-O psychologists. The first tactic to job analysis is task-oriented and states in a very detailed manner the jobs that are to be carried out for the work. Every duty is graded on a scale based on how often it is carried out, how significant it is to the work, and how challenging it is. The second tactic to job analysis is employee-oriented, also referred to as work specification. The work specification assists in identifying the knowledge, skills, and abilities that are essential for the job (Ilgen et al.,2015). Both job analysts get the necessary information through interviews, observations, surveys, among others. Interviewing people at a particular position, their peers, and overseers is also a tactic used to obtain an agreement of the job necessities and beliefs. The accuracy and reliability of the work analysis rest based on the work analysis and the nature of the portrayals. For instance, work analyses offered by sole owners of the job are the least reliable.

Training is a very significant aspect of performance and achievement in many jobs. Most occupations start with an orientation period whereby the new workers are offered the necessary information concerning the history of the organization, strategies, and managerial procedures which include reporting necessities, time trailing, and benefits ( Lund et al.,2019). Orientation is a significant goal in enlightening the new workers on the values and norms of the organization and how the workers interact. It understands how the organization runs and makes its decisions. Orientation training is regularly attained by the use of software for demonstrations, group presentations by associates from new hires or the human resource sector. Mentorship is informal training whereby a proficient worker offers job guidance to a new worker. The mentors can be officially allocated to new workers or develop an informal mentoring relationship.

Appraisals can be effectively utilized to evaluate and improve work performance in various organizations. These facilitate better management of the organizations. The performance appraisal schemes are designed by psychologists from organizations and industries. They are designed to gauge whether the workers are executing their tasks efficiently. The I-O psychologists investigate, study, and implement means to enable work evaluations to be as just and affirmative as possible. They decrease biases in ratings of performance. Jobs that are evaluated in fair job performance and increase the possibility of people being in jobs they are talented in and facilitate fairness and training needs. Appraisals are recognized by a formal process and a yearly one-on-one short meeting between the supervisor and the employee (Nikov et al.,2017). It is vital for the original work inquiry to participate in performance appraisal and aims provided by the supervisor and employee. The supervisor uses the meeting to state precise concerns about the productivity of the employee and to emphasize the aspects of better enactment. The meeting can also be used to talk about the rewards for productivity for instance raise of payment, or shortcomings for poor productivity such as an experimental period.

Performance appraisals play a role in recording bad performance as to support choices to sack an employee. These appraisals tend to be more complex in a company commonly used to inspire employees to better the performance and increase their proficiency sectors. They can be used to recognize training chances or determine whether a program for training is successful. A 360-degree feedback appraisal is a common approach to performance appraisal. This is a system where worker’s appraisal originates from ranking measures from employees under the supervision of the employer, supervisors, and peers. This system aims to offer different perspectives to the supervisor and employee concerning the productivity of the employee. It also helps employees make advancements via training and by their efforts. Furthermore, it can provide supervisors with information on decision-making on the position of the employee and reimbursement.

Proposed Strategies for Improving Work-Based Assessment

Work-based assessment can be improved by the use of employee assessment tests. These are tests that evaluate the skills of the employees. They include psychometric testing such as pictorial intellectual, spoken, logical, and numerical, to personalized tests and situational verdict valuations.

Assessment selection and evaluation are dependent on factors such as cost, adverse impact, validity, and applicant reactions. The cost to be considered should be for developing and administering the assessment. Validity is the degree to which the valuation method is important in the forecasting of the consequent performance of the job (Ilgen et al.,2015). The applicant reactions are portrayed by the degree to which the person involved reacts positively versus negatively to the assessment method. The adverse impact portrays the level to which members that are protected such as the females, minorities, and the aged, are scoreless in the assessment compared to the majority group members. Organizations can use several methods of valuation can for internal or external selection.

Cognitive ability tests: These assessments are significant in the measuring of mental capabilities which include intellectual ability mathematical capability and reading comprehension. These tests have been proved to be very useful in predicting job performance hence are often used in making decisions involving selection for many types of jobs. Some of these tests contain items for tests that tap several abilities such as numeric and verbal capability.

Job Knowledge Tests: They are valuations that determine the perilous areas of information that are necessary to execute a job efficiently. Technical knowledge is represented by the areas of understanding that are measured. These knowledge tests are utilized in instances where the candidates must have the knowledge required before entry to the job. These tests are only appropriate in situations where the person will not be offered training after choosing the areas of skills they are required to have.

