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ICF International presented the following presentations at the 24th Annual Conference for the Society of Industrial and Organizational Psychology (SIOP). For more information, contact work@icfi.com.
Presentation by Ray Morath, ICF International, at the Society for Industrial and Organizational Psychology (SIOP) Annual Meeting, April 1-4, 2009, New Orleans, Louisiana. ICF assisted the Joint Education and Doctrine Branch (J7) of the Joint Staff in developing a model of those competencies required of joint senior leaders in the envisioned force of 2015. The approach for achieving this goal involved two overarching yet interdependent methodologies—literature review and subject matter expert (SME) interviews—that took place concurrently over an approximate four-month timeframe. The methods were interdependent to the extent that each produced information and findings that informed the other. The joint senior leader competency model that resulted from our methodology has been used to guide joint professional military education and officer professional development within the Services.
Symposium presentation by Cody Martin, ICF International, at the Society for Industrial Organizational Psychology Annual Conference (SIOP), April 1-4, 2009, New Orleans, Louisiana. In 2007, during a project to help Texas Child Protective Services (CPS) redesign its training curriculum, ICF International developed an approach to apply the rigor of a task-based job analysis (TJA) to the “large-organization, fast-return” environment. The contract called for the application of traditional TJA principles to the analysis of nine caseworker positions. Tasks and knowledge, skills, abilities, and other characteristics (KSAOs) were validated on a sample of almost 400 incumbents, and a full report and recommendations were completed and delivered to the client in just six months. In order to observe a sufficient number of caseworkers in each of the nine positions in those offices, ICF recruited, trained, and deployed 150 job analysts. The analysts were closely supervised as they interviewed, observed and documented incumbent tasks and KSAOs. The data they collected were uploaded daily via a Web interface so that data cleaning and preliminary analysis could occur simultaneously. Task analysis worksheets were developed, reviewed, and edited by SMEs, rated by additional SMEs, and then ratings were refined during SME task analysis panels. The results of this study provided the foundation for developing training based upon the exact needs of CPS caseworkers.
Presentation by Lance Anderson, and Jennifer Harvey of ICF International, and Gary Giumetti of Clemson University, at the Society for Industrial and Organizational Psychology (SIOP) Annual Conference, April 1-4, 2009, New Orleans, Louisiana. The environmental impact of work behavior is likely to be substantial, yet little has been done to systematically understand and change this behavior. One way to change the environmental impact of work behavior is to describe the average impact of every job, thus setting up a baseline for workers and employers to use for comparison. To increase the usefulness of this information, data could be gathered according to methods that would allow the data to be merged with other databases such as the U.S. Department of Labor’s O*NET occupational database. The authors propose an environmental impact content domain and discuss a variety of techniques for gathering data on environmental impact. The proposed content domain would describe the environmental impact of jobs in terms of facility and production sources, with individual impacts including those on natural resources, energy, and waste/pollutants.
Poster presented by Michael Lodato, ICF International, at the Society for Industrial and Organizational Psychology (SIOP) Annual Meeting, April 1-4, 2009, New Orleans, LA. Although employers have been urged to use analytical approaches to selection over more intuitive, holistic approaches, many managers continue to hold on to the belief they can hire the best employees by relying on their intuition without the assistance of decision aids. This study investigated reasons why managers prefer either an intuitive or analytical selection style. Findings suggest that although managers may often rely on their intuition because they are not familiar with the flaws in that approach, they can be taught to rely more on analytics.
