Organizations are relying increasingly on psychological tests to select, evaluate, promote, and develop their employees and managers. Although many of the tests are reliable and valid, many others are not.
In addition, tests developed in one culture do not always apply or have predictive validity in other cultures.
However, such tests do provide a seemingly quick and efficient way to get to know people better.
As a department manager, you are faced with the selection of a new team of 10 members to run the marketing research and advertising campaign for a new product. The ideal employee profile includes intelligence, creativity, assertiveness, competitiveness, ability to persuade others and negotiate well, and ability to work with a team. Your human resources department conducted extensive testing of 50 inside and outside applicants for the new team. As you review the candidates’ files, you notice that the majority of candidates who fit the profile best are young, Caucasian males; whereas women and minorities tend to have low scores, particularly on assertiveness and competitiveness.
1. How much weight do you give the psychological tests? What factors do you need to consider?
2. Who do you select for the team?