Exam 2 - Chapter reviews
biases and stereotyping
"Similarity" bias occurs when interviewers favor or select people whom they believe to be like themselves on the basis of a variety of personal factors. Interviewers should also avoid any personal tendencies to stereotype individuals because of demographic characteristics and differences.
Legal Issues in Internet Recruiting
- The use or misuse of screening software - Collection of required applicant information - Exclusion of protected classes from the process - Proper identification of "real" applicants - Maintaining confidentiality and privacy some people don't have access to the internet some people might be omitted from a search because key words weren't included
application disclaimer types
- at will employment - reference contacts - employment testing - application time limit - information falsification
Psychological contract: Employers will provide
- competitive compensation and benefits - flexibility to balance work and home life - career development opportunities
responsibilities of managers in job analysis
- complete or help complete job analysis information - review job descriptions and specifications and maintain their accuracy - request new analyses as jobs change - use job analysis information to identify performance standards - provide information to outside experts
psychological contract: employees will contribute
- continuous skill improvement and increased productivity - reasonable length of service - extra efforts and results when needed
Responsibilities of HR unit in job analysis
- coordinates job analysis - writes job descriptions and specifications for review by managers - periodically reviews job descriptions and specifications - reviews managerial input to ensure accuracy - may seek assistance from outside experts for difficult or unusual analyses
Firms that check applicants' credit records must comply with the federal fair credit reporting act which requires
- disclosing that a credit check is being conducted - obtaining written consent from the person being checked - furnishing the applicant with a copy of the report
Sources of information for job analysis
- job incumbent - immediate supervisor - subject matter experts (SMEs) - Clients or customers - job analyst
Methods of conducting job analysis
- observation - interviewing - questionnaires - O*Net - Sources of Information for Job Analysis
why conduct previous employment checks
- prevent negligent hiring - assess applicant character - verify applicant credentials - enhance workplace safety - evaluate past work performance - comply with federal and state regulations
good questions to ask previous supervisors or employers include the following
- what were the dates of the employment - what was the position held - what were the job duties - what strengths and weaknesses did you observe - why did the individual leave employment - would you rehire
Job description components
-Identification -General Summary -Essential Job Functions and Duties -Job Specifications -Disclaimers and Approvals
Selection process flow chart
1) Applicant job interest 2) Preemployment screening 3) application form 4) test/interview 5) background investigation 6) additional interview (optional) 7) conditional job offer 8) medical exam/drug test 9) job placement
Examples of job enrichment
1) Giving employees an entire job to complete rather than just a discrete part of the work to be performed 2) Giving employees more flexibility to perform jobs as needed 3) Increasing employee's accountability for their work by reducing external control and overly close supervision 4) Expanding assignments for employees so that they can perform new tasks and develop special areas of expertise 5) Submitting feedback reports to employees rather than only to management so that individuals have more ownership over their development
Myths and realities about retention
1) Money is the main reason people leave 2) Hiring has little to do with retention 3) If you train people, you are only training them for another employer 4) Do not be concerned about retention during organizational change 5) If high performers want to leave, the company cannot hold them
Maslow's hierarchy of needs
1) Physiological 2) safety and security 3) belonging and love 4) esteem 5) self-actualization
Steps in the job analysis process
1) Plan the job analysis 2) prepare for and introduce job analysis 3) conduct the job analysis 4) develop job descriptions and job specifications 5) maintain and update job descriptions and job specifications
Generational Groups
1) Traditionalists 2) Baby Boomers 3) Generation X 4) Generation Y (Millennials) 5) Generation Z (iGen)
develop job descriptions and job specifications
1) draft job descriptions and specifications 2) review drafts with managers and employees 3) finalize job descriptions and recommendations
conduct the job analysis
1) gather job analysis data 2) review and compile data
prepare for and introduce job analysis
1) identify jobs and methodology 2) Review existing job documentation 3) communicate process to managers/employees
Advantages of flexible workers
1) organizations can hire workers without incurring high costs 2) reduces time spent on recruiting efforts such as screening and initial training of workers 3) gives the organization staffing flexibility 4) reduces the organization's legal compliance requirements 5) organization saves money by not providing employee benefits
Questions to avoid in an interview
1) pay history or obtaining candidates' W-2 forms 2) yes/no questions 3) obvious questions 4) questions that rarely produce a true answer 5) leading questions 6) illegal/inappropriate questions 7) questions that are not job related
