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SM Chapter 6
| Term | Definition |
|---|---|
| Screening tools | tests, assessment centers, interviews, and background and reference checks |
| Person-job fit | matching the knowledge, skills, abilities, and other competencies that are required for performing the job (based on job analysis) |
| Negligent hiring | hiring employees with criminal records or other problems who then use access to customers' homes (or similar opportunities) to commit crimes |
| Test | a sample of a person's behavior |
| Reliability | a selection tool's first requirement and refers to its consistency |
| Possible causes of a test being unreliable | inconsistent noise levels, difference in health, or differences in test administration |
| Validity | tells you whether the test is measuring what you think it's supposed to be measuring |
| Test validity | answers the question "Does this test measure what it's supposed to measure" |
| Criterion validity | involves demonstrating statistically a relationship between scores on a selection procedure and job performance of a sample of workers (those that do well on the test, do well on the job) |
| Content validity | a demonstration that the content of a selection procedure is representative of important aspects of performance on the job |
| Construct validity | means demonstrating that (1) a selection procedure measures a construct (an abstract idea such as morale or honesty) and (2) that the construct is important for successful job performance |
| Step 1 - How to Validate a Test | Analyze the job, write job descriptions and job specifications, and define "success on the job" |
| Step 2: How to Validate a Test | choose the test based on experience, previous research, and "best guesses" |
| Step 3: How to Validate a Test | administer the selected test(s), maybe on current employees |
| Predictive validation | administer the test to applicants before you hire them, then hire these applicants using only existing selection techniques, not the results of the new tests |
| Step 4: How to Validate a Test | ascertain if there is a significant relationship between test scores (the predictor) and performance (the criterion) |
| Expectancy chart | presents the relationship between test scores and job performance graphically |
| Step 5: How to Validate a Test | cross validate and revalidate - perform steps 3 & 4 on a new sample of employees |
| Utility analysis | shows the degree to which the use of a selection measure improves the quality of individuals selected over what would have happened if the measure had not been used |
| Validity generalization | refers to the degree to which evidence of a measure's validity obtained in one situation can be generalized to another situation without further study |
| Cognitive tests | tests of general reasoning ability (intelligence) and tests of specific mental abilities like memory and inductive reasoning |
| Aptitude tests | measures of specific mental abilities, such as deductive reasoning, verbal comprehension, memory, and numerical ability (purport to measure aptitude for the job in question |
| Test of Mechanical Comprehension | tests applicants' understanding of basic mechanical principles |
| Big Five Personality Dimensions | extraversion, emotional stability/neuroticism, agreeableness, conscientiousness, and openness to experience |
| Neuroticism | represents a tendency to exhibit poor emotional adjustment and experience negative effects, such as anxiety, insecurity, and hostility |
| Extraversion | represents a tendency to be sociable, assertive, active, and to experience positive effects, such as energy or zeal |
| Openness to experience | the disposition to be imaginative, nonconforming, unconventional, and autonomous |
| Agreeableness | the tendency to be trusting, compliant, caring, and gentle |
| Conscientiousness | comprised of two related facets: achievement and dependability |
| Interest inventories | compare one's interests with those of people in various occupations |
| Achievement tests | measure what someone has learned |
| Work samples | actual job tasks used in testing applicants' performance |
| work sampling technique | tries to predict job performance by requiring job candidates to perform one or more samples of the job's tasks |
| Situational judgment tests | personnel tests "designed to assess an applicant's judgment regarding a situation encountered in the workplace" |
| Management assessment center | a 2-3 day simulation in which 10-12 candidates perform realistic management tasks (like making presentations) under the observation of experts who appraise each candidate's leadership potential |
| Situational tests | require examinees to respond to situations representative of the job |
| video-based simulation | presents the candidate with several online or computer video situations, each followed by one or more multiple-choice questions |
| Minature job training and evaluation | involves training candidates to perform several of the job's tasks, and then evaluating their performance prior to hire |
| Factors to consider when choosing a selection method | reliability, validity, practicality, applicant reactions, adverse impact, cost, and the tool's selection ratio |
| selection ratio | does it screen out, as it should, a higher percentage of applicants or admit virtually all? |
| Step 1 - Authorizing background reports while complying with the Fair Credit Reporting Act and other state laws | Disclosure and authorization |
| Step 2 - Authorizing background reports while complying with the Fair Credit Reporting Act and other state laws | Certification - confirmation that the employer is complying with the law |
| Step 3 - Authorizing background reports while complying with the Fair Credit Reporting Act and other state laws | Providing copies of reports |
| Step 4 - Authorizing background reports while complying with the Fair Credit Reporting Act and other state laws | Notice after adverse action |
| Polygraph | a device that measures physiological changes like increased perspiration |
| Written honesty tests | special types of personality tests designed to predict job applicants' proneness to dishonesty and other forms of counter productivity |
| Graphology | the use of handwriting analysis to determine the writer's personality characteristics and moods, and even illnesses, such as depression |
Created by:
calliemiller729