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In 1903 Karl Pearson identified the effects of censorship, or range restriction, on the correlation coefficient. The current report reviews the history and literature examining those effects, corrections for range restriction, and the limitations of previous research. A rationale for further research of the effect of range restriction on logistic regression parameter estimates is presented. / text

This research clarified existing inconsistencies in self-assessment literature, and added to the body of knowledge for rating effectiveness of organizational assessments by defining relationships among rating effectiveness criteria (ratee, rater, rating scale, rating process) and measures (interrater reliability, halo error, leniency and severity, range restriction) based on extensive literature review. A research framework was developed from this review, and was employed in computing rating effectiveness measures at the individual (i.e., examiner or eight rating scale dimensions) and sector (e.g., Private Manufacturing Sector, Private Service Sector, Public Local Sector, Public State & Federal Sector) levels for a State Quality Award (SQA) using data from the 1998 applications. Interrater reliability (measured by intraclass correlations for each rating scale dimension) was low to moderate, and differed by dimension. Halo error (measured by the determinant of the dimension intercorrelation matrices for each examiner) was present for all examiners. Leniency and severity (measured by presence of statistically significant Rater main effect for each dimension) was present for 11 of 32 cases, and differed by dimension. Range restriction (measured by variance analysis for each dimension) was present for 22 of 32 cases, and differed by dimension. A post-hoc principle component analysis indicated poor internal reliability for the rating scale. To improve, the SQA should replace the existing rating scale and provide in-depth training on all elements of the rating process. The importance of the SQA using boxplots, histograms, and rating effectiveness measures to make fully informed decisions was discussed. / Master of Science

Identifying and hiring the highest performers is essential for organizations to remain competitive. Research has provided effective guidelines for this but important aspects of these evidence-based processes have yet to gain acceptance among practitioners. The general aim of this thesis was to help narrowing the gap between research and practice concerning personnel selection decisions. The first study compared the validity estimates of general mental ability (GMA) and the five factor model of personality traits as predictors of job performance, finding that, when the recently developed indirect correction for range restriction was applied, GMA was an even stronger predictor of job performance than previously found, while the predictive validity of the personality traits remained at similar levels. The approach used for data collection and combination is crucial to forming an overall assessment of applicants for selection decisions and has a great impact on the validity of the decision. The second study compared the financial outcomes of applying a mechanical or clinical approach to combining predictor scores. The results showed that the mechanical approach can result in a substantial increase in overall utility. The third study examined the potential influences that practitioners’ cognitive decision-making style, accountability for the assessment process, and responsibility for the selection decision had on their hiring approach preferences. The results showed that practitioners scoring high on intuitive decision-making style preferred a clinical hiring approach, while the contextual aspects did not impact practitioners’ preferences. While more research may be needed on practitioner preferences for a particular approach, the overall results of this thesis support and strengthen the predictive validity of GMA and personality traits, and indicate that the mechanical approach to data combination provides increased utility for organizations. / <p>At the time of the doctoral defense, the following papers were unpublished and had a status as follows: Paper 2: Manuscript. Paper 3: Manuscript.</p>