Detailing turnover cost: factors to be included in calculating turnover costs
1) separation costs 2) vacancy costs 3) Replacement costs 4) Training costs for the new worker 5) Hidden/indirect costs
maintain and update job descriptions and job specifications
1) update job descriptions and specifications as organization changes 2) periodically review all jobs
Traditionalists
1925 to 1945
Baby Boomers
1946 to 1964
Generation X
1965 to 1981
Generation Y (Millennials)
1982 to 2000
Generation Z (iGen)
2001 to present
disadvantages of using technology in recruiting
Additional work for H R staff Need for expensive specialized software Access limited or unavailable to some applicants Difficulty faced by individuals with disabilities
performance-reward linkage
Considers individuals expectations that high performance will actually lead to rewards
advantages of using technology in recruiting
Cost-effective recruiting Lesser recruiting time Broader exposure and diverse pool of applicants Recruiters can reach passive job seekers Reduced response time
hidden/ indirect costs
Costs that are less obvious, such as reduced productivity, decreased customer service, lower quality, additional unexpected employee turnover, missed project deadlines, and others
biographical interview
Focuses on a chronological assessment of the candidate's past experiences
Two-factor theory
Frederick Herzberg's motivation/hygiene theory assumes that one group of factors, motivators, accounts for increases in individual motivation because of enrichment and other positive work characteristics. Alternatively, hygiene factors can cause employees to become dissatisfied with work if these basic expectations are not adequately addressed. Hygiene factors do not directly motivate employees
separation costs
HR staff and supervisory time, pay rates to prevent separations, exit interview time, unemployment expenses, legal fees for separations challenged, accrued vacation expenditures, continued health benefits, and others
cultural noise
Interviewers must learn to recognize and handle cultural noise, which stems from what applicants believe is socially acceptable rather than what is factual.
dysfunctional turnover
Key individuals and high performers leave
functional turnover
Lower-performing or disruptive employees leave
__ provide job related information, review the efforts of the HR unit to ensure accuracy and completeness; they may also request new job analyses when jobs change significantly
Managers
psychomotor tests
Measure a person's dexterity, hand-eye coordination, arm-hand steadiness, and other factors.
physical ability tests
Measure an individual's physical abilities such as strength, endurance, and muscular movement
polygraphs
Mechanical device that measures a person's galvanic skin response, heart rate, and breathing rate
external recruiting sources
Media Sources Competitive Recruiting Sources Employment Agencies Labor Unions Job Fairs and Creative Recruiting Educational Institutions
PEO
Professional employer organization. Companies that contract with employers to manage human resource functions and employer liability by contractually assuming employer rights and responsibilities. leasing employees from a company. They hire them for you, put them on payroll, pay taxes, give benefits but you manage them
replacement costs
Recruiting and advertising expenses, search fees, HR interviewer and staff time and salaries, employee referral fees, relocation and moving costs, supervisor and managerial time and salaries, employment testing costs, reference checking fees, pre-employment medical expenses, relocation costs, and others
value of rewards
Refers to how valuable the rewards are to the employee
rerecruiting
Seeking out former employees and applicants as candidates both groups offer a time-saving advantage because something is already known about them
assessment centers
Selection process composed of a series of evaluative tests where candidates are assessed by multiple raters
problems in the interview
Snap judgments Negative emphasis Halo effect Biases and stereotyping Cultural noise
vacancy costs
Temporary help, contract and consulting firm usage, existing employee overtime, and other costs until the person is replaced
technology for recruiting
The growth in the Internet has led both employers and employees to use internet recruiting tools. Internet links, websites, blogs, tweets, and other types of internet/web-based applications have become vital elements of every company's recruiting strategy. Mobile technology is a key trend in employment recruiting, allowing many job seekers and recruiters to use smartphones, texting, and snapchat to contact each other, communicate about job opportunities, and even conduct preliminary interviews. Automation of recruiting processes and the use of AI are also becoming more common and can enhance recruitment activities
negative emphasis
When evaluating suitability, unfavorable information about an applicant is often emphasized more than favorable information.
temporary workers
Workers who have no permanent contract of employment with a business and so tend to work only for a short period of time for an employer
Job
a grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee; these tasks, duties, and responsibilities may change over time, and therefore, the job may change
semistructured interview
a guided conversation in which broad questions are asked and new questions arise as a result of the discussion
quality of applicants
a key issue is whether the applicants' qualifications are sufficient to enable the organization to fill the job openings. Do the applicants meet job specifications and do they perform the jobs well after hire?
