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As an all-volunteer service accepting applications from nearly 400,000 potential recruits annually from across the U.S. population, the U.S. military must accurately and efficiently assess the individual capability of each recruit for the purposes of selection, job classification, and unit assignment. New Directions for Assessing Performance Potential of Individuals and Groups is the summary of a workshop held April 3-4, 2013 to examine the future of military entrance assessments. This workshop was a part of the first phase of a larger study that will investigate cutting-edge research into the measurement of both individual capabilities and group composition in order to identify future research directions that may lead to improved assessment and selection of enlisted personnel for the U.S. Army. The workshop brought together scientists from a variety of relevant areas to focus on cognitive and noncognitive attributes that can be used in the initial testing and assignment of enlisted personnel. This report discusses the evolving goals of candidate testing, emerging constructs and theory, and ethical implications of testing methods.
As an all-volunteer service accepting applications from nearly 400,000 potential recruits annually from across the U.S. population, the U.S. military must accurately and efficiently assess the individual capability of each recruit for the purposes of selection, job classification, and unit assignment. New Directions for Assessing Performance Potential of Individuals and Groups is the summary of a workshop held April 3-4, 2013 to examine the future of military entrance assessments. This workshop was a part of the first phase of a larger study that will investigate cutting-edge research into the measurement of both individual capabilities and group composition in order to identify future research directions that may lead to improved assessment and selection of enlisted personnel for the U.S. Army. The workshop brought together scientists from a variety of relevant areas to focus on cognitive and noncognitive attributes that can be used in the initial testing and assignment of enlisted personnel. This report discusses the evolving goals of candidate testing, emerging constructs and theory, and ethical implications of testing methods.
Every year, the U.S. Army must select from an applicant pool in the hundreds of thousands to meet annual enlistment targets, currently numbering in the tens of thousands of new soldiers. A critical component of the selection process for enlisted service members is the formal assessments administered to applicants to determine their performance potential. Attrition for the U.S. military is hugely expensive. Every recruit that does not make it through basic training or beyond a first enlistment costs hundreds of thousands of dollars. Academic and other professional settings suffer similar losses when the wrong individuals are accepted into the wrong schools and programs or jobs and companies. Picking the right people from the start is becoming increasingly important in today's economy and in response to the growing numbers of applicants. Beyond cognitive tests of ability, what other attributes should selectors be considering to know whether an individual has the talent and the capability to perform as well as the mental and psychological drive to succeed? Measuring Human Capabilities: An Agenda for Basic Research on the Assessment of Individual and Group Performance Potential for Military Accession examines promising emerging theoretical, technological, and statistical advances that could provide scientifically valid new approaches and measurement capabilities to assess human capability. This report considers the basic research necessary to maximize the efficiency, accuracy, and effective use of human capability measures in the military's selection and initial occupational assignment process. The research recommendations of Measuring Human Capabilities will identify ways to supplement the Army's enlisted soldier accession system with additional predictors of individual and collective performance. Although the primary audience for this report is the U.S. military, this book will be of interest to researchers of psychometrics, personnel selection and testing, team dynamics, cognitive ability, and measurement methods and technologies. Professionals interested in of the foundational science behind academic testing, job selection, and human resources management will also find this report of interest.
This book examines the challenges of cross-professional comparisons and proposes new forms of performance assessment to be used in professions education. It addresses how complex issues are learned and assessed across and within different disciplines and professions in order to move the process of “performance assessment for learning” to the next level. In order to be better equipped to cope with increasing complexity, change and diversity in professional education and performance assessment, administrators and educators will engage in crucial systems thinking. The main question discussed by the book is how the required competence in the performance of students can be assessed during their professional education at both undergraduate and graduate levels. To answer this question, the book identifies unresolved issues and clarifies conceptual elements for performance assessment. It reviews the development of constructs that cross disciplines and professions such as critical thinking, clinical reasoning, and problem solving. It discusses what it means to instruct and assess students within their own domain of study and across various roles in multiple contexts, but also what it means to instruct and assess students across domains of study in order to judge integration and transfer of learning outcomes. Finally, the book examines what it takes for administrators and educators to develop competence in assessment, such as reliably judging student work in relation to criteria from multiple sources. "... the co-editors of this volume, Marcia Mentkowski and Paul F. Wimmers, are associated with two institutions whose characters are so intimately associated with the insight that assessment must be integrated with curriculum and instructional program if it is to become a powerful influence on the educational process ..." Lee Shulman, Stanford University
The past half-century has witnessed a dramatic increase in the scale and complexity of scientific research. The growing scale of science has been accompanied by a shift toward collaborative research, referred to as "team science." Scientific research is increasingly conducted by small teams and larger groups rather than individual investigators, but the challenges of collaboration can slow these teams' progress in achieving their scientific goals. How does a team-based approach work, and how can universities and research institutions support teams? Enhancing the Effectiveness of Team Science synthesizes and integrates the available research to provide guidance on assembling the science team; leadership, education and professional development for science teams and groups. It also examines institutional and organizational structures and policies to support science teams and identifies areas where further research is needed to help science teams and groups achieve their scientific and translational goals. This report offers major public policy recommendations for science research agencies and policymakers, as well as recommendations for individual scientists, disciplinary associations, and research universities. Enhancing the Effectiveness of Team Science will be of interest to university research administrators, team science leaders, science faculty, and graduate and postdoctoral students.
