Free Essay

How Well Does Biodata Predicts Performance in the Workplace?

In:

Submitted By cmw1
Words 1560
Pages 7
How well does biodata predict performance in the workplace?
Biodata are biographical accounts of past events involving an individual’s background, including education, childhood, health and job history. To access the biodata of interviewee, interviewers usually ask factual kinds of questions about life and work experiences, as well as items involving opinions, values, beliefs, and attitudes that reflect a historical perspective (Schaffer & Lautenschlager, 1987). The individual can then be given a score based on their biodata. For example, the Weighted Application Blank (Goldsmith, 1922) assigns +1 for 8 years in education, +2 for 10, +3 for 12 and +2 for 16. This method of scoring allows a quick and easy comparison between applicants biodata. There are many advantages to using biodata, including allowing comparisons between candidates on their non-cognitive aspects. Applicants are less likely to lie due to the lack of demand characteristics (no “right” or “wrong” answers), which increases the internal validity of the data. In addition, the biodata must be in a sensitive and acceptable form for the candidates which can be difficult due to the nature of the information. Finally, the predictor variable must be clear, robust and measured by a reliable scale.
Research suggests that biodata may be able to predict job performance (Vinchur, Schippmann, Switzer & Roth, 1998), staff turnover (Mael & Ashforth, 1995) and absenteeism (Stokes & Cooper, 1994). In a study by Carraher & Buckley (2008), 386 nurses completed questionnaires assessing their intentions to quit, look for a new job, be absent and their ratings of performance. The results suggested that behavioural intentions to be absent, to quit, and to look for a new job were all related to performance and turnover but not absenteeism. These findings suggest that attitudes towards something may not always translate into the associated behaviour. Perhaps there are other, more important factors than an individual’s intentions that were not considered in this study. This idea is supported by several studies, reporting that the best predictor for absenteeism is a component of personality - lower emotional stability (Barrick & Mount, 1996; George, 1990).
Similar to the study conducted by Carraher & Buckler (2008), a study by Becton et al., (2009) found that biodata predicted turnover, organizational commitment, and job performance for those working in healthcare organizations. Research into the area of biodata is often conducted using healthcare professionals due to large numbers, low drop outs over time and ease of access. This in turn raises questions about the reliability of the results when generalised to the rest of the population. However, findings like these seem not to be limited to those working in the healthcare profession. A meta-analysis conducted by Vinchur et al., (1998) found biodata could predict supervisor ratings of performance and objective number of sales made. Vinchur et al., (1998)’s study was strong in terms of examining large numbers of studies and having rigorous inclusion criteria. Interestingly, Vinchur et al., (1998) found that general cognitive ability was only correlated (r = .04) with objective sales. This suggests that biodata may be far better at predicting job performance when compared with objective measures of cognitive ability. However, using supervisor ratings of performance is a subjective measure which may be biased by other variables such as how much the supervisor liked the individual. Objective and psychometrically sound scales should be used to measure performance, to allow reliable, unbiased comparisons across individuals. In addition, the results suggested that only the biodata relating to the Big 5 personality traits (Goldberg, 1990) were accurate in predicting job performance. Further research is required to determine which aspects of biodata are the strongest predictors for job performance. The correlations from this study were weak to just moderate (r = .26 - .41) suggesting there may be other important variables which have not been controlled for.
Absenteeism is an important negative work behaviour due to the loss of money associated with the loss of an employee. The findings for biodata accurately predicting absenteeism in the workplace are mixed, probably due to the unpredictability of individuals requiring time off. A study by Argyle, Cioffi and Gardner (1958) found that the type of supervisor was more influential in predicting absenteeism than biodata items. Interestingly, employees who had ‘democratic’ supervisors were less likely to be absent but showed no differences in staff turnover. Many studies looking at students have found similar relationships between biodata items and class absenteeism and intent to quit university (Schmitt, Oswald, Kim, Imus, Merritt, Friede & Shivpuri (2007). However, generalising the findings from students to adults in a work place is likely to be unreliable due to the age-related changes of absenteeism. Several studies have found that absenteeism is inversely related to age (Hackett, 1990; Martocchio, 1989) which in turn suggests that age is an important biodata predictor for job performance.
Although there is a large amount of evidence that suggests biodata predicts performance well, there are other studies which have highlighted certain circumstances can affect its validity. For example, biodata has been shown to be fakeable (Goldstein, 1971). In this experiment, Goldstein (1971) checked the answers applicants had given with their previous employers. Surprisingly, half of the sample overestimated the length of time they worked in their previous job. More seriously, a quarter of applicants gave reasons for leaving the job which their previous employer did not agree with. Shockingly, 17% gave as their previous employer someone who had never heard of them. This experiment demonstrates that biodata may not accurately predict job performance if the individual has given incorrect information. The incorrect information is likely to make the applicant seem better than they are, meaning there will then be a gap between their actual potential performance and the performance their fake biodata predicts. Checking that the applicant has been honest in their biodata would take a lot of time, money and effort which many employers do not have. Another problem with biodata is that in order for it to work well, the individuals in the work place need to be relatively homogenous. Several studies have shown that if only subgroup (within a company) information is used in predictors, all predictive efficiency is lost (Schmidt & Rothstein, 1994). The researchers went onto explain that it is important to take into account subgroup information as well as individual information (to account for lack of homogeneity) to be able to able to accurately predict work behaviours.
In conclusion biodata may be able to predict performance, provided that the applicant is honest and are similar to their colleagues, which research has suggested is not always the case. Age in particular appears to be an important piece of biodata in predicting job performance due to its strong association with absenteeism. The area of biodata is controversial, due to the negative associations with certain traits which can cause many other positive traits to be overlooked. Further research should be conducted in a sensitive way and is required to establish stronger correlations between biodata and work performance.

