Respond to 2 peers. Include at least 2 outside sources in your postings for full credit.
1. Annika wants to implement a customer service test for her store. You compared two and found the following validity correlation coefficients: Test 1=.15, Test 2=.75. Annika prefers Test 1. Why do you recommend Test 2 over Test 1?
Test 2 has a different validity correlation coefficient than Test 1. However these tests have different factors and results based on these results going forward. Test 2 also gives a different option than the option Test 1. Test 1 has a different possible outcome based on these results. Technology has also given rise to more available data on individuals and new tools that enable organizations to mine these data for competitive advantage (Pulakos & Kantrowitz, 2016).
Customer service is important because companies look to retain customers and learn about their needs and exceed their needs. Customer service reviews also factor into both Tests as this company looks to evaluate to where they can improve the customer service experience.
2. After implementing the customer service test, you found it results in disparate impact in gender. When would it be acceptable to use a measure that predicts job success, but that results in adverse impact?
Disparate impact in gender, or gender discrimination is not acceptable or condoned within the workplace and should never be acceptable. The only reason I could think of for when it would be, is to perhaps compare qualitative and quantitative statistics of job success between the company’s male and female employees, or to perhaps compare job retainability statistics between the two genders. It is against employment laws and EOC laws and policies to discriminate in employment. Gender discrimination may exist in various dimensions which include hiring discrimination, differences in salary and wages, discrimination/differences in promotion and inequity related to different goods and facilities provided to different gender (Abbas, 2011). Gender discrimination affect on employee productivity at a 95% confidence level which explained strong association between gender discrimination and employee productivity (Abbas, 2011).
For any business to predict the job success of an employee, this may present more difficult, as human behavior is something that may be observed, but predictions may be unforeseeable. Burnout, work stressors, work conflict, unhappiness in the job (over time), and work/home imbalances may affect an employee’s performance over time, or they could remain enthusiastic and productive during the remainder of their time on the job. The validity coefficient is a number between 0 and +1 that indicates the magnitude of the relationship between a predictor (such as test scores) and the criterion (such as a measure of actual job success) (Phillips, 2020, p.319). The validity coefficient is the absolute value of the correlation between the predictor and the criterion (Phillips, 2020, p.319). Because jobs and people are complex, a single measure can never fully predict what a person’s job performance will be because success on the job depends on so many factors. Therefore, validity coefficients rarely exceed .40 in staffing contexts (Phillips, 2020, p.319). Several factors which could affect job success may include: Following the rules; Being courteous; Being a team player; Finding a mentor; Fitting in the with organization’s culture; Conquering negativity; and Finding a work-life balance (Goodwill Community Foundation, Inc., 2021).
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