MGMT 467 staffing and evaluation

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merit principles and staffing practices

"1. To recruit, select, and promote employees on the basis of their KSAOs 2. To provide for fair treatment of applicants and employees without regard to political affiliation, race, color, national origin, sex, religion, age, handicap, and other characteristics 3. To protect the privacy and constitutional rights of applicants and employees as citizens 4. To protect employees against coercion for partisan political purposes"

a person is more likely to be an independent contractor in the following situations emphasizes degree of employer control and worker independence (behavioral, financial, and type of relationship)

"Working in a distinct occupation or business • Working without supervision or oversight from the employer • Paying one's own business and travel expenses • Setting one's own work hours • Possessing a high degree of skill • Using one's own tools, materials, and office • Working on a project with a definite completion date • Working on relatively short projects • Being paid by the project or commission rather than by the time spent"

the major federal EEO/AA laws are pg 59 and 60

"1. Title VII of the Civil Rights Acts (1964, 1978, 1991) 2. Age Discrimination in Employment Act (1967) 3. Americans With Disabilities Act (1990, 2008) 4. Ge ne tic Information Nondiscrimination Act (2008) 5. Rehabilitation Act (1973) 6. Executive Order 11246 (1965, 1967, 2014)"

Job Analysis Process

purpose scope internal staff or consultant organization and coordination work flow and time frame analysis, synthesis, documentation maintenance of the system example of job analysis process

testing procedures

qualification, security, standardization, internet- based test administration

recruitment metrics

quality, quantity, costs, impact on HR

staffing requires attention to both

quantity and quality of the people brought in, within, and retained by the organization

EEOC Protected Classes

race/color, national origin, sex. religion, disability, age, pregnancy, genetic information

diversity programs arise from

recognition that the labor force is becoming more demographically and culturally diverse

disclaimers in interviews

reference checks, social media screening, conducting background check, making preemployment inquiries, and making BFOQ claims

skill

refers to an observable competence for working with or applying knowledge to perform a particular task or a closely related set of tasks

objective measures

relatively direct assessments of personality, usually based on information gathered through self-report questionnaires or observer ratings

social recruitment sources

rely on the relationships that potential employees have with either those who currently work for the organization or others who might endorse the organization - employee referrals, social media, professional associations and meetings

disclaimers

remarks that diminish a statement's importance

Fraud and Misrepresentation

requires a plaintiff to prove 1. defendant intentionally misrepresented 2. a material fact that 3. would have made a difference in the decision making process of the plaintiff and 4. the plaintiff was justified in relying on misrepresentation

Disparate Treatment

results when employees from protected groups are intentionally treated differently

first introduction of an applicant

resume and cover letter

things to consider when hiring

resume/cover letter GPA Quality of school education requirements level of education major or field of study extracurricular activities training and experience requirements licensing, certification, and job knowledge reference checks/background checks

credit checks

review of the applicant credit report

Interview Simulations

role play, fact finding, oral presentations

staffing quality: person/job match

seeks to align characteristics of individuals with jobs in ways that will result in desired HR outcomes - emphasizes a dual match of KSAOs to requirements and motivation to rewards

job requirements job analysis

seeks to id and describe the specific tasks, KSAOs, and job context for a particular job. aims to be objective and have a well-developed body of techniques to support its implementation.

computer interaction performance tests versus paper and pencil tests

self explanatory

finalist

someone who meets all the minimum qualification and whom the organization considers fully qualified for the job

candidates

someone who possesses the minimum qualifications to be considered for further assessment but has not yet received an offer

mobility policies

specify the rules by which people move between jobs within an organization and clearly document the rules for opening notification, eligibility qualification, compensation and advancement, and benefit changes related to advancement.

Core Workforce Advantages

stability, continuity, and predictability

job offer content

starting date duration of contract compensation starting pay/flat rate starting pay/differetnial rates variable pay short term or long term benefits hiring bonuses relocation assistance severance packages idiosyncratic deals restrictions on employees acceptance terms sample job offer letter

SWOT analysis

strengths, weaknesses, opportunities, threats

decision errors often occur when relying on _________ for internal selection decisions

subjective feelings

Recruitment Metrics

sufficient quantity/quality, cost, impact on HR outcomes

initial assessment methods for internal recruitment

talent management/succession systems, peer evaluations, self-assessments, managerial sponsorship, and informal discussions and recommendations

extrinsic rewards

tangible factors external to the job itself that are explicitly designed and granted to employees by representatives of the organization

job analysis begins with the development of

task statements

validity generalization

the ability of a screening instrument to predict performance in a job or setting different from the one in which the test was validated

interrater agreement

the amount of agreement between two clinicians who are using the same measure to rate the same symptoms in a single patient