References
Argyle, M., Gardner, G., & Cioffi, F. (1958). Supervisory methods related to productivity, absenteeism, and labour turnover. Human relations.
Barrick, M. R., & Mount, M. K. (1996). Effects of impression management and self-deception on the predictive validity of personality constructs.Journal of applied psychology, 81(3), 261.
Becton, J., Matthews, M. C., Hartley, D. L., & Whitaker, D. H. (2009). Using biodata to predict turnover, organizational commitment, and job performance in healthcare. International Journal of Selection and Assessment, 17(2), 189-202.
Carraher, S. M., & Buckley, M. R. (2008). Attitudes towards benefits and behavioral intentions and their relationship to Absenteeism, Performance, and Turnover among nurses. Academy of Health Care Management Journal,4(2), 89.
Goldberg, L. R. (1990). An alternative" description of personality": the big-five factor structure. Journal of personality and social psychology, 59(6), 1216.
George, J. M., & Bettenhausen, K. (1990). Understanding prosocial behavior, sales performance, and turnover: A group-level analysis in a service context.Journal of applied psychology, 75(6), 698.
Goldsmith, D. B. (1922). The use of the personal history blank as a salesmanship test. Journal of Applied Psychology, 6(2), 149-155.
Hackett, R. D. (1990). Age, tenure, and employee absenteeism. Human Relations, 43(7), 601-619.
Lautenschlager, G. J., & Shaffer, G. S. (1987). "Reexamining the component stability of Owen's biographical questionnaire". Journal of Applied Psychology, 72(1), 149-152.
Mael, F. A., & Ashforth, B. E. (1995). Loyal from day one: Biodata, organizational identification, and turnover among newcomers. Personnel Psychology, 48(2), 309-333.
Martocchio, J. J. (1989). Age-related differences in employee absenteeism: A meta-analysis. Psychology and Aging, 4(4), 409.
Neiner, A. G., & Owens, W. A. (1985). Using biodata to predict job choice among college graduates. Journal of Applied Psychology, 70(1), 127.
Schmitt, N., Oswald, F. L., Kim, B. H., Imus, A., Merritt, S., Friede, A., & Shivpuri, S. (2007). The use of background and ability profiles to predict college student outcomes. Journal of Applied Psychology, 92(1), 165.
Schmidt, F. L., & Rothstein, H. R. (1994). Application of validity generalization to biodata scales in employment selection.
Stokes, G. S., & Cooper, L. A. (1994). Selection using biodata: Old notions revisited.
Vinchur, A. J., Schippmann, J. S., Switzer III, F. S., & Roth, P. L. (1998). A meta-analytic review of predictors of job performance for salespeople.Journal of applied psychology, 83(4), 586.

