Simulations

• Main Authors: LIEVENS, Filip, DE COETE, Britt
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2012
• Subjects: Work samples; Assessment centers; Situational judgment tests; High-fidelity simulations; Low-fidelity simulations; Human Resources Management; Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/5805; https://ink.library.smu.edu.sg/context/lkcsb_research/article/6804/viewcontent/simulations.pdf
• Institution: Singapore Management University

Simulations represent more or less exact replicas of tasks, knowledge, skills, and abilities required in actual work behavior. This chapter reviews research on the more traditional high-fidelity simulations (i.e., assessment centers and work samples) and contrasts it with the growing body of research on low-fidelity simulations (i.e., situational judgment tests). Both types of simulations are compared in terms of the following five statements: “The use of simulations enables organizations to make predictions about a broader array of KSAOs,” “We don't know what simulations exactly measure,” “When organizations use simulations, the adverse impact of their selection system will be reduced,” “Simulations are less fakable than personality inventories,” and “Applicants like simulations.” Generally, research results show that these statements apply to both high-fidelity and low-fidelity simulations. Future research should focus on comparative evaluations of simulations, the effects of structuring simulations, and the cross-cultural transportability of simulations.