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Test instructions to candidates

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  • Chapter 10 presents criteria and test types. This chapter include contents as: Validity, reliability, discrimination, administration, test instructions to candidates, backwash effects,...

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  • Validity  the extent to which it measures what it is supposed to measure & nothing else (content) Face validity Content validity Construct validity Empirical validity If a test item looks right to other testers, teachers, moderators & testees  described as having face validity In the past, regarded by test writers simply as a public relations exercise Now, designers of communicative tests: face validity- the most important of all types of validity

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  • Score gains in the Writing component of the Test have been the main focus of much of this research. Green (2004) presents the findings of four studies, all of which involved candidates whose average initial score was 5.0 and who were undertaking periods of English language instruction of not more than three months. Average score gains in these four studies were less than half a band. In these studies, the candidates who achieved a score of 5.0 or below on the first test tended to improve on the second, while those achieving a score of 7.0 tended to receive a...

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  • SAMPLE PAPER 1 Approx. 30 minutes (including 8 minutes transfer time) Additional materials: Answer sheet Soft clean eraser Soft pencil (type B or HB is recommended) TIME Approx. 30 minutes (including 8 minutes transfer time) INSTRUCTIONS TO CANDIDATES Write your name, Centre number and candidate number in the spaces at the top of this page. Write these details on your answer sheet if they are not already printed. Answer all questions. Write your answers on the question paper.

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  • The study examines two dimensions that impact virtual team decision making. One is the influence of collaboration process structure: the sequences, patterns, and routines participants use to interact and solve problems. The other is technology affordance: the strengths and weaknesses of technologies in terms of the usefulness they offer to teams when performing tasks. Some teams used a structured collaboration process with monitoring, coordination, and backup functions during a decision-making discussion. Other teams had no discussion process instructions.

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