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Chap 7 HR
| Question | Answer |
|---|---|
| Selection: | Choosing qualified individuals to fill existing or projected job openings |
| Person Organization Fit: | Fit between individuals and organizational factors (broad) |
| Person Group Fit: | Fit between individuals and group/work dynamics |
| Person/job Fit: | Matching KSA’s and motivations of individuals with job requirements |
| Miss (High Performance, Low Predicted Success): | Inaccurate prediction (person would have succeeded on the job) |
| Hit (High Performance, High Predicted Success): | Accurate prediction (person succeeds on the job) |
| Miss (Low Performance, Low Predicted Success): | Accurate prediction (person would not have succeeded on the job) |
| Miss (Low Performance, High Predicted Success): | Inaccurate prediction (person fails on the job) |
| Logic of Prediction: | Best predictor of future behavior is past behavior |
| Selection Criterion: | Characteristic that a person must possess to successfully perform job duties |
| Predictors of Selection Criteria: | Measurable or visible indicators of selection criteria |
| Reliability: | Degree to which an interview, test, etc. result in consistent candidate information |
| Validity: | Degree to which a test or selection procedure actually predicts one’s job performance; reliability is necessary but insufficient in regards to validity |
| Criterion Related Validity: | The extent to which a test significantly matches with important work behaviors |
| Predictive Validity: | Establish empirical relationship between test score prior to being hired and eventual job performance |
| Concurrent Validity: | Established test validity by administering it to existing employees and matching test scores with performance ratings |
| Legal Considerations in Selection: | Job-relatedness, business necessity, test |
| Job-relatedness: | Qualifications/requirements in selection significantly related to successful job performance |
| Business necessity: | Necessary for safe and efficient operations |
| Test: | Any method of collecting information on job applicants, used to make hiring decisions |
| Realistic Job Preview: | Accurate picture of job (videos, job shadowing, etc.); applicants can withdraw from job if they don’t see it being a good fit |
| Pre-Employment Screening: | Determine if individuals meet minimum qualifications (E-screening, DQ and KSA questions, etc.) |
| Applications/Resumes: | Basis for pre-screening information |
| Application Disclaimers: | At-will employment, References contacts, Employment testing, Application time limit, Information falsification |
| Cognitive ability tests: | Measure an individual’s verbal and mathematical abilities |
| Physical ability tests: | Measure an individual’s physical abilities such as strength, endurance, and muscular movement |
| Psychomotor tests: | Measure dexterity, hand–eye coordination |
| Work sample tests: | Require an applicant to perform a simulated task that is a specified part of the target job |
| Situational judgment tests: | Measure a person’s judgment in work settings |
| Assessment Centers: | Selection process composed of a series of evaluative activities or exercises where candidates are assessed by multiple raters |
| Personality Tests (Big Five): | Extroversion, agreeableness, consciousness, neuroticism, openness to experience |
| Intra-rater reliability: | Consistency within the same interviewer |
| Inter-rater reliability: | Consistency across different interviewers |
| Structured Interviews: | Use a set of prepared job-related questions that asked of all applicants |
| Behavioral interview: | Applicants give specific examples of how they have performed a certain task |
| Situational interview: | Questions about how applicants might handle specific job situations |
| Case study interview: | Requires a job candidate to diagnose and correct organizational challenges during the interview |
| Unstructured interview: | Interviewer improvises by asking questions that are not predetermined |
| Semistructured interview: | Guided conversation in which broad questions are asked and new questions arise as a result of discussion |
| Negligent Hiring: | When an employer fails to check one’s background and the employee hurts someone on the job |
| Negligent Retention: | When an employer becomes aware an employee’s not fit for work but continues to employ them, and that person hurts someone |
| Pre-boarding: | Information sent before start date (company visit, care package, etc.) |
| Orientation: | Introduction to organizations mission and values |
| Establish foundation: | Buddy/mentor, networking, etc. |