Similar Documents

Premium Essay

The Theoretical and Practical Practice of Recruitment in Hrm

...University Frank L. Schmidt University of Iowa This article summarizes the practical and theoretical implications of 85 years of research in personnel selection. On the basis of meta-analytic findings, this article presents the validity of 19 selection procedures for predicting job performance and training performance and the validity of paired combinations of general mental ability (GMA) and Ihe 18 other selection procedures. Overall, the 3 combinations with the highest multivariate validity and utility for job performance were GMA plus a work sample test (mean validity of .63), GMA plus an integrity test (mean validity of .65), and GMA plus a structured interview (mean validity of .63). A further advantage of the latter 2 combinations is that they can be used for both entry level selection and selection of experienced employees. The practical utility implications of these summary findings are substantial. The implications of these research findings for the development of theories of job performance are discussed. From the point of view of practical value, the most important property of a personnel assessment method is predictive validity: the ability to predict future job performance, job-related learning (such as amount of learning in training and development programs), and other criteria. The predictive...

Words: 14627 - Pages: 59

Free Essay

Recruitment

...applicants Means: • Planning ahead - filling vacancies is a lengthy process • Organisation - keep records of exactly who has applied and the status of their application • Procedures - follow them and be consistent • Professional approach at all times & ensure those involved are well trained and briefed about the requirements. • Up to date - with all developments in recruitment & selection • Evaluate - the process & the people to ensure all required outcomes are received. TIMING IS CRUCIAL FOR SUCCESS AND COST EFFECTIVENESS.  Place advert too soon and they may be waiting to start without pay  Place advert too late and gap may be left which will incur costs  Plan ahead for seasonal, sabbatical, holidays, maternity, etc.  Plan where, when and how many adverts you may want to run  Anticipate handling responses  Allow time to shortlist C.V.’s and to arrange interviews  Build in 4 week notice period for successful applicant (or more depending on the post/sector) The role of selection interviewing Interviews are very widely used in the selection process, as demonstrated by successive CIPD surveys of recruitment practices. • See our annual Resourcing and talent planning surveys As well as being simple to set up, interviews give the interviewer and interviewee an opportunity to meet face to face (or virtually via video link) to exchange a range of information and get a sense of whether they would like working together. For the employer, the interview is an opportunity...

Words: 3421 - Pages: 14

Premium Essay

Research Paper

...Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: * Defining the factors for success in jobs (i.e., work) and work roles within the organization * Assessing the current performance and future development needs of persons holding jobs and roles * Mapping succession possibilities for employees within the organization * Assigning compensation grades and levels to particular jobs and roles * Selecting applicants for open positions, using competency-based interviewing techniques Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called "KSA's") that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual's behavior. Origin of Management including Competency Mapping: Chanakya's Arthshastra, an ancient Indian script/ book on Political Science and Administration, written some 3000 years ago. Other names of Chanakya were Mr. Kautilya, and Mr. Vishnu Gupt...

Words: 3772 - Pages: 16

Premium Essay

Hrm556

...SHRM FOUNDATION’S EFFECTIVE PRACTICE GUIDELINES Selection Assessment Methods A guide to implementing formal assessments to build a high-quality workforce Elaine D. Pulakos SHRM FOUNDATION’S EFFECTIVE PRACTICE GUIDELINES Selection Assessment Methods A guide to implementing formal assessments to build a high-quality workforce Elaine D. Pulakos This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2005 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in...

