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PSYCH 364 Exam #2
| Term | Definition |
|---|---|
| 4/5ths (or 80%) rule: | according to this rule, a protected group’s selection ratio may not be less than 80% of the majority group’s ratio - criticized because it is prone to giving false positives (shows discrimination when none exists) |
| Selection Ratio: | → EX: 5 women apply/ how many hire before adverse impact= 4 → ⅕ = 20% → have to higher 80% of 20% → selection ratio of women |
| Job analysis | analysis of work / the employee characteristics needed to perform the work successfully |
| Tasks: | the elements of a job analysis that are typically used to describe the job itself |
| KSAOs def: | knowledge, skills, abilities, other characteristics / are used to describe the attributes workers need to carry out their work effectively |
| KSAOs (each part) | → Knowledge= generally something a person learns from a book → Skills= something an employee can learn how to do → Abilitiy= innate talent (spatial relationships ability) → Other characteristics= refers to personality traits (extraversion) |
| Subject matter experts (SMEs) | people (e.g. employees/ supervisors) who provide info abt the job |
| Linkage survey | sample of SMEs are asked to indicate how important each of the KSAOs is to each job task |
| Work analysis | based on idea that an employee may need to perform a variety of evolving jobs within an organization |
| Job classification | group of related duties within an organization |
| Position | duties that can be carried out by one person |
| Job descriptions | provides the title/ purpose of the job/ general overview of the essential tasks, duties, responsibilities (observable actions) associated w/ the job |
| Job specification | focus on characteristics of an employee who does the job - Employee’s attributes for the job (job specification)- what you have to have to do this job |
| work flow analysis | a broad, organization-level focus on work within the organization/ within organizational units + the input needed |
| Cognitive task analysis | A type of job analysis that focuses on mental tasks that may not be observable by others but could be described by an SME |
| Definition of a “test”/ What they prohibit | Organizations often use tests that may lead to greater hiring of one group than others - Tests need to have validity |
| Criticality survey | in-depth analysis of criticality of tasks and KSAOs, in which larger groups of SMEs rate each task and KSAO in terms of how critical |
| Critical Incidents Technique aspects | 1. Describe important situations 2. Generate good/ poor responses 3. Provides rich information 4. Valuable information |
| Critical Incidents Technique def | technique that involves asking SMEs to describe important job situations that they frequently encounter on the job |
| Position Analysis Questionnaire | “off-the-shelf” job analysis survey consisting of 195 generic statements describing what characteristics a worker needs to possess |
| Occupational Information Network (O*NET) | handy source of job analysis data about a range of occupations, and it can provide a useful start to the job analysis process - useful job analysis framework/ understand variety |
| Competency Modeling | involves understanding what KSAOs (competencies) are needed for doing a job / how they manifested on the job in terms of behaviors - See similarities / differences + goals/ values - beneficial for career development |
| Job design | identify how job's characteristics are experienced from employees to enhance performance - organizing tasks, responsibilities, roles for employees |
| Jog enlargement | more responsibilities to a job so that it is less boring and more motivating for workers - vertical/ horizontal --> more responsiblity= should be more money |
| Job enrichment | allowing workers to have greater decision-making power - giving people actual decision making freedom tends to make people much happier |
| Job rotation | Rotating employees from one job to another, allowing them to learn new skills |
| Job crafting | Redesigning one’s own job to fit one’s needs (e.g., abilities, interests) 1. Job design 2. job enlargement 3. job enrichment 4. job rotation |
| Job design considerations | 1. JCM 2. JDR 3. JDC |
| Job characteristics model (JCM) | first complete model of job design, explaining which job characteristics are the most important to increasing worker motivation |
| Job demands-resources model (JDR) | emphasizes that job demands, such as workload and time pressure, can be counteracted by characteristics such as job control, participation, support |
| Job demands-control model (JDC) | emphasizes that employees experience stress when there are high job demands and little control over their job |
| Identifying KSAOs (job design considerations) | 1. skill variety 2. task variety 3. task significant 4. task autonomy 5. task feedback |
