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Situational Judgment Tests
Many work situations require the job incumbent to make a judgment about aspects of the situation and respond to the practical situational demands. An effective response to the practical demands of a situation may require the appropriate use of some combination of one's abilities and other personal attributes. Situational judgment tests (SJTs) are psychometric tests that are specifically designed to assess individual differences in this overall ability to make effective judgments or responses to a wide variety of situations.
Situational judgment tests are typically administered in a paper-and-pencil mode, although they may be implemented in other modes, such as video-based items and interview questions. The SJT is made up of several situations, each presenting a hypothetical critical incident and several courses of action in response to the situation. The instructional and response format is dependent on the specific SJT. In many SJTs, respondents are required to rate each possible course of action on a five-point effectiveness scale or indicate the best and worst action among the alternatives provided. In other SJTs, respondents are asked to rate each possible action in terms of the likelihood that they would adopt it or indicate their most likely and least likely actions among the possible actions provided.
Development of Situational Judgment Tests
Most modern versions of SJTs derive from the work of Stephen Motowidlo and his colleagues, which builds on Robert Sternberg's concept of tacit knowledge (i.e., job-relevant knowledge needed to accomplish everyday tasks that are usually not openly stated or part of any formal instruction) and improves the measurement of the concept by using job analyses to identify the types of judgments made on a specific job and to improve their content and face validity. The development process usually involves the identification of a set of work-related constructs that are targeted in an SJT. Job incumbents are asked to generate critical incidents or situations that require ability or expertise related to these constructs. Other job incumbents provide a set of possible actions that could be taken to resolve or improve the situations, and a third group, usually subject-matter experts, provide effectiveness ratings of each solution and judgments about the best and worst of the solutions. These ratings and judgments are analyzed and used to develop a final item and scoring key that is applied to the items. (Detailed examples of the SJT development process are provided in the references listed in Further Reading.)
Probably as a result of the job-relevant features of the test development process, studies have shown that respondents tend to have more favorable perceptions of SJTs compared with other types of employment tests, such as cognitive ability and personality tests, because they believe the tests are relevant to work situations and valid in predicting job performance. In addition to the evidence on the face validity of SJTs, there is increasing evidence that SJTs can produce substantial zeroorder and incremental criterion-related validities. However, unlike cognitive ability and personality measures, which have an extensive literature and large database, the empirical evidence on SJTs is much less established, and the theoretical or conceptual underpinnings of SJTs are much less understood.
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