Executive order 11246 (1965, 1967, 2014)

the federal contractor is prohibited from discriminating on the basis of race, color, religion, sec, nation origin, gender identity, sexual orientation, and transgender status

intrinsic rewards

the intangibles that are more internal to the job itself and experienced by the employee as an outgrowth of actually doing the job and being a member of the organization

Video resumes eliminate

the possibility of applicants claiming discrimination in a firm's hiring practices

measurement

the process of assigning numbers to represent quantities of an attribute of the objects

Replacement planning

the process of creating back-up candidates for specific senior management positions

Succession Planning

the process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant

External recruitment

the process of seeking new employees from outside the firm

job analysis

the process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements and rewards

recruitment

the process through which the organization seeks applicants for potential employment

construct validation

the strategy of establishing the validity of a measure by comparing it with a wide range of other measures

labor markets

the supply pool from which employers attract employees

job requirements should be expressed in terms of both

the tasks involved and the KSAOs needed to perform those tasks

Employee Value Proposition (EVP)

the totality of rewards, both extrinsic and intrinsic, associated with the job

labor supply

the willingness and ability to work specific amounts of time at alternative wage rates in a given time period

task dimensions

the work performed by the group and its impact on the group

types of predictors

there is usually greater depth and relevance to the data available on internal candidates relative to external selection

what shift has occurred around how organizations view their employees?

they used to view them as a cost of business, now they view them as human capital that creates a competitive advantage

SHRM proposes that strategic planning involves a

thorough knowledge of the organization's current situation as well as a sense of the strategic vision of the organization - Often understood through SWOT

Uniformed Services Employment and Reemployment Rights Act (USERRA) of 1994

to prohibit discrimination against members of the uniformed services and to extend reinstatement, benefit, and job security rights to returning service members

in external recruitment, the organization is trying

to sell itself to potential applicants

outsourcing

transfer of a business process to an external organization - organization expects to receive a completely finished product from the external source (unlike Independent contractors) so organization does not direct or control the way in which work is performed, it only gets the end results - why places outsource is on pg 129

Sales Approach

treats the job offer as a product that must be developed and sold to the customer

selection of substantive assessment methods

use cost reliability validity utility applicant reaction adverse impact

Choice of Initial Assessment Methods

use, cost, reliability, validity, utility, applicant reactions, adverse impact

discretionary assessment methods

used to separate those who receive job offers from the list of finalists

Markov Analysis

uses historical patterns of job stability and movement among employers to predict availabilities - a method of forecasting internal labour supply that involves tracking the pattern of employee movements through various jobs and developing a transitional probability matrix

Types of Messages

vary on the extent to which it focuses on employment brand, information targeted to a specific group of applicants, or realistic information about the organization or job

What type of turnover should organizations try to avoid?

voluntary-avoidable turnover

validity of measures

what you thought it would measure

adverse impact

when a seemingly neutral employment practice has a disproportionately negative effect on a protected group

Promotability Ratings

when these ratings are included in the annual appraisal process, it can make internal recruiting more efficient

recruitment sources

where qualified candidates are located

form of contract

written or oral

Affirmative Action Plan

written statement of how the organization intends to actively recruit, hire, and develop members of relevant protected classes - organization specific - precede diversity programs Include: availability analysis of women and minorities, placement goals derived from comparing availability with incumbency, and action-oriented programs for meeting the placement goals - enforced and put forth by the Office of Federal Contract Compliance Programs (OFCCP)

Determining independent contractor based on economic realities test (whether a person is economically dependent on the business or is in business for him or herself

"• The work performed is not integral to the employer's business • The person has and uses managerial skills that affect the opportunity for profit or loss • The person makes investments that support a business • The person has special skills and initiative to operate an in de pen dent business • There is not a permanent relationship with the employer • The person controls meaningful aspects of the work performed"

potential target recruitment groups

- KSAOs - diverse job seekers - passive job seekers or non candidates - former military - employment discourages - reward seekers - former employees - reluctant applicants

Americans with Disabilities Act (1990, 2008)

- Prohibits discrimination against individuals with disabilities who are qualified for the job and to require the employer to make reasonable accommodation for such individuals unless that would cause undue hardship for the employer - Covers: Employers with more than 15 EE's -Administration: EEOC

choice between open and targeted recruitment

- can use a combo - core to performance? - how many applicants? - how diverse? - pre-entry qualifications?