| skill variety | how many diff things can u do |
| task identity | what is the specific task you do and identify it |
| Task significant | how important is the task |
| Task autonomy | how much freedom have at job |
| Task feedback | feedback from the work itself |
| flextime | work arrangement in which workers can choose from a number of work schedules |
| workforce planning | process of determining what work needs to be done in both the short and the long term and coming up with a strategy regarding how those positions will be filled |
| Workforce planning Steps | 1. forcasting 2. set recruitment goals 3. develop recruitment process 4. implement recruitment process 5. evaluate recruitment process |
| 1. Forecasting | estimates during workforce planning regarding what specific positions need to be filled and how to fill them - estimates of needs |
| 2. Set recruitment | specific goals that are aligned w/ organization’s strategic plans |
| Succession Planning/ Leadership Development (4) | 1. succession planning 2. leadership development 3. replacement planning 4. succession management |
| 1. Succession planning | Taking stock of which employees are qualified to fill positions that are likely to be vacated soon/ developing long term pool of talent within an organization to fill future leadership roles - active forecasting |
| 2. Leadership development | formal and informal opportunities for employees to expand their KSAOs |
| 3. Replacement planning | process of identifying a minimal plan of individuals to take over top leadership roles over time/ specific key positions when needed, often shorter term focus on filling a vacancy quickly |
| 4. Succession management | process of identifying and developing successors at all levels of the organization |
| Labor market conditions | number of jobs available compared to the number of individuals available with the required KSAOs to do those jobs |
| workforce labor shortage | Labor market conditions in which there are more jobs available than workers to fill them (TIGHT) |
| workforce labor surplus (slack) | Labor market conditions in which there is more available labor than organizations need (LOOSE) |
| Talent analysis | process of gathering data to determine potential talent gaps, or the difference between an organization’s talent demand and the available talent supply |
| Talent pool | group of individuals (employees or potential applicants) who possess the KSAOs to fill a particular role |
| Recruitment | identifying a group of individuals (employees or potential applicants) who possess the KSAOs to fill a particular role |
| Recruitment strategy | formalization of the recruitment process at a given organization - strategy development= need/ placement |
| Why recruitment maters | Critical= innovation, performance, culture Start of the employee life cycle Source of human capital |
| Recruitment activities | which methods will be used, what information about the job will be conveyed, and the details of the strategy developed in the previous step |
| Role of Recruiters in the Recruitment Process | - Hiring Manager - Effectiveness= strengths/ weaknesses - Large pool of applicants - Confident in assessment solutions - improve on recruitment process is by introducing recruitment activities |
| Hiring Manager | person who asked for the role to be filled and/or to whom the new hire will be reporting as their manager |
| Stages of Recruitment move through... | recruitment funnel |
| Recruitment funnel | A situation in which the number of applicants gets smaller as people move through the selection process - Get many people to work, trying to make the company attractive, help applicant picks you |
| Stages of Recruitment (3) | 1. Generate applicants 2. Maintain applicant interest/ particpation 3. Influence job choice |
| 1. Generating applicants | Determines the talent pool that will be considered for positions within an organization - applicant quantity/ quality (generate sufficient # of applicants) - Requisite skills needed |
| Realistic job previews (RJP) generating applicants | Offers potential applicants a realistic view of the actual job, including both positive /negative information |
| Recruitment sources | - unadvertised jobs - internal/ external recruitment sources |
| Recruitment sources (2 main categories) | 1. Passive 2. Active |
| Passive recruitment | seeks out people who are already employed / uses social networking |
| Acitive recruitment | seeks out job seekers (search for candidates/ uses job boards) |
| Internal recruiting sources | recruiting internally from company Helps to retain / readonly good talent - enlarge jobs for exisitng employees (longer hours) - alumni employees |
| External recruiting sources | employer’s actions that are intended to bring a job opening to the attention of potential job candidates outside of the organization - walk-ins, freelance employees, employee referrals |