Words: 20431 - Pages: 82

Premium Essay

Cover Letter

...PART II Fundamentals of Human Resource Management [12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 133 133–154 [12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 134 133–154 9 Recruitment and Selection Filip Lievens and Derek Chapman RECRUITMENT AND SELECTION Few people question that recruitment and selection are key strategic domains in HRM. At the same time, recruitment and selection also have an image problem. First, recruitment and selection are often viewed as ‘old’ ingrained HRM domains. It seems like the traditional recruitment and selection procedures have been around for decades, which is at odds with the ever changing internal and external environment of organizations. Hence, practitioners often wonder whether there are any new research-based ways for recruiting and selecting personnel. Another image problem for recruitment and selection is that a false dichotomy is often created between so-called macro HR (examining HR systems more broadly) and micro HR (examining individual differences). It is further sometimes argued that organizations should value macro approaches and write off micro approaches as not being relevant to the business world. We posit that these image problems and debates only serve to distract and fracture the field and hide the fact that excellent HR research and practice needs...

Words: 12580 - Pages: 51

Premium Essay

Human Resource Notes

...implication of this trend for the human resource manager in a company? Better education has led to an occupational shift in the workforce. The number of people in the higher occupation groups has increased over the last decade. This resulted in an increase in occupation types for professional and manager while a decrease in occupation types for production workers and labourers. 3 There is a large pool of mid-career workers in Singapore labour market. What are their characteristics? How can an employer encourage these workers to continue contribution to the company? Mid-career workers were born during the 1930s to 1940s and educated in the 1940s to 1960s. These were periods of political uncertainty. The standard of living was low and many of these people had to drop out of school to look for jobs. Educational opportunities then were limited. Many of these mid-career workers are educated in non-English schools and thus most of them are not highly competent in English. The language they use most at the workplace is Mandarin, Chinese dialects or Malay. Owing to their low education, their wages are low. In order to supplement their income, many of them perform overtime work. As the retirement age has been legally extended to 62, many of these mid-career workers will remain in the workforce for another 10 years. There is a need to provide them with...

Words: 5670 - Pages: 23

Premium Essay

Use of Personality Measures

...com/bam/humres The use of personality measures in personnel selection: What does current research support?☆ Mitchell G. Rothstein a,⁎, Richard D. Goffin b a Richard Ivey School of Business, University of Western Ontario, London, Ontario, Canada, N6A 3K7 b Department of Psychology, University of Western Ontario, Canada Abstract With an eye toward research and practice, this article reviews and evaluates main trends that have contributed to the increasing use of personality assessment in personnel selection. Research on the ability of personality to predict job performance is covered, including the Five Factor Model of personality versus narrow personality measures, meta-analyses of personality–criterion relationships, moderator effects, mediator effects, and incremental validity of personality over other selection testing methods. Personality and team performance is also covered. Main trends in contemporary research on the extent to which applicant “faking” of personality tests poses a serious threat are explicated, as are promising approaches for contending with applicant faking such as the “faking warning” and the forced-choice method of personality assessment. Finally, internet-based assessment of personality and computer adaptive personality testing are synopsized. © 2006 Elsevier Inc. All rights reserved. Keywords: Personality assessment; Personnel selection; Five factor model; Personality and job performance prediction Personality measures are increasingly being used by...