labor shortages cause

- increased pay and benefit packages - hiring bonuses and stock options - alternative work arrangements to attract and retain older workers - use of temporary employees - recruitment of immigrants - lower hiring standards - partnerships with high schools, tech schools, and colleges - increased mandatory overtime work - increased hours of operations

organizational ethics seek to do the following

- raise ethical expectations - legitimize dialogue about ethical issues - encourage ethical decision making - prevent misconduct and provide a basis for enforcement emphasizes "awareness of organizational values, guidelines and codes, and behaving within those boundaries when faced with dilemmas in business or professional work

criterion measures

- to assess employee performance - objective or subjective

demography of the american workforce

- women now make up half the labor workforce - large numbers of latinos and asians from immigration - civil rights legislation removed previous barriers to employemnet faced by african americans - new technologies allow entry for those with disabilities - increase in sexual orientation - wider age range

Need for Laws and Regulations

-Balance of power -Protection of employees -Protection of employers

causes of turnover

-low pay -part time -no benefits -expendable -scheduling desirability of leaving ease of leaving alternatives

Core Staffing Activities

-recruitment: external and internal -selection: measurement, external, internal -employment: decision making, final match

Types of Job Analysis

-task-oriented job analysis -worker-oriented job analysis - job requirements: seeks to identify and describe specific tasks, KSAOs, and job context for a particular job - competency-based: attempts to identify and describe job requirements in the form of general KSAOs required across a range of jobs, focus on how jobs relate to organizational strategy - reward-based: focuses on the rewards employees receive from their work, used to assess what types of positive outcomes employees receive from performing a job

Definition of Disability

1) A physical or mental impairment that substantially limits one or more of an individual's major life activities 2) A record of such impairment 3) Being regarded as having such an impairment

Pros of Outsourcing

1. Cost reduction 2. Risk sharing 3. Allow the company to concentrate on core processes

staffing planning questions

1. How many people should we recruit? 2. What resources do we need? 3. How much time will it take to hire?

selection plans can be developed in 3 steps

1. KSAOs are written in the left-hand column 2. for each KSAO, a yes or no is written to show whether it needs to be assessed in the selection process 3. possible methods of assessment are listed for the required KSAOs and the specific method to be used for each is indicated

Cons of outsourcing

1. Lack of control 2. Unemployment in the home country 3. Risk of exposing confidential data

Staffing System Components

1. Recruitment 2. Selection 3. Employment

measurement process

1. choosing an attribute of concern 2. developing an operational definition of the attribute 3. constructing a measure of the attribute as it is operationally defined 4. using the measure to actually gauge the attribute Goal: to produce a number or score for a given attribute, which can then be used to differentiate individuals and make decisions about them

HRP Process

1. determine future HR requirements to meet strategic business requirements 2. determine future HR availabilities 3. Reconcile requirements and availabilities - that is, determine gaps (shortages and surpluses) between the two 4. Develop action plans to close the projected gaps

notes of caution regarding correlation

1. does not connote a proportion or percentage 2. the value of r is affected by the amount of variation in each set of scores 3. linear relationship between 2 sets of scores, might not always be the best assumption 4. the correlation between 2 variables does not imply causation between them - a correlation simply states how two variables covary or relate to each other, it says nothing about one variable necessarily causing the other one

performance counseling steps

1. identify performance problems 2. assess causes 3. develop corrective actions 4. develop and discuss clear consequences for continued problems 5. document incident, corrective actions, and consequences of continued problems 6. terminate if problems not resolved

reaction to recruiters

1. influence applicant reactions 2. influence is felt by applicants 3. level of warmth and communicating knowledge about the job are the have largest influence on applicant attitudes

implications of reliability

1. interpreting individuals' scores on the measure and the standard error of measurement 2. the effect that reliability has on the measure's validity

4 important points about the person/job match

1. jobs are characterized by their requirements and embedded rewards 2. individuals are characterized by their level of qualification and motivation 3. the issue is the likely degree of fit or match between the characteristics of the job and the person 4. there are implied consequences for every match

evidence for disparate treatment

1. person belongs to a protected class 2. person applied for, and was qualified for, a job the employer was trying to fill 3. person was rejected despite being qualified 4. the position remained open and the employer continued to seek applicants as qualified as the person rejected

standardized measure has 3 properties

1. the content is identical for all objects measured 2. the administration of the measure is identical for all objects 3. the rules for assigning numbers are clearly specified and agreed on in advance

three issues must be resolved before the organization can begin attracting applicants