Personality tests: These tests assess the significant qualities appropriate to the good performance of the job. Carefulness, amicability, openness to experience, emotional stability, among others are some of the personality factors that are mostly assessed in various workstations. The research shows that conscientiousness is the most significant forecaster of performance across various jobs (Nikov et al., 2017) However, some of the other personality factors are also significant in the prediction of performance across various jobs.

Physical ability tests are used to enhance workers’ selection in jobs that are physically much involving. They require the individual to perform several tasks to evaluate whether they attain the physical job requirements.

Structured interviews are most common in many organizations although in most cases the interviews are not structured. However, research indicates that structured interviews are the most efficient for the prediction of job performance.

Situation judgment tests provide personnel involved with situations likely to be encountered on the job and viable options to handle the situations in question. Finally, the work sample tests are the tasks that the employees are expected to perform on the job. They are mostly used in technically oriented tasks.

Role of Industrial-Organizational Psychologist in an Organization

Industrial-organizational psychologists improve quality of life and solve problems in the workplace using psychological principles and research methods (Lund et al.,2019). They study the employee styles of working, workstation productivity, and management. Moreover, they get a sensation for the personality and optimism of an organization or a company. They also work together with the management to help in activities such as the planning of policies, carrying out training sessions and screenings, and developing a plan for the future.

The industrial-organizational psychologists play several roles in their job: Evaluate job performance, improve life quality for the employees and employers, help train and encourage the workers, apply mental research to the workstation, advance the organizational structure, work with the offices of human resources, assist businesses to hire more employees that are qualified, improve the business efficiency, work as a consultant, learn the customer behavior, ease conversions such corporate merger.

There are five main responsibilities of an organizational psychologist, they include:

Improve hiring process: Organizational psychologists are hired by big companies to advance processes such as hiring, vetting, and retaining employees. For instance, they may assist in the design of the preliminary screening process to make candidates more suitable for the interview. They can also work on incorporation approaches for new employees to assist new hires to engage in the social principles of the company, learn key tasks, and stay productive.

Address human resource issues: In some corporate or organizational settings psychologists may get involved with employees who might be going through a nerve-racking work environment or facing challenges in dealing with a colleague. This facilitates to development of the employee’s professional values by recognizing the opportunities for development that will provide merits to the employer and on the other hand help the company Advice

Advice on policy decisions: Some of the organizational psychologists have been responsible for doing research, brainstorming, and supplying to the company leaders informed guidance. This is significant since business leaders are aware that good guidance is essential especially in areas that are not within their professional space. They have to forestall the possible impact that each verdict may have on the optimism of the employee, and the general fulfillment at work. The psychologists may also do supplement research by talking to employees personally to estimate their reactions.

Seek ongoing professional development: Industrial-organizational profession is evolving and progressing constantly like many other disciplines in the field of psychology. Every year there is the emergence of new theories, practices, and studies hence the specialists need to sharpen their skills to stay ahead. According to the American Psychological Association keeping in touch with new approaches, developments and techniques and other advancements in the field of psychology help psychologists serve their employers better (Ilgen et al.,2015).

Optimize workplace processes industrial-organizational practitioners in commercial surroundings create value for their boss by growing the organization’s productivity. Some of the psychologists are commissioned to elevate the workflow directly throughout the company while many of their characteristic duties achieve this indirectly. This includes several aspects such as finding means of improving communication, testing different plans for office floors, and partnership between diverse sectors. Industrial-organizational practitioners have a strong set of applied skills for supporting managers and leaders at the place of work despite it recently developing as a self-determining discipline. Organizational psychologists are appropriately suited for many critical tasks that are required to facilitate long-term success and proficiency within the recognized establishments.

Conclusion

These days, organizations are evidently seeking to hire the best candidate in the job market, however, hiring is not only based on the assessment pf the applicant’s skills and intellectual horsepower alone, rather it also involve assessing their personality traits, cultural competencies, and their motivational drivers, all of which helps to prove the differences in the organization and thrives in achieving the desired objectives. Hence, there is a higher increase in organizations’ desire to conduct pre-employment assessments to have more effective and predictive accuracies in the hiring processes (van der Schaaf et al., 2015). Performing work-based assessments may sometimes become a major challenge to an organization, such as issue involving lack of predictive touch within the work-based assessment approaches. Nevertheless, these assessments are essentially important in the selection processes. Work based assessment is categorized into the predictive and criteria-based assessment, and they are all important to be considered in an organization.

References

Lund, J. L., & Kirk, M. F. (2019). Performance-based assessment for middle and high school physical education. Human Kinetics Publishers.