Words: 21212 - Pages: 85

Premium Essay

Training and Development

...process. Specialty Cabinets Company had rapidly expanded from a two-person operation to a small business with 28 employees. This thriving business catered to those who needed high-end cabinet work in custom-built homes or office buildings. Specialty had been able to attract highly trained carpenters; however, the company's president realized that Specialty needed to hire an additional manager. She gave George Zoran, a senior supervisor with strong interpersonal skills, the responsibility for hiring the new manager. George posted the opening on the company bulletin board and put an ad online and in the "Help Wanted" section of the local newspaper and soon received numerous applications. George was particularly impressed with one candidate, Tim Wells. Tim had never worked in carpentry, but George thought Tim seemed personable and had sufficient managerial experience 146 Chapter 5: Recruiting and Selecting Employees 147 and ambition to handle the job. Interestingly, George also learned that Tim was the son of an old school friend. He thoroughly enjoyed telling Tim about hunting trips he had taken with Tim's father. On the next round of interviews, George took Tim on a tour of the business operation and offered him the position. George was confident that Tim would be a great addition to the company. Unfortunately, his expectations proved...

Words: 20651 - Pages: 83

Premium Essay

The New Normal

...The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2008 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the SHRM Foundation, 1800 Duke Street, Alexandria, VA 22314. The SHRM Foundation is the 501(c)3 nonprofit affiliate of the Society for Human Resource Management (SHRM). The SHRM Foundation maximizes the impact of the HR profession on organizational decision-making and performance by promoting innovation,...

Words: 22063 - Pages: 89

Premium Essay

For Hrm

...Chapter I 1.1 Introduction 1.2 Background of study 1.4 Statement of the problem 1.5 Research hypothesis 1.6 Definition of terms 1.1 Introduction Previous researchers have examined management within the hospitality industry for many reasons, including: examining job satisfaction of general managers (Frye & Mount, 2007), determining factors on a resume that may lead to being contacted for an interview (Countryman & Horton, 2006), and determining the causes of management turnover and what could be done to increase retention (Stalcup & Pearson, 2001; Walsh & Taylor, 2007). In addition, research has been done examining graduates from specific institutions (Walsh & Taylor, 2007) as well as perceptions of current students and what they expect when they graduate (Richardson, 2009). Blomme, Van Rheede, and Tromp (2009) found differences between pre- and post-entry expectations of hospitality management graduates in the hospitality industry. However, no past research has examined differences in hospitality graduates with respect to experiences, importance, and turnover in the hospitality industry. Researchers have found many hospitality graduates either never entered the industry, or left the industry with no intent to return (Blomme et al., 2009; King, McKercher, & Waryszak, 2003; Stalcup & Pearson, 2001; Walsh & Taylor, 2007). In addition, Blomme et al. found significant differences in pre- and post-entry expectations of hospitality graduates...

Words: 6636 - Pages: 27

Premium Essay

Recruitment & Selection Practices in Safat Motors Ltd

...Chapter 1 1. Introduction “A highly successful organization is built on the strengths of exceptional people. No matter how much technology and mechanization is developed, no organization could survive and prosper without them”. --- Luszez and Kleiner, 2001 The most important corporate resource over the next few years will be talent: smart, sophisticated business people who are technologically literate, globally astute, and operationally agile. And even as the demand for talent goes up, the supply of it will be going down (Fishman, 1998 cf. Trank et al., 2002). This seems to particularly hold true in case of the motor vehicle industry in Bangladesh which requires high quality and highly skilled labour force to cater to the rapidly increasing global demand for communication services but is currently facing an increasing shortage of skills supply. Moreover, due to shortages of skilled workers, high turnover rates, and rapid business growth in the service sectors, it has been noted that recruiting, selecting, and placing applicants are among the top three priorities of human resource professionals (Bureau of National Affairs, 2000; Straus, Miles, and Levesque, 2001 cf. Bauer et al., 2004). Since the motor vehicle industry in Bangladesh is faced with these three challenges, recruitment and selection comprises an important human resource practice in this industry. Further, in this industry, human resources comprise...