| Recruiting for diversity | Gender Racial Age Veterans Differently abled |
| Gender diversity | Unconscious bias limits diversity Conscious effort to overcome Some industries have hard time recruiting / retaining women Attract wider range of applicants |
| Racial diversity | Strategic Ad placement increase diversity african americans were more attracted to organizations that emphasize a commitment to equal opportunity Recruitment materials show diversity Align message w/ reality |
| Age diversity | few stereotypes for older workers is true Older workers bring important human capital Aware of bias against older applicants |
| Veterans | Challenge to match KSAOs Strategies for success Supervisor role retention of veterans |
| Differently Abled Individuals | Job analysis determines qualified / not exclude With or without accommodations (ADA reasonable) Reasonable accommodations must be made |
| Maintaining applicant interest (Interviews) | 1. Information interview 2. selection interview |
| 1. Informational interview | exchange of information between an individual and an organizational representative |
| 2. Selection interview | evaluation |
| Remote work | work arrangement in which an employee is not physically at an office or other location but instead works a substantial amount of time away from the office Flexibility can allow workers to better manage their nonwork lives and save commuting time |
| Influencing job choice | Organizational image, brand, reputation Organizational fit Job features Alternative offers |
| Executive orders | presidential orders that carry the force of law - directing federal agencies to act in certain way) (federal/ state) |
| Equal Employment Opportunity (EEO) | federal law prohibits discrimination in employment decisions based on protected characteristics |
| Equal Employment Opportunity Commission (EEOC) | independent federal agency that ensures compliance w/ the law / provides outreach activities designed to prevent discrimination |
| Office of Federal Contract Compliance Programs (OFCCP) | a division of the Department of Labor; monitors EEO compliance of federal contractors |
| Equal Pay Act (1963 - updated Lily Ledbetter 180 days) | Ensures that employees can file claims of pay discrimination within 180 days of each discriminatory paycheck, rather than just the initial discriminatory one |
| Laws protecting Pregnant Employees | → What they apply to?: 15 or more employees → What they prohibit?: discriminating against employees due to pregnancy or related conditions |
| Pregnancy Discrimination Act (PDA) of 1978: | amends Title VII/ prohibits employers from discriminating against employees due to a pregnancy or related conditions |
| Age Discrimination in Employment Act of 1967 (ADEA) | → What they apply to?: employers w/ 20 or more workers → What they prohibit?: age discrimination |
| ADEA | prohibits employers from discriminating against an applicant or employee due to their age - Protected individuals 40/ older - Forced retirement or eliminating position |
| Americans with Disabilities Act (ADA) of 1990 (Amend to ADAAA) | → What they apply to?: organizations w/ 15 or more employees → What they prohibit?: discrimination against individuals w/ disabilities |
| ADA | prohibits discrimination against individuals with disabilities who are able to perform the major functions of the job with or without accommodations - physical or mental impairment that affects one’s major life activities - perceived disability |
| Genetic Information Nondiscrimination Act (GINA) of 2008 | → What they apply to?: Covers organizations with 15 or more employees (not cover federal employees or members of the military) → What they prohibit?: discriminating against applicants based on genetic info |
| GINA | prohibits discrimination against applicants or employees in employment decisions (and in health insurance) based on genetic info (results of genetic tests + family health history) Family history included in GINA |
| Protections for LGBTQ + Workers | → What they apply to?: respect to adding protections for LGBTQ+ worker/ these protections apply to: hiring, firing, other employment practices → What they prohibit?: sex discrimination/ workplace discrimination based on sexual orientation |
| LGBTQ+ protections | EEOC includes gender identity / sexual orientation as part of Title VII’s sex discrimination clause, taking the view that Title VII provides protections to LGBTQ+ workers |
| Laws Protecting Military Personnel/ Veterans (VEVRAA) | → What they apply to?: private + state / government employers, regardless of size → What they prohibit?: discrimination based on veteran status/ harassment |
| Vietnam Era Veterans’ Readjustment Assistance Act (VEVRAA) of 1974: | prohibits discrimination against job applicants / employees based on their status as a veteran Provides for reasonable accommodations to veterans w/ disabilities |
