HR Pulse - Fall 2007 - (Page 38)

120 100 80 60 40 20 Mean = 64.34 Std. Dev. = 18.465 N = 698 0 0 20 40 60 80 100 SS Serv. Aptitude Figure 3. Aptitude 120 100 80 60 38 HR Pulse Fall 2007 40 20 Mean = 61.9 Std. D ev. = 17.669 N = 698 0 0 20 40 60 80 100 SS Serv. Aptitude Figure 4. Service Attitude Research Design A descriptive study was completed in which bivariate and multivariate questions or hypotheses were posed to discover associations among different variables (Cooper & Schindler, 2003). The analysis determined if there was a correlation between high or favorable scores on pre-employment assessment testing and high or favorable scores related to job performance and retention. In addition, a regression study was completed that yielded a hypothesis test and a statistic that explained the variance. “Criterion-related validity reflects the success of measures used for prediction or estimation” (Cooper & Schindler, 2003, p. 233). In this study criterionrelated validity, which is a quantitative analysis, was used to determine if the behavioral survey and the skill tests predicted future performance and retention. In addition, an analysis was completed to determine if the age, gender or ethnicity of the applicant had any influence on the outcome. A discriminate validity analysis was completed to determine if the employability index measured by the behavioral survey was a realizable factor to determine if the match between the employee and the job was appropriate; therefore, reducing turnover within the first year of employment. Reliability can mean many things to different people, but in most cases the notion of consistency emerges. A measure is reliable to the degree that it supplies consistent results (Cooper & Schindler, 2003). In this case, it was important to determine if the behavioral survey and the skill tests supplied consistent and valid results regardless of ethnicity, gender, or age. One-thousand, nine-hundred and eighty applicants (1,980) completed the behavioral survey and/or skill tests. Not all candidates who took the behavioral survey and/or tests were hired. Six hundred, ninety-eight test takers were hired by the hospital between July 1, 2003 and June 30, 2004. Test results for these individuals were included in this case study. All of the 698 applicants that were hired took the behavioral survey. However, it is important to mention that everyone in this group did not take the skill tests. If the specific skills were not a requirement of the job, the candidates were not asked to complete the skill testing portion because it would have been illegal to conduct the tests since testing needs to be directly related to the job to limit legal liability (Rudner, 1992; Mathis & Jackson, 1997). This study required that an extensive quantity of data be collected and analyzed for trends. Therefore, quantitative analysis was the optimum tool to use. Quantitative analysis allows the user to inspect and investigate the data and its trends through formulas and calculations. Data such as this does not require individual review or even an opinion as to what it means or might mean. Using quantitative analysis allows the researcher to statistically determine if trends exist and how strong the correlations are for these trends. Any opinions by the researcher were for why these trends do or do not exist. Due to the nature of the problem being investigated and the extensive data set which required analysis to determine trends, the quantitative approach was appropriate for this research study (Cooper & Schindler, 2003). Frequency Frequency 150 120 Frequency 90 60 30 Mean = 63.32 Std. Dev. = 20.808 N = 698 0 0 20 40 60 80 100 SS Interpersonal Coop. Figure 5. Interpersonal Cooperation

Table of Contents Feed for the Digital Edition of HR Pulse - Fall 2007

Contents Executive Director’s Letter President’s Message HR Leader Profile: Lisa McDaniel Spotlight on Community Citizenship Culture of Engagement How Transparent Should Healthcare Compensation Be? The Value of Assessment Testing in the Recruitment Process Technology Dramatically Changes FMLA Compliance Creating a Magnetic Culture™ Taking It to the Hill: An Advocacy Update 401(k) / 403(b) Fee Lawsuits – Are You the Next Target? Compensation Offers – A Better Process Find It Again Pulse Points Who, Why and Where Conference Highlights Schedule at a Glance Keynote Speakers Social Events Conference Sponsors Exhibitors Index to Advertisers

HR Pulse - Fall 2007

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