1. the organization needs to define its strategic goals for the recruitment process 2. organization needs to decide how broadly it will recruit 3. organizational and administrative issues need to be considered including who will do the recruitment and budgeting

at the least, what two factors should be considered when determining availability

1. the percentage of minorities or women with requisite skills in the reasonable recruitment area 2. the percentage of minorities or women among those promotable, transferable, and trainable within the organization

six requirements for unpaid interns and trainees

1. the training must be similar to that given in school 2. the training experience has to benefit the intern 3. the trainee does not displace another person and works under close supervision of the employer's staff 4. the employer does not gain an immediate advantage from the trainee's activities 5. the trainee is not entitled to a job at the end of training 6. the employer and the trainee must understand that the trainee is not entitled to any pay for time spent

selection decisions

1. whther initial applicants who have applied for the job become candidates or are rejected 2. which candidates become finalists 3. which of the finalists receives a job offer

civil rights acts (1964, 1978, 1991)

1964 - outlawed discrimination based on race, color, religion, sex, or national origin 1978- added pregnancy to protected characteristic 1991- amendments to 1964

it is estimated that an average organization's employee cost is over what percentage of its total revenue?

22%

t value formula

= r / (square root of ((1-r^2)/n-2)

formula to calculate the standard score

=(X-mean)/SD

Criminal background check

A check to determine if a person has ever been arrested or convicted of a crime

Common Law

A legal system based on custom and court rulings - court made law - case by case decisions of the court

Criterion-related validation

A method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job performance scores.

in-basket exercise

A promotional examination component in which the candidate deals with correspondence and related items that have accumulated in a fire officer's in-basket.

Taylor-Russell Tables

A series of tables based on the selection ratio, base rate, and test validity that yield information about the percentage of future employees who will be successful if a particular test is used.

the major legal issues in HR and staffing planning are

AAPs and diversity programs

emotional intelligence

Ability to monitor one's own emotions and those of others, to discriminate among them, and to use this information to guide one's thinking and actions self-awareness, other awareness, emotion regulation

job applicant

According to EEOC regulations, anyone who expresses an interest in employment, regardless of whether that person meets the employer's minimum qualifications for the job.

Fair Credit Reporting Act of 1970

Act that protects privacy of background information and ensures that information supplied is accurate.

talent management system

An HR system which allows for tracking of many HR functions, such as talent acquisition, performance management, compensation management, and others.

Selection Sequence

An element of logical structure in an algorithm in which the path or flow of sequential logic splits into two or more paths.

Internet Applicant

An individual who expresses interest in employment via the Internet or other electronic data technology.

Levels of Measurement: Nominal

Assign numbers to classify characteristics into categories (#1 = male, #2 = female)

Enforcement of OFCCP

Audits AAPs

Age Discrimination in Employment Act of 1967

Bans age discrimination for jobs unless age is related to job performance

hybrid system of internal recruitment

Both open and closed steps are followed at the same time to cast as wide a net as possible

selection

Choosing from among qualified applicants to hire into an organization - emphasis on assessment and evaluation

reconciliation and gaps

Coming to grips with projected gaps Likely reasons for gaps Assessing future implications

Sources of Laws and Regulations

Common law constitutional law (Constitution and amendments) statutory law (written statues passed by legislative bodies) executive order agencies (basic purpose is to interpret, administer, and enforce the law)

staffing organizations model

Components: 1. Organizational Strategy 2. HR Strategy 3. Staffing Strategy 4. Support Activities 5. Core Staffing Activities 6. Staffing and Retention System Management 7. Organization's mission, goals, and objectives

reference checks

Contacting previous employers of a job applicant to determine his or her job history. Reference checks may also include checking with school(s) or college(s) attended by the applicant to verify educational qualifications.

cut scores

Decision points for dividing test scores into pass/fail groupings

selection plan

Describes which predictors will be used to assess the KSAOs required to perform the job.

Competency-based job analysis

Describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit to do the job well.

Planning time frame

Determining the amount of time it will take to implement an organization's human resource plan.

diversity planning

Developing a strategy to recruit and select a diverse group of employees. - also focuses on the assimilation and adaption of a diverse workforce

applicant records are required by

EEOC and OFCCP

Alternative Mobility Paths

Emphasis is on movement in the organization in any direction - up, down, and side to side. Emphasized to ensure employee is continuously learning and make the greatest contribution to the organization.

hierarchical mobility paths

Emphasis is primarily on upward mobility in the organization, often labeled promotion ladders.

