Ausgesuchte Studien – Wissenschaftlicher Hintergrund
Gemeinsam mit Wissenschaftlern der Universität Göteborg und der Norwegischen Universität für Wissenschaft und Technologie haben wir verschiedene psychometrische und wissenschaftliche Studien zu Jobmatch.talent durchgeführt. Dabei haben wir detaillierte wissenschaftliche Nachweise zur Validität und Reliabilität erbracht und mit statistischen Nachweisen belegt.
Diese wissenschaftlichen Aspekte fließen bis heute regelmäßig in die Weiterentwicklung der Jobmatch-Instrumente ein, dies im Abgleich mit und ergänzend zu den Anforderungen, die aus der Praxis an uns herangetragen werden.
JobMatch Talent’s predictive validity
Psychology and Behavioral Science, International Journal has published a study on JobMatch Talent’s predictive validity. The study shows that JobMatch Talent’s predictive validity – ie the test’s ability to predict work performance is far above what other psychological tests have documented.
Professor Emeritus Trevor Archer from the University of Gothenburg believes that predictive validity is the most important factor for a test used in recruitment and HR.
The study shows that one can summarize JobMatch Talent’s predictive validity to .64, which is much higher than other tests. Professor Trevor Archer believes that this is probably due to the fact that the JMT test is specifically developed to predict work performance.
Different driving forces between male and female leadership
There are very few differences between male and female leadership styles; there is a significantly greater difference between younger and older managers, for example. What a new study from the University of Gothenburg on the personality test JobMatch Talent shows is that the underlying driving forces are all the more different. These insights can help to guide recruitments, evaluations or the creation of effective incentive programmes.
Study of JobMatch Talent’s predictive validity
Bertil Mårdberg, PhD, Professor emeritus. Bertil Mårdberg has previously acted as Professor of Psychometrics at the University of Bergen, Norway, and as Professor of Leadership Psychology at the Swedish Defence University. An occupational psychology test instrument, which is used to assess candidates for recruitment, should have an actual proven prognosis ability in work-related behaviours and performance. In this study, Bertil Mårdberg investigates JobMatch Talent’s actual ability to predict work performance in a recruitment situation. The study shows that JobMatch Talent has a very good ability to predict work performance in recruitment situations. He reports three values for predictive validity here. R-coefficients: 0.54, 0.70, 0.66. The mean value of the predictive validity is therefore 0.63. By comparing validity values with international studies, it is assessed that JobMatch Talent’s predictors have very high values.
Predictive validity is perhaps the most important kind of validity for a test used in recruitment. This study examines whether JobMatch Talent can actually predict (predicate) work-related behaviour and how this prediction can be related to similar scientific studies.
Converging and discriminate analysis validity between JobMatchTalent and the NEO PI-R test.
Danilo Garcia, D.Phil. in psychology; Ali Al Nima, MPhil in psychology; Trevor Archer, Professor of psychology, Catrin Rappe, Max Rapp Ricciardi.
In 2013 a comprehensive study was conducted together with researchers at the University of Gothenburg. 390 people took both the JobMatch Talent test and the NEO PI-R test.
A correlation analysis was conducted and the result showed that the majority of JobMatchTalent scales had logical (what is referred to in the article as convergent) connections. The authors found that JobMatchTalent showed good construct validity (this is denoted as convergent and discriminate validity in the article).
The article has been reviewed and published in the scientific journal PLOS ONE.
Study on manager’s attributes in relation to age
The extensive study of 6789 completed JobMatch Talent tests has now been reviewed and published. The relationship between age and attribute was investigated for individuals who sought different managerial positions in private and public organisations.
Conclusions: The managers’ stress sensitivity, strategic focus, energy and communication were similar in younger and older managers. The leadership style of older managers seemed to be less focused on tasks and less focused on their own ambitions, instead it was more about developing employees, building relationships and team spirit.
The report is reviewed and published in the scientific journal Clinical and Experimental Psychology.
Different driving forces between male and female leadership
There are very few differences between male and female leadership styles; there is a significantly greater difference between younger and older managers, for example. What a new study from the University of Gothenburg on the DNV audited personality test JobMatch Talent shows is that the underlying driving forces are all the more different. These insights can help to guide recruitments, evaluations or the creation of effective incentive programmes.
New research knocks down prejudices about female and male leadership
A new study from researchers at the University of Gothenburg now shatters several conceptions about how female and male managers differ. The study examines eight characteristics closely associated with management and leadership and the results show no gender differences in seven out of eight characteristics.
“The research results, which are based on the DNV certified recruitment test JobMatch Talent, show once and for all that gender does not affect the suitability of individuals or their characteristics as managers. For example, the perception that male executives take more initiatives while women are more empathetic is an entirely socially-constructed idea,” says Trevor Archer, researcher and Doctor of psychology at the University of Gothenburg.