When collecting information for a job analysis process, it is helpful to obtain information from
a number of informed sources so that all aspects of the job will be understood. Each individual who provides information will have a different perspective and may have specific motivations for including or withholding some information
structured interview
a set of prepared job related questions that are asked of all applicants so that comparisons can be made more easily, resulting in better selection decisions.
applicant population
a subset of the labor force population that is available for selection if a particular recruiting approach is used
job analysis
a systematic way of gathering and analyzing information about the content, context and human requirements of jobs.
compressed workweek
accomplishing a full week's work in fewer than five days of eight working hours each.
motivators
achievement, recognition, work itself, responsibility, advancement
positive reinforcement
actions such as giving bonuses, recognition, time off, and other rewards for meeting attendance standards
applicant pool
all persons who are actually evaluated for selection
flexible work arrangements
allow employees to perform their jobs independent of time and location.
disclaimers and approvals
allows employers to change employee's job duties or to request employees to perform duties not listed so that the job description is not viewed as a contact between the employer and the employee
stay interview
an interview that focuses on why employees want to continue working for the organization
O*Net
an online database containing information on a wide range of jobs and occupational characteristics.
absenteeism
any failure by an employee to report for work as scheduled or to stay at work when sheduled
behavioral interview
applicants are asked to describe how they have behaved or performed a certain task or handled a problem in the past, which may predict future actions and show how applicants are best suited for current jobs
team interview
applicants are interviewed by the team members with whom they will work
resumes as applications
applicants commonly provide background information through resumes.
application disclaimers
application forms typically include disclaimers and notices so that appropriate legal protections are clearly stated
__ is critical for a wide range of positions including schoolteachers, janitors, bank tellers, and many others
background checking
Maslow's hierarchy: hygiene factors
belonging and love, safety and security, basic physiological
job simplification
breaking a more complex job into relatively small subparts.
Job enlargement
broadening the scope of a job by expanding the number of different tasks that are performed
How do you start internal recruiting
by doing a job posting
employee surveys
can be used to diagnose specific problem areas, identify employee needs or preferences, and assess employee perceptions of HR activities
Job redesign
changing existing jobs in different ways to improve them
__ are a significant source of entry-level professional and technical employees
colleges and universitites
coworking space
communal space shared by freelancers and remote workers
general summary
concise statement of the general responsibilities and components that make the job different from others
if you train people, you are only training them for another employer
developing skills in employees may indeed make them more marketable, but it also tends to improve retention
The term _ describes the reverse of the halo effect
devil's horns
Controlling absenteeism
disciplinary approach positive reinforcement combination approach "no fault" policy paid time off (PTO)
Work
effort directed toward accomplishing results, and such effort may be performed by humans, machines, or both.
How to measure why people are leaving?
employee surveys, exit interviews, stay interviews
if high performers want to leave, the company cannot hold them
employees are "free agents" who can indeed leave when they choose. The key to keeping high-performing employees is to create an environment in which they want to stay, grow, and contribute
involuntary turnover
employees are terminated for poor performance or work rule violations, or through layoffs
voluntary turnover
employees leave by choice
uncontrollable turnover
employees leave for reasons outside the control of the employer
controllable turnover
employees leave for reasons that could be influenced by the employer
telework
employees perform their job duties remotely by using mobile devices, telecommunications, electronic communications, and internet technology
flexible workers
employees who are hired on an "as-needed" basis.
effort-performance expectations
employees' beliefs that working harder will lead to high performance
headhunters
employment agencies that focus their efforts on executive, managerial, and professional positions
the final step in the selection process involves
extending an offer
two ways to recruit
externally and internally
hygiene factors are slightly
extrinsic; external
internal recruiting
filling openings internally may motivate employees to stay and grow in the organization rather than pursuing career options elsewhere.
placement
fitting a person to the right job
performance standards
flow directly from a job description and indicate what the job accomplishes and how performance is measured in key areas of the job description
attitude survey (employee satisfaction survey)
focuses on employee's feelings and beliefs about their jobs and the organization
essential job functions and duties
generally listed in order of importance. Contains clear, precise statements on the major tasks, duties, and responsibilities performed in a job
employee benefits
health insurance retirement or pension plan paid time off eligibility dates for all plans employee costs
external recruitment
hiring from outside the organization
educational credentials
hiring managers frequently use the attainment of a college degree to determine applicant's suitability for various jobs.
validity
how well a test measures what it claims to measure
job description
identifies a job's tasks, duties, and responsibilities
money is the main reason people leave
if they are paid competitively, other aspects of the job become more important than the pay they receive
Job enrichment
increasing the depth of a job by adding responsibility for planning, organizing, controlling, and/or evaluating the job.