Ilgen, J. S., Ma, I. W. Y., Hatala, R., & Cook, D. A. (2015). A systematic review of validity evidence for checklists versus global rating scales in simulation-based assessment. Medical Education, 49(2), 161-173.  https://doi.org/ 10.1111/medu.12621

Nikou, S. A., & Economides, A. A. (2017). Mobile-based assessment: Investigating the factors that influence behavioral intention to use. Computers and Education, 109, 56-73.  https://doi.org/ 10.1016/j.compedu.2017.02.005

van der Schaaf, M., Donkers, J., Slof, B., Moonen-van Loon, J., van Tartwijk, J., Driessen, E., Badii, A., Serban, O., & Ten Cate, O. (2017). Improving workplace-based assessment and feedback by an E-portfolio enhanced with learning analytics. Educational Technology Research and Development, 65(2), 359-380.  https://doi.org/ 10.1007/s11423-016-9496-8

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BENCHMARK: WORK-BASED ASSESSMENT 2

Benchmark: Work-Based Assessment

PSY-838: Testing and Assessment in the Workplace

James Dada

Grand Canyon University

September 6, 2019

Introduction

The work-based assessment has been a hot topic in many organizations over the past few years. These assessments were set up in organizations to identify the potential of talents during the recruitment process. Organizations use different approaches of work-based assessments depending on the value they require each employee to create within the organization. However, these approaches have come under criticism because potential employees feel that they do not provide the quantitative aspects apart from the quality aspect they stress. The issue of lack of predictive touch within the work-based assessment approaches is also a concern. For an organization to conduct a fair work-based assessment on their potential employees, the organization requires to implement an approach that is a blend of both. This paper will discuss the criterion and the predictive based assessments, empirical information that supports predictive and criterion-based approaches along with strategies that can aid in improving these assessments. Besides, the psychological role of organizations in work-based assessments will be evaluated.

Work-Based Assessment

In predicting performance, tests of potential employee’s cognitive abilities prove that there are more than enough and consistent criterion-related validity to support jobs. Therefore, as employers’ desire to hire the most appropriate and most qualified candidates for their organizations, they explore two very important and different conceptual approaches that characterizes the methods used in decision-making regarding how they utilize a combination of tests in cognitive ability and other alternative predictors that is effective at selecting the best candidate for the job. These two cognitive abilities are “predictor-based” approach and “criterion-based” approach (Hattrup & Rock, 2002).

The predictor-based approach measures predictors based on the effects of the weights of adverse impact and criterion-related validity while trying to predict the overall job performance. Research also suggests that while this approach may have adverse impact that may not be totally eliminated; yet, it can still be substantially reduced when more emphasis is given to personality tests, it increases when compared to the emphasis given to cognitive ability when forming a composite predictor. On its part, the criterion-based approach describes and determines the appropriate weights that must be given to depths of job performance when forming a composite criterion. The predictive approach that involves employees’ cognitive ability and their personalities, are therefore measure by using various regression procedures that are based on relative composite criterion. Whereas, research also indicates that irrespective of the negative impacts appearing in criterion-based approach, it may not be eradicated, but it may be substantially decreased when criterion dimensions correlates with personality predictor tests and are given more focus than criterion dimensions that correlate with cognitive ability measures (Hattrup & Rock, 2002).

Predictive-Based Assessment

The characteristics of this assessment approach involves getting predictors that are weighed, and the organizational hiring management identifies the adverse impacts that could befall the organization upon hiring a particular employee. Besides, the predictive- based assessment performs a criterion validation is predicting the overall job performance of an employee. Further information from research on predictive-based assessment indicates that it is difficult to effectively nullify the adverse effects that may be caused by thoroughly employing an individual. However, research indicates that adverse impacts can be reduced substantially when the weight of the personality tests on an individual is significantly higher than the weight afforded to the cognitive ability. Among the tests that are performed in the predictive-based assessments include the personality tests, ability tests as well as the work sample test.

Criterion-Based Assessment

This approach is based on the indicators in the composite criterion. This method seeks to identify the weights that are associated with the dimensions of job performance. In this case, predictors of cognitive ability and personality are used (Goodstein, & Lanyon, 1999). These predictors are used through several regression procedures following the relationships established while forming the composite criterion. In this approach, research has a hand in identifying that despite that adverse impacts cannot be eliminated completed, these impacts can significantly be reduced through correlation of personality predictor tests that provide more weight than correlations of cognitive abilities.

The criterion and predictive based assessments are different. Criterion based assessment puts importance on identifying job-relevant behaviors, while predictor-based assessments puts more effort in trying to identify the best predictors that would lead to excellent job performances. However, this approach does not consider the adverse effects that may be experienced.

