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Discusses Alternative Predictors Of Job Performance Add in library

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Indicate which of the higher-rater predictors (in terms of validity) you, as the HR Manager, would elect NOT to use in a selection process you designed for your company. Explain WHY you would not use these predictors, even though they have highly-rated validity?


As a HR Manager I would certainly not elect to use various predictors that are highly rated including work sample test, general mental ability test, structured employment interview and peer rating in my selection process designed for my company(Terence, 2002).

In work sample test the applicant may give his best shot that may be a fluke which gives topmost position to be the job contender. However the same applicant may not prove his worth to the company later on. Also it’s the feeling of responsibility that is required to be searched in the applicant that will motivate him to continue improving his skills and output at work. Therefore the vital need is to check for the commitment and motivation towards work than work sample test(Abiodun, 2009).

The general mental ability test mostly proves that the applicant is a good crammer and may not have equally good understanding of the reality, facts and concepts in actual sense. Therefore depending on the general mental ability test for selection purpose may not prove beneficial to the company in the later stage(Oribabor, 2009).

The structured employment interview may get affected by charismatic outlook of the applicant who may not possess the required skills and commitment towards work. This way the interviewee may make mistake in selecting the wrong applicant for the job depending on the way of his talking and responding to the interview questions(Armstrong, 2006).

Peer ratings can also not be trusted as the peer may give their personal thoughts affected by the impression of the applicant. Also they may try to help the applicant through good remarks as they want the applicant to end with a good job. This way the good human being thoughts may divert the decision making based on true facts. Thus the peer review will not be proof that the applicant will have the required skills and knowledge for the job that he has applied for(Rowold, 2008).



Abiodun, E. (2009). Human Resource Management, an overview. Lagos: Concept Publication.

Armstrong, M. (2006). A handbook of Human Resource Management Practice (10th edition). London: Kogan Page.

Oribabor, P. (2009). Human Resource Management: A Strategic Approval. Human Resource Management, 9(4): 21-24.

Rowold, J. (2008). Multiple effect of Human Resource Development interventions. Journal of European Industrial Training, 32-44.

Terence, J. (2002). International HRM: A Cross-Cultural Approach. London: Sage Publications.

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