Words: 16430 - Pages: 66

Premium Essay

Masters

...analysis, workforce planning & forecasting, recruiting candidates, testing & selecting. 2. Managing employee relations (keeping the good ones): * Collective bargaining (unions) * Fair treatment (blocks of fairness) , careers (from hiring to retirement), discipline and privacy, two way communications, dismissals compensating (how much to pay) * Protecting safety & health 3. Training and development (keep them good): Prepare them for the future. Use and develop human assets, learn continuously, exchange knowledge, appraising performance 4. Exit (let them leave in a good way) Chapter 1: Basics of HRM Human resource management (HRM, or simply HR) is a function in organizations designed to maximize employee performance in service of their employer's strategic objectives. HR is primarily concerned with how people are managed within organizations, focusing on policies and systems. What are the main functions of HRM? 1. It describes the body of management activities - “personnel management” 2. It denotes a particular approach to the management of people Main objectives of HRM * Staffing * Performance * Change-management * Administration HRM roles and objectives Achievement of organizational effectiveness Organizational effectiveness | Contributions of HR | Gaining competitive advantage | Mobilizing a workforce, maximizing its...

Words: 9891 - Pages: 40

Premium Essay

Fundamentals of Human Resources Preview

...es acculpa dolecae. Re nes eum nescimos inci dolum venihilitem ius, aut earchic ideriss equam, omnim nonet voles est quaere reptas am fugiatiis et rempelibus alibus. Ommost od et ulpa quid et mo blaut odi testios et, officia sitaqua sperum ipid qui blandaecus aperum dit vidis vollenda nimporr ovitatem nonet accusdaeris et aut earchilique porent. Itat odis nulpa se proreni sinciae. Ent eatur, coria voluptation ex et estionet remporporum quid ma culpa quate mincil moloria ndaestrunt. Minctas mi, tesciis delesti stiorrorest modipic iusdaniata nobit et lamet eum fuga. At rerspid itempor as quunt ationet omniendipis vendios con nulluptur, si deles pos magnam incid quos delique essequam nes dendis sae poremqui dit occabora in est, nimuscitiore di omnimodit quatum voluptas acerupit invenim inienimet volorecabo. Nam, ni omnis min res experio. Et omnimil lestruptate in est, ium volupis delest lique lab illoritatus. Henihit atiorestia dolor sit perspel endignis quo mod mincit quist fugit inci qui rehenis repero mo voles management in practice Riassi dentiumquam, officiis aligenihita nossimint. For Certificate IV BSB41013 and Diploma BSB50613 ly volorrum rehent officabo. Corio maiore ni ullore quis et quaecepremo et on Lisimaxi magnihicit esciendit que eratem. Non eos ipsam quo to maximagnam human resource management in practice e ese ped eveliquis il mi, ommolup tatinis etur sequiscienis autaque earibus. pl alitior estrund emquodiatur...

Words: 40577 - Pages: 163

Free Essay

Emotinal Quotient

...says, and many say the opposite.3 No one denies that emotional strengths and social abilities often contribute to social and occupational success. But Goleman knew two crucial facts about them that he did not tell his readers. In the introduction to Emotional Intelligence, Goleman wrote (pages xi-xii), This mapping [of emotional intelligence] offers a challenge to those who subscribe to a narrow view of intelligence, arguing that IQ is a genetic given that cannot be changed by life experience … That argument ignores the more challenging question: What can [Goleman’s italics] we change that will help our children fare better in life? What factors are at play, for example, when people of high IQ founder and those of modest IQ do surprisingly well? I...

Words: 20789 - Pages: 84

Free Essay

Goleman's Ei

...says, and many say the opposite.3 No one denies that emotional strengths and social abilities often contribute to social and occupational success. But Goleman knew two crucial facts about them that he did not tell his readers. In the introduction to Emotional Intelligence, Goleman wrote (pages xi-xii), This mapping [of emotional intelligence] offers a challenge to those who subscribe to a narrow view of intelligence, arguing that IQ is a genetic given that cannot be changed by life experience … That argument ignores the more challenging question: What can [Goleman’s italics] we change that will help our children fare better in life? What factors are at play, for example, when people of high IQ founder and those of modest IQ do surprisingly well? I...

Words: 20789 - Pages: 84