In striving for profitability, companies often rely on key indicators of organizational performance. Common indicators like sales growth, customer loyalty, and earnings per share often guide strategy decisions and resource allocation.
Topic: Assessment, Discrimination, HR Policy, Statistics Publication: Journal of Business Psychology (JUN 2012) Article: Unintended consequences of EEO enforcement policies: Being big is worse than being bad Authors: R. Jacobs, K. Murphy, and J. Silva Reviewed By: Megan Leasher Adverse impact occurs when neutral-appearing employment practices have an unintentional, discriminatory
Topic: Business Strategy, Decision Making, Evidence Based Management, Statistics Publication: Harvard Business Review (APR 2012) Article: Good Data Won’t Guarantee Good Decisions Authors: S. Shah, A. Horne, and J. Capellá Reviewed By: Megan Leasher When we were in grade school, we learned that 1 + 1 = 2. We
Topic: Measurement, Statistics Publication: Computers in Human Behavior Article: From paper to pixels: A comparison of paper and computer formats in psychological assessment. Author: M.J. Naus, L.M. Phillipp, M.Samsi Featured by: Benjamin Granger Although many organizations have jumped onto the internet-data collection bandwagon, several issues still need to be addressed. For example, are paper-pencil and internet-based
Topic: Measurement, Research Methodology, Statistics Publication: Human Performance Article: Exploring the relationship between interrater correlations and validity of peer ratings Blogger: Rob Stilson Interrater reliability (still with me?, Ok good) is often used as the main reliability estimate for the correction of validity coefficients when the criterion is job performance. Issues arise with this practice when one considers that the errors present between raters may not