Presentation by Beth A. Heinen, Ph.D., ICF International, and George Mason University, at the Society for Industrial and Organizational Psychology (SIOP) Annual Meeting, April 1–4, 2009, New Orleans, Louisiana. This study examines how specific leadership behaviors differentially relate to nonwork outcomes. In particular, this study examines the relationship between behaviors espoused in transformational leadership theory and perceptions of work-family climate, as well as the mediating effect of work-family climate between these leadership behaviors and work interfering with family conflict. Data were collected via on-line survey from 320 employees from a large mid-Atlantic consulting firm. Results suggest that certain transformational leader behaviors (e.g., high performance expectations) are negatively related to employee perceptions of a family-supportive work-family climate, while other transformational leader behaviors (e.g., intellectual stimulation, considerate leader behaviors) positively relate to perceptions of work-family climate. High performance expectations were found to have a negative nonlinear relationship with perceptions of a family-supportive work-family climate, while serving as a role model of work-family balance was found to have a positive nonlinear relationship with perceptions of a supportive work-family climate. Lastly, all leader behaviors were found to indirectly relate to levels of work interfering with family conflict through their influence on work-family climate.
Poster presented by Arnold Leonard, ICF International, at the Society for Industrial and Organizational Psychology (SIOP) Annual Meeting, April 1–4, 2009, New Orleans, Louisiana. ICF assisted the U.S. Army Center for Army Leadership by conducting experimental research to determine the effectiveness and efficiency of four methods of providing multi-source (360-degree) assessment feedback support to assessed individuals. This research compared feedback report interpretation assistance and developmental action plan coaching via face-to-face, telephonic, e-mail, and hotline methods. Results of the research and ICF recommendations were used by the U.S. Army in designing its newly established Multi-Source Assessment and Feedback program for Officers and Noncommissioned Officers, Army-wide.
Poster presented by Jessica Deares, ICF International, at the Society for Industrial Organizational Psychology (SIOP) Annual Conference, April 1-4, 2009, New Orleans, Louisiana. Recent findings have shown that raters hold various goals when they make performance ratings; for example, raters may desire to motivate the target, to identify the target’s strengths or weaknesses, or to provide ratings that are fair. Previous research has not examined whether rater goals change based on the target’s performance level; hence, this was the focus of the current study. Results indicated that motivation goals are positively associated with target performance, while identifying weaknesses goals are negatively associated with target performance. Highly conscientious raters are more likely to hold identifying weaknesses goals for high performers, while the reverse is true for low conscientiousness raters. High conscientiousness raters were less likely to hold motivation goals for low performers, while low conscientiousness raters were more likely to hold motivation goals regardless of target performance.
Presentation by Heidi Keller-Glaze and Jeff Horey, ICF International, and Jon Fallesen, U.S. Army Center for Army Leadership at the Society for Industrial and Organizational Psychology (SIOP) Annual Meeting, April 1-4 2009, New Orleans, Louisiana. ICF has been working with the Center for Army Leadership for several years to develop, validate, and implement a core leader competency model for Army leaders. The model was developed, using a content-valid approach to be function-based (i.e., addressing what leaders do) and future-oriented. Evidence of the criterion-related validity of the competency model was gathered through data from superiors and subordinates. The model is published in Army doctrine (Army Leadership, Field Manual 6-22) and is being implemented in training and assessment activities.
Presentation by Lance Anderson of ICF International at the Society for Industrial and Organizational Psychology (SIOP) Annual Conference, April 1-4, 2009, New Orleans, Louisiana. The purpose of this presentation is to introduce a cost-benefit method of standard setting where simulation is used to evaluate different potential cut-points in the multiple-hurdle selection scenario. Cut scores are often used in the first phase of a multiple-hurdle selection system to identify the candidates that should advance to the next phase. Following completion of Phase 1, candidates are rank ordered based on their total score on the Phase 1 assessments, and individuals at or above a certain cut-point are identified as eligible for selection. In this situation, we suggest using a cost-benefit method informed by simulation. The method involves considering the potential benefits of setting a particular cut–point relative to the costs such as false rejects. A “false reject” is a candidate rejected at Phase 1 who would have been selected in a later phase. This presentation discusses how simulation could be used to predict false rejects for a variety of selection scenarios and interrelationships among tests. Use of the technique allows the user to maximize validity and fairness given certain practical limitations.
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