| Test | Anything you use to make a decision Organizations often use tests that may lead to greater hiring of one group than others |
| Disparate Treatment | treating different groups of applicants or employees differently bc of their race, color, religion, sex, or national origin |
| BFOQ: | very narrow defense that claims that a protected characteristic for the business is essential necessity of the job |
| Disparate (adverse) Impact | when employers use seemingly neutral criteria that have a discriminatory effect on a protected group |
| Construct validity | are u measuring what u think your measuring |
| Content validity | content of the job match content of the test |
| Criterion-related validity | predictive validity, can use test to predict future performance |
| Face validity | does it look valid |
| Validity generalization | idea that a good valid test for one job we can generalize/ assume its valid for other similar jobs |
| Unadvertised jobs | word of mouth listings/ Emphasizes important of NETWORKING |
| Company websites | VITAL part of recruitment, can help indicate organization values Good for external/ internal recruitment |
| Internal Transfers/ Promotions | Applicant tracking system (ATS): internal system offers a centralized way to house applicant and employee data and to enable electronic business processes related to recruitment |
| Internal job boards | post available positions internally before the rest of the potential talent pool sees them / internal candidates given early consideration for positions |
| External job boards | allow organizations to post for current/ potential jobs, direct applicants where to apply,provide specific information to help applicants narrow down potential position |
| Alumni employees | rehiring former employees/ creating website w/ directory of members, job boards |
| Employee referrals | taps existing employees for potential applicant suggestions / no unfair hiring practices/ work to ensure that current employees |
| Search firms | are paid to find candidates / to help organizations fill roles (some use them frequently to fill all roles/ some use them rarely) |
| University relationships | college hires from recruitment strategies, targeting specific universities / developing internship programs |
| Internship programs | start to career/ get real world experience/ more of a chance to get a full-time job when graduate |
| Social Networking Sites | dramatically widen their reach when it comes to recruiting (e.g. Insta, Twitter)/ using social media can pinpoint specific skills/ narrower needs |
| Employment Agencies | vary a great deal in terms of services they offer/ roles they perform (e.g. information provider/ administrator)/ provide employees w/ flexible workers |
| Walk-Ins | small number applicants come from applying in person at stores/ facilitates/ depends on the industry (e.g. restaurants) |
| Hiring from Competitors | recruiting other employers in the same industry and/ or region |
| benchmarking (Recruiting results Evaluating Effectiveness/ Metrics) | Matching what others do/ not generate competitive advantages NEED ALL ASPECTS OF RECRUITING, NOT JUST ONE |
| Internal job boards INCLUDE: | Alumni employees Employee referrals Search firms University relationship Internship programs |
| External job boards INCLUDE: | Social networking sites Employment agencies Freelance employee Walk-ins Hiring from competitors |
| Purpose of Job analysis | Minimum qualifications: education/ experience Recruitment strategies + selection procedures Succession planning/ Training Compensation/ Pay Realistic preview/ expectations |
| Collecting job analysis data | 1. interviewing 2. observe 3. surveys 4. updating existing job analysis |
| Job analysis methods | 1. task-KSAO analysis 2. position analysis questionnaire (PAQ) 3. Occupational info network (O*NET) 4. Competency modeling 5. critical incidents technique |
| Role of motivation in applying the JCM/ psychological states | attention to motivation 1. Meaningfulness 2. Responsibility 3. Knowledge of Results |
| Contingent employees | individuals who are hired for a limited, fixed term such as a short-term contract or a project consulting contract |
| Gig work | can vary, it is generally agreed that gig workers do not get salaries/ work on a project basis and their work is temporary |
| Gig Economy | type of contingent work that links up workers with organizations, often using a digital platform |
| Recruitment objectives | 1. recruitment need 2. placement |
| Recruitment need: | results of the workforce planning process in terms of what KSAOs are needed within the organization/ when they will be needed |
| Placement | involves determining where talent needs to be placed / where the talent can be found |
