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Correlation Project

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33 views3 pages

Correlation Project

Uploaded by

natalie.rose26
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Natalie Robinson

PSY 101 - Introduction to Psychology


Correlation and Decision Making Special Assignment
Data Table
IQ Interview Performance

103 7 5
119 5 9
100 4 7
103 7 6
112 5 9
129 6 10
89 6 7
99 6 5
84 7 7
104 4 7
89 4 8
132 6 8
87 4 7
109 4 9
139 5 10
93 2 7
83 5 5
Hypothesis:

IQ and Performance:
H1: Persons with high IQ scores will have higher performance scores.
H0: There will be no relationship between IQ scores and performance scores.
Interview and Performance:
H1: Persons with high interview scores will have higher performance scores.
H0: There will be no relationship between interview scores and performance scores.
IQ and Interview:
H1: Persons with high IQ scores will perform better in interviews.
H0: There will be no relationship between IQ scores and interview scores.

Actual Correlations:
IQ vs. Performance: 0.712 (Positive correlation)
Interview vs. Performance: 0.685 (Positive correlation)
IQ vs. Interview: 0.332 (Positive correlation)

Conclusion:
The analysis of the data from International Sponge Manufacturing (ISM) revealed the following correlations:

1. IQ vs. Performance: A strong positive correlation of 0.712 indicates that higher IQ scores are associated with better
performance levels among employees. This suggests that cognitive ability plays a signi cant role in predicting job performance
in sponge production.

2. Interview vs. Performance: A slightly lower positive correlation of 0.685 shows that higher interview scores also predict better
performance. This indicates that interview assessments are effective, but not as strongly predictive as IQ scores.

3. IQ vs. Interview: The correlation of 0.332 suggests a weak positive relationship, indicating that while there is some connection
between IQ scores and interview ratings, it is not robust. This may imply that interviews do not signi cantly capture cognitive
abilities.

Based on these ndings, it is clear that both IQ scores and interview scores positively correlate with performance, but the IQ test
appears to be the better predictor.
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Discussion:

The results of this study provide valuable insights for ISM's hiring practices. Given the strong correlation between IQ scores and
employee performance, it is advisable for ISM to consider placing greater emphasis on IQ assessments in their recruitment process.
The data suggests that individuals with higher IQs tend to perform better in their roles, which could translate to increased productivity
and ef ciency in sponge production.

While interview scores also show a positive correlation with performance, the slightly lower correlation indicates that they may not be
as effective as IQ tests in predicting future job success. This could prompt ISM to reevaluate the weight given to interview
performance in their hiring criteria.

It is also worth noting the weak correlation between IQ and interview scores. This raises questions about the effectiveness of
interviews in measuring cognitive abilities. ISM might consider training interviewers to focus on assessing relevant competencies that
align more closely with job performance, potentially incorporating situational judgment tests or other assessments alongside
traditional interviews.

In summary, ISM should prioritize IQ testing in their hiring processes to enhance their selection of candidates, potentially leading to
improved overall performance. However, incorporating a comprehensive approach that includes well-structured interviews and
additional assessments could further strengthen the hiring process and help identify candidates who excel in both cognitive abilities
and interpersonal skills.
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