SIGNIFICANCE TESTS AND CONFIDENCE INTERVALS FOR THE ADVERSE IMPACT RATIO

The two most common methods for assessing adverse impact, the four-fifths rule and the z -test for independent proportions, often produce discrepant results. These discrepancies are due to the focus on practical versus statistical significance, and on differing operational definitions of adverse impact. In order to provide a more consistent framework for evaluating adverse impact, a new significance test is proposed, which is based on the same effect size as the four-fifths rule. Although this new test was found to have slightly better statistical power under some conditions, both tests have low power under the typical conditions where adverse impact is assessed. An alternative to significance testing would be to report an estimate of the adverse impact ratio along with a confidence interval indicating the degree of precision in the estimate.     

THE ECONOMIC IMPACT OF JOB SELECTION METHODS ON SIZE, PRODUCTIVITY, AND PAYROLL COSTS OF THE FEDERAL WORK FORCE: AN EMPIRICALLY BASED DEMONSTRATION

In this study, job performance increases resulting from improved selection validity were measured empirically rather than estimated from the standard linear regression utility equations. Selection utility analyses based on these empirical measurements were carried out for most white-collar jobs in the federal government. Results indicate that selection of a one-year cohort based on valid measures of cognitive ability, rather than on non-test procedures (mostly evaluations of education and experience), produces increases in output worth up to $600 million for each year that the new employees remain employed by the government. Newly hired federal employees remain with the government an average of approximately 13 years, resulting in a total gain in output of almost $8 billion over this period. This gain represents a 9.7% increase in output among new hires. If total output is held constant rather than increased, new hiring can be reduced by up to 20,044 per year (a 9% decrease), resulting in payroll savings of $272 million for every year the new cohort of employees remains on the job. The percentage of new hires in the bottom decile of the non-test-selected job performance distribution     

Circumplex Model of Marital and Family Systems: Vl. Theoretical Update

This paper updates the theoretical work on the Circumplex Model and provides revised and new hypotheses. Similarities and contrasts to the Beavers Systems Model are made along with comments regarding Beavers and Voeller's critique. FACES II, a newly revised assessment tool, provides both "perceived" and "ideal" family assessment that is useful empirically and clinically.