Part A
I/O is an organizational tool used to assess human behavior in terms of their performance, wellbeing, and motivation in the workplace. This implies that the assessment using I/O provides solutions to challenges in the dynamic job environment to ensure better performance and psychological wellbeing of employees; hence, improving their morale and overall performance. Therefore, it is noteworthy that assessments must consider the individual’s behavior and to predict how that code of conduct will impact future job outcomes in terms of performance (National Academy of Sciences, 2019). Precisely, using I/O psychology in post-interview assessments facilitates the comparison of the different skills, personality, and individual qualifications of the candidates to evaluate how whether or not they are fit for the job.
Notably, assessments are important in determining the cognitive ability of individuals and how those capabilities will influence his/her achievements in the work place. In most cases, cognitive ability is the determinant of performance in many domains, especially when considering the levels of individual knowledge, verbal and intellectual reasoning, and judgments (National Academy of Sciences, 2019). This implies that through assessments, the supervisors can know the individual’s mood disposition, needs, expected codes of conduct, and job-related behaviors that directly impact his/her value. The assessments often involve a series of questions that test the employee’s developmental experiences; hence, such would be used as a tool for identifying the qualities expected for the job. For example, it is possible to identify the individual’s levels of honesty and integrity through such assessments.
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From the foregoing, performance, teamwork, service to customers, and product knowledge are the most important factors that impact assessment during employee development. In most cases, the organization wants to make abnormal profits. Therefore, an employee that can perform beyond his/her caliber will receive compensation for the extraordinary efforts (Rusu, Avasilcăi & Huțu, 2016). Additionally, team players who stand for the organization’s success by supporting other members of the team will get a healthier raise during the assessments. Teamwork generally improves service to clients since the relationships between the employees and their customers will increase revenue generation for the organization. Finally, employees who have an enormous knowledge on how to deal with products or services are believed to improve customer experience. This is because they can easily convince customers on the positive aspects of the product/service; hence, showcasing efficiency during their appraisal.
Part B
Validity of the assessment is the degree to which the chosen method reflects on the expected results. For example, validity in the perspective of work performance is the ability of the method to depict the individual’s behavior as regards job duties and tasks (Carles, 2009). This is evident in the major job duties expressed in behavioral terms. Conversely, reliability simply means the consistency of a measure. For instance, if a given task is assigned a similar value in repeated trials, it should reflect a specific attribute to prove that the measurement is reliable.
Two major factors affect assessments and this completely impacts their overall utility. The first is the mode of assessment administration, which involves a variety of choices like paper-and-pencil, computer, or live administrators that may encompass either phone calls or physical interrogations. Also, legal requirements are an important consideration that impacts assessment during employee selection. It is crucial to understand the legal requirements and challenges with the use of assessments during the hiring process. These factors are a problem during the hiring process because failure to understand them deprives the HR professional of the ability to appreciate the benefits associated with each of the methods used. Therefore, it becomes difficult to make decisions regarding hiring success and economic gains. It is a more significant challenge over other domains, especially where the tested attributes are latent and unobservable.
References
Carles, S. A. (2009). Psychological testing for selection purposes: a guide to evidence-based practice for human resource professionals. The International Journal of Human Resource Management , Vol. 20, Iss. 12. Taylor & Fransis. https://www.tandfonline.com/doi/full/10.1080/09585190903363821
National Academy of Sciences. (2019). Chapter 3: Industrial and Organizational Psychology. The National Academies Press. https://www.nap.edu/read/23681/chapter/4#22
Rusu, G., Avasilcăi, S. & Huțu, C. (2016). Organizational Context Factors Influencing Employee Performance Appraisal: A Research Framework, Procedia - Social and Behavioral Sciences , 221. 57 – 65. Elsevier Ltd.