| Task-KSAO Analysis | defining the tasks that make up the job/ the KSAOs needed to do those tasks → asks SMEs to document/ detailed approach |
| STEPS (Task-KSAO Analysis) | 1. Develop list of tasks that make up the job / KSAOs 2. Document (often through survey) the criticality of each task/ KSAO 3. Link tasks/ KSAOs to document each KSAOs is NEEDE |
| Interviewing | MOST common method for collecting job analysis data; such interviews can be conducted individually or in small groups |
| Observe | more technical jobs, it may be necessary to observe people doing the work |
| Surveys | can facilitate obtaining a representative sample for large organizations where there may be variations in the way the work is done across the organization |
| Selection- Job analysis | Different procedures capture diff KSAOs Legally required for selection procedures / recommended by professional guidelines |
| reliability | consistency of measurement |
| validity | accuracy of a measure, or the degree to which an assessment measures what it is supposed to measure |
| Content validity (selection) | approach to test development focused on sampling the domain such as the job, usually shown through job analysis or SME judgment |
| Criterion-related validity (selection) | demonstration of an empirical relationship between a predictor and measures of job performance |
| validity coefficient | correlation between a selection procedure (e.g., a test) and job performance |
| Predictive validity | Administering a selection procedure to job applicants and showing that their scores are correlated with their later job performance scores in order to demonstrate criterion-related validity |
| Concurrent validity | current employees and showing that their scores are correlated with their current job performance in order to demonstrate criterion-related validity |
| selection utility | degree to which an HR function (e.g., a selection procedure) is worth the time or money it requires |
| Construct Validity (selection) | test actually measures a particular construct of interest through an accumulation of evidence about the test, including its pattern of relationships with other measures |
| Validity generalization | assumption that selection procedures that have been validated for similar jobs in similar organizations can be assumed to be valid for new situations |
| Local validation | own test validity → showing the test’s validity for predicting job performance in a specific organization |
| selection ratio | number of applicants |
| Selection interview | conversation or discussion between a job applicant and an organizational representative used to screen job applicants |
| unstructured interview | interviewer has a conversation with a job applicant with no fixed protocol for each applicant |
| structured interview | interview in which all job applicants are asked the same, job-related questions |
| situational interview | job applicants are asked what they would do in a hypothetical work-related situation |
| 2 Types of structured interviews | 1. situational interview 2. behavioral interview |
| behavioral interview | uses questions about how applicants handled a work-related situation in the past |
| Five Factor Model (FFM) | model of normal adult personality that includes the dimensions of Openness to Experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism |
| OCEAN | Openness to Experience, Conscientiousness, Extraversion, Agreeableness, Neuroticism |
| Integrity test | test specifically developed to assess applicants’ tendency toward counterproductive and antisocial behavior |
| cognitive ability test | measure of the ability to perceive, process, evaluate, compare, create, understand, manipulate, or generally think about information and ideas |
| Importance of Validity in Hiring Decisions | Validity of a selection procedure directly impacts the number of correct hiring decisions - False positive / false negatives |
| Validity is moderate | there are a number of hits but also some misses as well |
| Validity falls to zero | there are as many misses as hits—essentially random selection |
| Validity gets higher | relative number of misses declines drastically |
| False positive (“false alarm”): | determines something is true when it is actually false (Type 1 Error) |
| False negatives: | saying something is actually false when it is actually true (Type 2 Error) |
| True Positive | correctly predicts a positive outcome / test correctly identifies a positive case |
| True Negative | test correctly identified negative outcome (e.g. no disease) when actual outcome is negative |
| Freelance employees | more individual choosing freelance work as primary form of employment or as side employment / gig workers become viable source for organizations to find desired skills |
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lils33
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