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Cognitive Ability Tests
Although there are many definitions of cognitive ability, most focus on the notion that cognitive ability is both a determinant and a product of human learning. A common definition of cognitive ability describes it as a general mental capability that involves, among other things, the ability to reason, plan, solve problems, think abstractly, comprehend complex ideas, learn quickly, and learn from experience. Given this definition, it is easy to see why cognitive ability is often used synonymously with the term intelligence and why it has long been an important construct for industrial and organizational psychologists.
Cognitive Ability Testing in Industry
Over the past century, a number of mental tests have been created to measure both general cognitive ability and specific abilities or aptitudes. In particular, such tests have been used to assess preemployment candidates in industry since the 1920s. These tests usually contain questions related to mathematical, verbal, spatial, and mechanical material and are typically delivered using paper and pencil. For example, cognitive ability tests have been created to measure people's specific aptitude to solve math problems, read and answer questions about written material, and mentally rotate figures. Given the long history of these tests in industry, it is not surprising that there is widespread, global use of cognitive ability tests in companies for predicting on-the-job performance and a number of other important workplace outcomes.
Prediction of Workplace Outcomes
Cognitive ability tests have long been used in industry to assess preemployment candidates because of the strength with which they predict on-the-job performance for all jobs. In fact, extensive meta-analytic evidence from validity studies across a range of jobs (e.g., clerical, military, sales, and white-collar positions) makes a strong case for g, or general mental ability (GMA), as the single best predictor of performance. Meta-analytic studies conducted in the United States report predictive validity between GMA and performance ranging from .31 (refinery workers) to .73 (computer programmers), and meta-analytic studies from the European Community report a similar range and an overall operational validity of .62.
As evidenced by this wide range of correlations in the United States and in Europe, the value of the predictive validity of GMA for job performance varies according to the complexity of the job. For example, manual labor jobs tend to have validity coefficients around .25, whereas most white-collar jobs tend to have coefficients ranging from .50 to .60. Therefore, it is the complexity of the job that moderates the validity of GMA for predicting job performance. Along with job complexity, another factor originally thought to be related to the GMA-performance relationship is job experience. In particular, it was thought that this relationship would decrease with increasing job experience. Recent investigation, however, shows that the predictive validity of GMA is stable and does not decrease over time with increased job knowledge. This finding makes sense because GMA is believed to be the factor that turns experience into increased performance.
In addition to their use in predicting job performance, cognitive ability tests have also been used to successfully predict other important workplace criteria. For example, U.S. meta-analytic research findings show a strong predictive correlation of .62 between GMA and training performance, whereas European findings report a correlation of .54. Meta-analytic research also shows that GMA is related to occupational attainment, though findings vary depending on whether the investigation is cross-sectional (.62) or longitudinal (.51). Cognitive ability results increase and standard deviations and score ranges decrease with increasing occupational level; in other words, it seems that those low in GMA have a more difficult time attaining high-level occupations.
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- Foundations: History
- Army Alpha/Army Beta
- Hawthorne Studies/Hawthorne Effect
- History of Industrial/Organizational Psychology in Europe and the United Kingdom
- History of Industrial/Organizational Psychology in North America
- History of Industrial/Organizational Psychology in Other Parts of the World
- Human Relations Movement
- Project A
- Scientific Management
- Scientist-Practitioner Model
- Unions
- Foundations: Ethical and Legal Issues
- Adverse Impact/Disparate Treatment/Discrimination at Work
- Affirmative Action
- Age Discrimination in Employment Act
- Americans with Disabilities Act
- Bona Fide Occupational Qualifications
- Civil Rights Act of 1964, Civil Rights Act of 1991
- Comparable Worth
- Corporate Ethics
- Corporate Social Responsibility
- Employment at Will
- Equal Pay Act of 1963
- Ethics in Industrial/Organizational Practice
- Ethics in Industrial/Organizational Research
- Family and Medical Leave Act
- Glass Ceiling
- Labor Law
- National Institute for Occupational Safety and Health/Occupational Safety and Health Administration
- Race Norming
- Sexual Discrimination
- Sexual Harassment at Work
- Stereotyping
- Test Security
- Uniform Guidelines on Employee Selection Procedures
- Workplace Accommodations for the Disabled
- Foundations: Research Methods
- Benchmarking
- Case Study Method
- Competency Modeling
- Content Coding
- Critical Incident Technique
- Cross-Cultural Research Methods and Theory
- Experimental Designs
- Focus Groups
- Lens Model
- Linkage Research and Analyses
