(Solution) 12 Case Analysis - CITY HALL New Haven, Connecticut. You Never Thought Promoting Good People Could Be So Difficult, But You Couldn't Have Been More... | Snapessays.com


(Solution) 12 Case Analysis - CITY HALL New Haven, Connecticut. You never thought promoting good people could be so difficult, but you couldn't have been more...


Should you let the test results stand and promote the white and Hispanic candidates? Or should you throw out the test results and start over with another test? Or should you reweight the components of the current test, which now gives 60 percent weight to the multiple-choice items and 40 percent weight to the oral exams? What’s the best option and why?What additional steps should the department have taken to properly prepare the tests and ensure that they were scored fairly and accurately? What evidence should it provide so you can know whether the tests are accurate?If this goes to court, and you know it will, what will happen? Will the court support the use of the tests or not?Ch. 12 Case Analysis -

 

CITY HALL

 

New Haven, Connecticut.

 

You never thought promoting good people could be so difficult, but you couldn’t have been more

 

wrong. Based on the City charter, which mandates that only the most qualified job candidates are

 

promoted, your goal as City Manager was to create a fair set of tests to select the best candidates

 

for promotion to lieutenant and captain positions in the Fire Department.

 

So you carefully selected an experienced testing firm, SIOP, and paid it $100,000 to develop

 

these tests. Following good human resources management practice, SIOP used job analyses to

 

determine the tasks, knowledge, skills, and abilities needed to succeed in lieutenant and captain’s

 

jobs. SIOP consultants interviewed experienced lieutenants and captains, observed them in their

 

jobs, rode with them on fire and emergency calls, and then asked your current chiefs, captains,

 

and lieutenants to respond to specific questionnaires about their jobs. And, at every step, SIOP

 

was careful to oversample minority firefighters so that the exams, developed from these job

 

analyses, wouldn’t favor white candidates. Based on the results, SIOP then wrote multiple-choice

 

exam items for the most important parts of lieutenant and captain jobs; developed a detailed list

 

showing which information in its training manuals, procedures, and materials was used to write

 

those exam items; and then double-checked that list with New Haven’s fire chief and assistant

 

fire chief. Each test had 100 multiple-choice tests (written at tenth-grade reading levels) based on

 

the material cited in those lists, which the city, in turn, gave to the candidates to help study

 

during a three-month review period. While the multiple-choice tests focused on job-specific

 

knowledge, SIOP created oral exams to test job skills and abilities, writing hypothetical

 

questions and scenarios based on real-life situations that tested candidates’ incident-command

 

skills, leadership and command presence, and firefighting strategies. Each candidate was given

 

three hypothetical questions that were answered in front of and scored by three assessors.

 

Under the City charter’s “rule of three,” each vacancy is filled by choosing the top three scorers

 

on the list. So for the first vacancy, you can offer the position to any of the top three. Let’s say

 

you offer it to the second highest scorer who takes the job. The next vacancy must be offered to

 

either the highest, the third highest, or the fourth highest scoring candidates, and so on. Of the 77

 

people who took the Lieutenant test, 34 passed, 25 of whom were white, 6 were black, and 3

 

were Hispanic. But, with the “rule of three” and just 8 vacant lieutenant jobs, only the 10 top

 

candidates could be offered jobs. All were white. Of the 41 people who took the captain test, 22

 

passed, 16 of whom were white, 3 were black, and 3 were Hispanic. This time, with 7 vacant

 

captain jobs, the “rule of three” permits only the 9 top candidates to receive job offers—7 were

 

white and 2 were Hispanic.

 

This is precisely what you had hoped to avoid. So, what do you do now? Should you let the test

 

results stand and promote the white and Hispanic candidates to the vacant positions (as suggested

 

by the candidates who felt that their high test scores gave them the right to promotion)? Or

 

should you throw out the test results and start over with another test (as suggested by the

 

president of the International Association of Black Professional Fire Fighters)? Or should you

 

reweight the components of the current test, which now gives 60 percent weight to the multiple-

 

choice items and 40 percent weight to the oral exams (as suggested by another test consultant)?

 

What’s the best option and why? Next, as you review the steps that SIOP took, you wonder what

 

additional steps it should have taken to properly prepare the tests and ensure that they were

 

scored fairly and accurately. Also, what evidence should it provide so you can know whether the

 

tests are accurate? Finally, if this goes to court, and you know it will, what will happen? Will the

 


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