exit interviews
individuals who are leaving the organization are asked to explain their reasons
boomerangs
individuals who have left an organization for other jobs are sometimes willing to return because the other positions and employers turned out to be less attractive than initially thought Ex: retirees
job analyst
individuals whose sole job is analyzing other jobs
two types of sources
internal sources and external sources
web based recruiting options
internet job boards professional/career websites employer websites
hygiene factors
interpersonal relations, company policy/administration, supervision, salary, working conditions
motivators are slightly
intrinsic
elements of an employment offer letter
job details pay related items employee benefits working conditions
employers that need to fill a large number of jobs quickly may participate in
job fairs and special recruiting events
Common approaches to job design
job simplification job enlargement job enrichment job rotation
identification
job title, department, reporting relationships, location, and date of analysis
__ is a common means of evaluating recruiting efforts. Why?
looking at the length of time it takes to fill openings If openings are not filled quickly with qualified candidates, the organization's work and productivity are likely to suffer. Generally it is useful to calculate the average amount of time it takes from contact to hire for each source of applicants because some sources may produce recruits faster than others.
labor force population
made up of all individuals who are available for selection if all possible recruitment strategies are used
job fair coordinators work hard to ____ to combat the stigma of boring employment events
make the experience fun and interactive by adding amenities such as food, music, live art shows, and contests
what can employers offer at colleges?
management trainee programs, entry level positions, internships
In smaller organizations, _ may perform all job analysis responsibilities.
managers
preemployment screening
many employers conduct pre-employment screening to determine if individuals meet the minimum qualifications for open jobs before they are allowed to fill out an application
Need theories
maslow's hierarchy of needs three primary needs determined by David McClelland
Part time jobs are attractive to those who
may not want to work 40 hours per week, including older employees, parents of small children, and students.
situational judgement tests
measure a person's judgement in work settings
cognitive ability tests
measure an individual's thinking, memory, reasoning, verbal, and mathematical abilities
job simplification, enrichment, enlargement, and rotation could also be considered
motivational factors
Three needs stated by McClelland
need for achievement need for affiliation need for power
the most common method for conducting employment checks
obtaining information via telephone
devil's horns
occurs when a negative characteristic overshadows other traits
organizational citizenship behavior
occurs when an employee voluntarily acts in a way that goes above and beyond the written job description to contribute to the organization's success
halo effect
occurs when an interviewer allows a positive characteristic to overshadow other evidence.
group interview
occurs when several job candidates are interviewed together by a hiring authority
Drivers of retention
organizational and management factors employee-supervisor relationships job and work-life balance rewards career training and development employer policies and practices
the most common internal recruiting methods include
organizational databases job postings career plans current employee referrals rerecruiting of former employees and applicants
Job design
organizing tasks, duties, responsibilities, and other elements into a productive unit of work
training costs for the new worker
paid orientation time, training staff time and pay, costs of training materials, supervisor and manager time and salaries, coworker "coaching" time and pay, and others
social media and networking helps find
passive job candidates
background inforamtion can be obtained from a variety of sources, including
past job records, credit history, testing records, educational and certification records, drug tests, criminal history, sex offender lists, motor vehicle records, and military records
pay related items
pay grade or level FLSA exempt status incentive pay details pay period and pay dates
equity theory
people want to be treated fairly at work
referrals
people who apply for a vacancy because someone in the organization prompted them to do so
disciplinary approach
people who are absent in excess of policy limits receive warnings and more severe discipline if their attendance does not improve
drug testing
pre employment drug tests are not considered to be medical exams under the ADA but not hiring an individual because of drug use for treatment purposes could violate the ADA. If drug tests are used, the employer should remember that the accuracty of tests varies according to the type of test used, the drug tested, and the quality of the laboratory where the test samples are sent
internal recruitment
promoting from within the organization
realisitc job preview
provide potential employees with an accurate introduction to a job so that they can better evaluate the employment situation
passive job candidates
qualified individuals who aren't actively looking for work but might be interested if the right job comes along.
situational interview
questions about how applicants might handle specific job situations
Hiring has little to do with retention
recruiting and selecting people who fit well with the job and organizational culture can greatly increase retention.
work sample tests
require an applicant to perform a simulated task that is a specified part of the target job
shift work
requires employees to work on various schedules that function at different times throughout a workday.