- Longitudinal Research/Experience Sampling Technique
- Meta-Analysis
- Naturalistic Observation
- Nonexperimental Designs
- Organizational Surveys
- Policy Capturing
- Program Evaluation
- Qualitative Research Approach
- Quantitative Research Approach
- Quasi-experimental Designs
- Sampling Techniques
- Simulation, Computer Approach
- Survey Approach
- Verbal Protocol Analysis
- Foundations: Measurement Theory and Statistics
- Classical Test Theory
- Confidence Intervals/Hypothesis Testing/Effect Sizes
- Construct
- Criterion Theory
- Descriptive Statistics
- Differential Item Functioning
- Factor Analysis
- Generalizability Theory
- Incremental Validity
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- Utility Analysis
- Validation Strategies
- Validity
- Industrial Psychology: Understanding and Assessing Individual Differences
- Affective Traits
- Big Five Taxonomy of Personality
- Biographical Data
- Cognitive Abilities
- Cognitive Ability Tests
- Computer Assessment
- Core Self-Evaluations
- Emotional Intelligence
- Employment Interview
- Genetics and Industrial/Organizational Psychology
- Graphology
- Gravitational Hypothesis
- Hardiness
- Impression Management
- Individual Assessment
- Individual Differences
- Integrity Testing
- Job Knowledge Testing
- Letters of Recommendation
- Locus of Control
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- Motivational Traits
- Need for Achievement, Power, and Affiliation
- Optimism and Pessimism
- Personality
- Personality Assessment
- Physical Performance Assessment
- Practical Intelligence
- Protestant Work Ethic
- Self-Esteem
- Situational Judgment Tests
- Standardized Testing
- Stereotype Threat
- Trainability and Adaptability
- Type A and Type B Personalities
- Work Samples
- Work Values
- Industrial Psychology: Employment, Staffing, and Career Issues
- Dictionary of Occupational Titles
- Applicant/Test-Taker Reactions
- Banding
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- Industrial Psychology: Developing, Training, and Evaluating Employees
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- Withdrawal Behaviors, Lateness
- Withdrawal Behaviors, Turnover
- Workplace Incivility
- Industrial Psychology: Motivation and Job Design
- Action Theory
- Control Theory
- Empowerment
- Expectancy Theory of Work Motivation
- Goal-Setting Theory
- Human–Computer Interaction
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- Job Characteristics Theory
- Job Design
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- Job Rotation
- Job Sharing
- Need Theories of Work Motivation
- Path–Goal Theory
- Positive Psychology Applied to Work
- Self-Concept Theory of Work Motivation
- Self-Efficacy
- Self-Regulation Theory
- Social Cognitive Theory
- Telecommuting
- Theory of Work Adjustment
- Two-Factor Theory
- Work Motivation
- Workaholism
- Industrial Psychology: Leadership and Management
- Abusive Supervision
- Behavioral Approach to Leadership
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- Employee Grievance Systems
- Global Leadership and Organizational Behavior Effectiveness Project
- Implicit Theory of Leadership
- Judgment and Decision-Making Process
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- Leader–Member Exchange Theory
- Leadership and Supervision
- Least Preferred Coworker Theory
- Life-cycle Model of Leadership
- Normative Models of Decision Making and Leadership
- Reinforcement Theory of Work Motivation
- Situational Approach to Leadership
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- Trust
- Industrial Psychology: Groups, Teams, and Working with Others
- Conflict at Work
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- Diversity in the Workplace
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- Networking
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- Virtual Teams
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- Industrial Psychology: Employee Well-Being and Attitudes
- Affective Events Theory
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- Eustress
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- Mood
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- Psychological Contract
- Quality of Work Life
- Role Ambiguity
- Role Conflict
- Role Overload and Underload
- Stress, Consequences
- Stress, Coping and Management
- Stress, Models and Theories
- Theory of Reasoned Action/Theory of Planned Behavior
- Union Commitment
- Work–Life Balance
- Industrial Psychology: Organizational Structure, Design, and Change
- Attraction–Selection–Attrition Model
- Automation/Advanced Manufacturing Technology/Computer-Based Integrated Technology
- Balanced Scorecard
- Compressed Workweek
- Downsizing
- Entrepreneurship
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- Globalization
- High-Performance Organization Model
- Learning Organizations
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- Organizational Behavior
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- Organizational Change
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- Organizational Communication, Formal
- Organizational Communication, Informal
- Organizational Culture
- Organizational Development
- Organizational Image
- Organizational Politics
- Organizational Sensemaking
- Organizational Structure
- Outsourcing
- Shiftwork
- Sociotechnical Approach
- Strategic Planning
- Survivor Syndrome
- Terrorism and Work
- Theory of Action
- Total Quality Management
- Virtual Organizations
- Workplace Injuries
- Workplace Safety
- Professional Organizations and Related Fields
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