Empirical Support that Best Describes Predictive and Work-Based Assessments

There has been a lot of efforts put on research in coming up with approaches that help in solving issues related to the hiring of minority groups. Along with this kind of research, more research has been done to investigate the impacts of weighing various predictor measure against the preconceived adverse impacts. Theoretical frameworks have come up to thread these two issues in predictive -based approaches. The best approaches to defining predictive-based achievements is to have the magnitude at which it can reduce adverse impacts if it is large (Lefroy, Hawarden, Gay, McKinley, & Cleland, 2015). It is important to have this phenomenon when other predictors are used along with cognitive ability tests in selections of job applicants. Reduction of adverse effects is also dependent on the use of composite measures that are not substantial. These researches have come up with a generalized approach that is oriented to the competence of individuals. Research has also determined that adverse impacts are higher when cognitive ability composite is used alone. Therefore, this research emphasizes on the usage of several composites to significantly reduce the impact in an individual. The competency-based approach uses numerous composites and in turn reducing the magnitude of adverse effects.

In the criterion-based assessment perspective, there are several empirical pieces of evidence of support that effectively describes the approach. Research has come up with multiple variable models that involve several dimensions of job performance. Many on ground researchers and individuals that are experiencing an overall job performance concept are highly opposed to it. Research has brought forward that in cases where multiple variables of selections are required, individuals learn prior and try to perform these behaviors during the selection process. Research goes further to provide solutions to this problem by indicating that involving performance behaviors in selection should be used sparingly. The kind of performance behaviors that should be used are the ones that are widely applicable to all jobs. Such behaviors could include, consideration of task performance behaviors as well as contextual performance behaviors. There exist proof that contextual and task performance behaviors widely indicated through different individual variables. Some behaviors indicate good contextual performances. Among them is a person's ability to cooperate with others, persistent enthusiasm and zeal to defend the organization anywhere. Therefore, organizations should be keen on employing both methods of cognitive capacity and ability of persons as well as the personality traits of individuals.

Strategies for Improving Work-Based Assessment

Several methods can be used in improving work-based assessment. The first strategy is by changing the parameter values of assessment weighting. Changing the values of assessment weighting increases the proportion of parameters that promote value to the hiring process. The parameters that are used are weighting are adjusted to produce better results. In this regard, the bigger magnitude of significantly reducing adverse impacts. Inflation of the value of a parameter in a selection process is significantly reduced. Since earlier research indicated that usage of cognitive parameter alone does not guarantee a good criterion of selection, through adjustments, other parameters such as personality and ability traits are given more weight to come up with a robust method of selection (Parry‐Smith, Mahmud, Landau, & Hayes, 2014). Moreover, by adopting change in weightings, the process of selection can be made dynamic according to individuals that have offered themselves for selection.

The second method entails introducing a structure formal feedback method. A feedback method, in this case, will help to get information about the selection process. The drawbacks of the selection process, as well as the pros, can also be identified. Through this method, improvements on the process can be made through using the drawbacks as a fuel. The formative structured method may also provide an avenue for participants to air their views without victimization. The structured feedback method will also provide organizations with information about the talent available within the pool of talents. Therefore, organizations can adjust their selection processes according to what is available on the pool of talents.

Role of Organizational Psychologist in Work-Based Assessment

Within an organization, various tasks require the effort of a psychologist. Several roles are assigned to an industrial psychologist. An industrial psychologist has the responsibility with the human resource department to come up with a selection plan during the hiring process. A psychologist helps an organization ire more qualified individuals and therefore contributing to the success of the organization. Besides, a psychologist provides an organization with insights that help it in improving the organizational structure (Rojon, McDowall, & Saunders, 2015). A psychologist is ensuring that the quality of life of employees and employers increases significantly by offering psychological support to individuals. A psychologist also helps in studying consumer behaviors which in turn helps in identifying market niches within organizations. The role of consultancy is also assigned to a psychologist who offers advice in matters about human psychology. Among other roles is to motivate employees within an organization as well as perform assessments of the job performance of employees in the organizations they work in.

Conclusion

It is evident these days that practically all organizations are seeking to hiring the best candidate in the market but not just based on assessing the applicant’s skills or intellectual horsepower alone but also assessing their personality traits, cultural competencies and their motivational drivers, which can prove to be make difference in the organization and thrive it towards achieving the desired objectives. Therefore, there have been a higher increase in most organization’s desire to conduct pre-hire assessments so that they can have more predictive accuracies in the hiring processes.

The task of performing work-based assessments presents a major challenge to an organization, including the issue of the lack of predictive touch within the work-based assessment approaches. However, work-based assessments are important in the selection processes; and for these firms to organize and implement fair work-based assessment on their new hires, they must put in place an approach that is a

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