combination approach
rewards desired behaviors and punishes undesired behaviors
two important functional groups
sales and marketing operations and manufacturing
Maslow's hierarchy: motivators
self-actualization, esteem
panel interview
several interviewers meet with candidate at the same time so that the responses are heard by all
Flexible arrangements you can make with employees
shift work compressed workweek part time schedules job sharing
quantity of applicants
since the goal of a good recruiting program is to generate a large pool of applicants from which to choose, quantity is a natural place to begin evaluation. the basic measure here considers whether the quantity of recruits is sufficient to fill job vacancies
offers are made to job candidates whose
skill and attribute profiles demonstrate that they will be a good fit for the job
snap judgements
some interviewers decide whetehr an applicant is suitable within the first two to four minutes of the interview and spend the rest of the time looking for evidence to support their judgement
How to get temporary workers
staffing agency, hire ourselves
working conditions
start date days and hours of work work location employment-at-will statement
SMEs
subject matter experts - may be former jobholders, technical experts, or even college teachers who prepare individuals for certain jobs
expectancy theory
suggests that motivation is influenced by what people expect. If expectations are not met, people may feel that they have been treated unfairly and consequently become dissatisfied. This theory states that individuals base decisions about their behaviors on their expectations that one or another alternate behavior is more likely to lead to desired outcomes
job posting
system in which the employer provides notices of job openings and employees respond by applying for specific openings
the idea behind the polygraph test is
that if a person answers a question deliberately incorrectly, the body's physiological responses will "reveal" the falsification through the recording mechanisms of the polygraph
In larger companies, __ supervises the processes to maintain its integrity and writes job descriptions and specifications for uniformity.
the HR unit
emotional intelligence
the ability to recognize our own feelings and the feelings of others and to effectively manage our own and others' emotions
organizational commitment
the degree to which workers believe in and accept organizational objectives and want to remain employed at a company
motivation
the desire that exists within a person that causes that individual to act
effectiveness of evaluating media ads
the easiest way to track responses to ads is to use different contact names, email addresses, or phone number codes in each ad so that the employer can identify which advertisement has prompted each applicant response that is received. After individuals are hired, follow-up should therefore be done to see which sources produced longer-lasting and better-performing employees
employee engagement
the extent to which an employee's thoughts and behaviors are focused on his or her work and their employer's success
reliability
the extent to which it repeatedly or consistently produces the same results over time
to be successful, job analysis should be a shared responsibility between
the human resources unit and operating managers
job incumbent
the individual currently working in the job
immediate supervisor
the individual who supervises the job being analyzed
interviewing
the interview method requires a manager, job analyst, or human resource specialist to talk with individuals who are knowledgeable about the job
job specifications
the knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily
equity
the perceived fairness of what the person does compared with what the person receives for doing it
Labor Force Participation Rate
the percentage of the population working or seeking work
job satisfaction
the positive feelings and evaluations individuals have about their employement
turnover
the process in which employees leave an organization and have to be replaced
recruiting
the process of generating a pool of qualified candidates
job rotation
the process of shifting a person from job to job
questionnaires
the questionnaire or survey is a widely used method of gathering job data because of its ease of use and convenience. A survey instrument that identifies job factors is developed ahead of time by human resource professionals and/or other managers, and this questionnaire is given to employees and managers to complete.
no fault policy
the reasons for absences do not matter, and the employees must manage their own attendance unless they abuse that freedom
selection
the second phase of the talent acquisition process. It involves choosing individuals with the correct qualifications needed to fill jobs in an organization
labor markets
the supply pool from which employers attract employees
psychological contract
the unwritten expectations employees and employers have about the nature of their work relationships
If an employer pulls your credit history
they have to give you a copy of it
core workers
those employees who are foundational to the business, they typically work year-round and the organization invests in their development
clients or customers
those individuals who are served by the jobholder
job details
title overview of job duties key responsibilities reporting relationships full or part time status
cost of recruiting
total recruiting expenses/number of recruits hired
job sharing
two employees performing the work of one full-time job
less structured interview
unstructured or semistructured
part time schedules
used when less than 40 hours per week are required for some workers to perform their work in an organization.
nondirective interview
uses questions that are developed from the answers to previous questions
paid time off programs (PTO)
vacation time, holidays, and sick leave for each employee are combined into a PTO account. employees use days from their accounts at their discretion for illness, personal time, or vacation
negligent hiring
when an employer fails to check an employee's background and the employee later injures or harms someone while performing job duties.
unstructured interview
when the interviewer improvises by asking questions that are not predetermined
Assigning responsibility for job analysis depends on
who can best perform various parts of the process.
observation
with the observation method, a manager, job analyst, or industrial engineer watches an employee perform the job and takes notes that describe the tasks and duties performed.
independent contractors
workers who perform specific services on a contract basis
Why is the cost of recruiting important?
you are paying money to find someone to fill the position while the position is still not filled