The second volume in the SAGE Handbook of Industrial, Organizational and Work Psychology looks in detail at how teams and individuals function and perform. It covers motivation and organizational socialisation as well as the latest research into diversity and organizational culture in the workplace. There are also sections on social networks and how job loss and the experience of unemployment can affect individuals and wider groups within organizations. Part One: Lenses Part Two: Social and Political Order Part Three: Legacies Part Four: Problems and Problematics
Explore multiple practical and theoretical dimensions of needs assessment. This volume focuses exclusively on this essential topic for guiding decisions—examining subjects such as: the importance of defining needs, implementing assessments in public and private-sector organizations, aligning needs with assets and capacity assessments, how assessments factor into meaningful change at the organizational and society levels how to apply needs assessments in culturally diverse contexts conducting international needs assessments, and the impact of technologies on needs assessment methods. This issue will help professionals within public and private organizations conduct useful assessments, ones leading to results that can be applied in decisions. This is the 144th issue in the New Directions for Evaluation series from Jossey-Bass. It is an official publication of the American Evaluation Association.
Employee selection has long stood at the practical forefront of industrial/organizational psychology. Today's social, business, and economic climates require ongoing adaptations by those who select organizations' personnel, and research on the topic helps gauge the impact of these adaptations and their implications for human performance and potential. The Oxford Handbook of Personnel Assessment and Selection codifies the wealth of new research surrounding employee selection (web-based assessments, social networking, globalization of organizations), situating them alongside more traditional practices to establish the best and most relevant research for both professionals and academics. Comprising chapters from authors in both the private sector and academia, this volume is organized into seven parts: (1) historical and social context of the field of assessment and selection; (2) research strategies; (3) individual difference constructs that underlie effective performance; (4) measures of predictor constructs; (5) employee performance and outcome assessment; (6) societal and organizational constraints on selection practice; and (7) implementation and sustainability of selection systems. While providing a comprehensive review of current research and practice, the purpose of this handbook is to provide an up-to-date profile of each of the areas addressed and highlight current questions that deserve additional attention from researchers and practitioners. This compendium is essential reading for industrial/organizational psychologists and human resource managers.
The Oxford Handbook of Organizational Climate and Culture presents the breadth of topics from Industrial and Organizational Psychology and Organizational Behavior through the lenses of organizational climate and culture. The Handbook reveals in great detail how in both research and practice climate and culture reciprocally influence each other. The details reveal the many practices that organizations use to acquire, develop, manage, motivate, lead, and treat employees both at home and in the multinational settings that characterize contemporary organizations. Chapter authors are both expert in their fields of research and also represent current climate and culture practice in five national and international companies (3M, McDonald's, the Mayo Clinic, PepsiCo and Tata). In addition, new approaches to the collection and analysis of climate and culture data are presented as well as new thinking about organizational change from an integrated climate and culture paradigm. No other compendium integrates climate and culture thinking like this Handbook does and no other compendium presents both an up-to-date review of the theory and research on the many facets of climate and culture as well as contemporary practice. The Handbook takes a climate and culture vantage point on micro approaches to human issues at work (recruitment and hiring, training and performance management, motivation and fairness) as well as organizational processes (teams, leadership, careers, communication), and it also explicates the fact that these are lodged within firms that function in larger national and international contexts.