2.8 Lectures
1 Opening Lecture
Performance: how well you do a certain task.
Success: what do you achieve with the task.
2 ways of looking to success
1. Objective
o How society evaluates success
o Observable career achievements
o Objectively measured.
o Measured: wages, promotions, power, prices and status.
2. Subjective
o How individual evaluates success?
o Personal standards of achievement
o Subjectively measured
o Measured: personal growth and satisfaction.
Physical Appearance
Attractiveness & height
Attractive people earn 10% more than unattractive workers.
Attractiveness: facial symmetry.
Attractiveness may influence job selection.
Height
Taller people earn more on average.
Height influences leadership emergence. (Taller people are more likely to be leaders)
Taller people have generally better performance compared to shorter individuals.
Average height is increasing every year.
Reasoning behind this advantage (physical appearance & height)
Pure bias (discrimination)
o Halo effect: the idea that if a person holds one positive trait then he/she is also expected
to hold other positive traits.
o Experiment: the manipulation of height/attractiveness lead to individuals to give higher
change to hire that person.
Causal modification effect
o Less relevant traits (attractiveness) more relevant traits (openness to experience, self-
esteem) success outcome.
Reflect genuine and relevant individual differences.
o If your health is good, it might affect your appearance and your brain.
Likely explanation interaction between the 3 explanations.
EXAM
60 multiple choice questions (3 answering possibilities)
Not going to ask a question about a topic that is only covered in lectures (WHAT A LIEEEE)
Online-proctored and high-stakes.
Always about the method and mostly about the results.
Focus on the outcomes of the articles.
If the results are very complicated, you don’t need to know everything.
, 2 Assessments and New Developments
Development centers
Looks at the talents of people.
Jobs are evolving.
Retirement age is going up.
Unemployment rates are dropping.
Who is the person / what are their
capabilities? What potential do they have?
Who will become a CEO, who will
become a manager?
Assessment center: what an individual
has an what does the job require.
Development assessment center: what an individual has an what does the job require. Can we
teach the skills that the applicant doesn’t have?
Job Vacancy rate
How many jobs are available?
Old-age dependency
Ratio between people who can work (15-65) over people who are over the age of 65 (who can no
longer work).
60/100 for every 100 people working there are 60 people not working.
Assessments
Interviews: listening, asking open questions, summarizing.
o Pit falls of it: halo/horn effect, projection problems (you do the same sport as me, you
should be a very nice person) , proximity errors (you are very good at skill A, you
should be good at skill B and C as well).
Interview techniques
Situative questions: what would you do
if this had happened?
General appraisal questions
Criterion based questions: have you
ever experienced bla bla bla? What did
you do? What were the results of your
actions?
Structured interviews are better than
unstructured interviews. They have
higher predictive validities.
Personality
Personality is stable.
Freud: ID: fun, EGO: reality, Super ego: perfection.
Krechmer: endomorph, ectomorph and mesodorph. The body types
determine your personality.
Trait approach openness to experience, conscientiousness,
extraversion, agreeableness, neuroticism and honest/humility.
Generally personality is measured by questionnaires.
1 Opening Lecture
Performance: how well you do a certain task.
Success: what do you achieve with the task.
2 ways of looking to success
1. Objective
o How society evaluates success
o Observable career achievements
o Objectively measured.
o Measured: wages, promotions, power, prices and status.
2. Subjective
o How individual evaluates success?
o Personal standards of achievement
o Subjectively measured
o Measured: personal growth and satisfaction.
Physical Appearance
Attractiveness & height
Attractive people earn 10% more than unattractive workers.
Attractiveness: facial symmetry.
Attractiveness may influence job selection.
Height
Taller people earn more on average.
Height influences leadership emergence. (Taller people are more likely to be leaders)
Taller people have generally better performance compared to shorter individuals.
Average height is increasing every year.
Reasoning behind this advantage (physical appearance & height)
Pure bias (discrimination)
o Halo effect: the idea that if a person holds one positive trait then he/she is also expected
to hold other positive traits.
o Experiment: the manipulation of height/attractiveness lead to individuals to give higher
change to hire that person.
Causal modification effect
o Less relevant traits (attractiveness) more relevant traits (openness to experience, self-
esteem) success outcome.
Reflect genuine and relevant individual differences.
o If your health is good, it might affect your appearance and your brain.
Likely explanation interaction between the 3 explanations.
EXAM
60 multiple choice questions (3 answering possibilities)
Not going to ask a question about a topic that is only covered in lectures (WHAT A LIEEEE)
Online-proctored and high-stakes.
Always about the method and mostly about the results.
Focus on the outcomes of the articles.
If the results are very complicated, you don’t need to know everything.
, 2 Assessments and New Developments
Development centers
Looks at the talents of people.
Jobs are evolving.
Retirement age is going up.
Unemployment rates are dropping.
Who is the person / what are their
capabilities? What potential do they have?
Who will become a CEO, who will
become a manager?
Assessment center: what an individual
has an what does the job require.
Development assessment center: what an individual has an what does the job require. Can we
teach the skills that the applicant doesn’t have?
Job Vacancy rate
How many jobs are available?
Old-age dependency
Ratio between people who can work (15-65) over people who are over the age of 65 (who can no
longer work).
60/100 for every 100 people working there are 60 people not working.
Assessments
Interviews: listening, asking open questions, summarizing.
o Pit falls of it: halo/horn effect, projection problems (you do the same sport as me, you
should be a very nice person) , proximity errors (you are very good at skill A, you
should be good at skill B and C as well).
Interview techniques
Situative questions: what would you do
if this had happened?
General appraisal questions
Criterion based questions: have you
ever experienced bla bla bla? What did
you do? What were the results of your
actions?
Structured interviews are better than
unstructured interviews. They have
higher predictive validities.
Personality
Personality is stable.
Freud: ID: fun, EGO: reality, Super ego: perfection.
Krechmer: endomorph, ectomorph and mesodorph. The body types
determine your personality.
Trait approach openness to experience, conscientiousness,
extraversion, agreeableness, neuroticism and honest/humility.
Generally personality is measured by questionnaires.