Employer-Employee Relationship

Employer hires employee to perform certain tasks; employer has right to control conduct of employees - written or oral - at will, meaning either the employer or the employee may terminate the employment relationship at anytime for any reason, without prior notification - employer must withhold payroll taxes, pay required taxes, adhere to minimum wage and overtime pay requirements, conform to equal employment opportunity laws and regulations, and assume liability for harmful acts of its employees while working

levels of measurement: ratio

Equal distances between score units, there is a rational, meaningful zero (eg. weight gain of 4 pounds is twice as much as 2 pounds, weight gain of 0 pounds is meaningful)

Rehabilitation Act of 1973

Extended protection to those with physical or mental handicaps

Immigration Reform and Control Act of 1986

Federal law requiring employers to verify and maintain records on applicants' legal rights to work in the United States - to prohibit the employment of unauthorized aliens and to provide civil and criminal penalties for violations of this law

Employee Polygraph Protection Act of 1988

Federal law that prohibits the use or suggestion of lie detector tests in most employment situations

Substantive Assessment Methods

Find those with min quals but also will be high performers: Cognitive Ability Test - multiple choice test (verbal, math, reasoning, reading comprehension) Personality Test - Social interaction, traits, temperaments, most common form of measurement is self report surveys Aptitude Test - capacity to learn or acquire new skill Psychomotor Test - demonstrate a min degree of strength/dexterity Assessment Centers - method of assessing higher-level managerial competencies. Actual situations. One-several days (in-basket exercises, role-play, tests, interviews) Ability tests - assess capacity to function in a certain way (aptitude and achievement tests) (4 classes of ability tests: cognitive(most valid), psychomotor, physical, and sensory/perpetual)

Employment Eligibility Verification

Form that is REQUIRED for employers to ensure that you are eligible to work in the US.

Job Offer Process

Formulation of job offer Presentation of Job offer Job offer acceptance and rejection Reneging

collecting job rewards information

Gauge the preferences of the organization's own employees or learn about employee preferences and actual rewards provided, in other organizations. Within the Organizations: - Interview or surveys with employees Outside the Organization: - SHRM Survey - Organizational practices

"Great Eight" competencies

General Competencies: 1. Leading (initiates action, gives direction) 2. Supporting (shows respect, puts people first) 3. Presenting (communicates and networks effectively) 4. Analyzing (thinks clearly, applies expertise) 5. Creating (thinks broadly, handles situation creatively) 6. Organizing (plans ahead, follows rules) 7. Adapting (responds to change, copes with set backs) 8. Performing (focuses on results, shows understanding of organizations)

Replacement and Succession Plans

Indicate positions and who is scheduled to fill those slots when they become vacant, may also indicate when the individual will be ready for the assignment

decentralized recruitment

Individual business units or individual managers coordinate the recruitment activities.

Transition to Selection

Involves making applicants aware of Next steps in hiring process Selection methods used and instructions Expectations and requirements

experience

Knowledge or skill that comes from having done certain things.

subjective measures

Measures based on individual perceptions

contingent methods

Medical and drug tests, and background checks

Collecting Job Requirements Information

Methods: - prior information - observation - interview - task questionnaire - committee or task force Sources to be used: - Job analyst - Job incumbents - Supervisors - Subject matter experts

predictor-criterion scores

Must be gathered from a sample of current employees or job applicants

Centralized Recruitment

One central group in the organization, usually HR, coordinates the recruitment activities.

Targeted Recruitment

Organization identifies segments in the labor market where qualified candidates are likely to be, done to find applicants with specific characteristics pertinent to person/job or person/organization match.

Open Recruitment

Organizations cast a wide net to identify potential applicants for specific job openings.

differential pay

Pay rates that are affected by where or when an employee works.

biodata

Personal history information on an applicant's background and interests, general description of a person's life history.

nominations

Placing someone's name into consideration to run for office

Realistic Recruitment Message

Portrays the organization and the job as they really are, rather than describing what the organization thinks job applicants want to hear, both positive and negative aspects of a job and organization are described.

mobility path

Possible employee movements within the internal labor marker structure, two types: hierarchical and alternative.

Genetic Information Nondiscrimination Act (2008)

Prohibits the use of genetic information in employment, prohibits intentional acquisition of same, and imposes confidentiality requirements

parties to a contract

Promiser/obligor: makes a promise Promisee/obligee: person to whom the promise is made A party can be an individual or business

scatter diagrams

Provide a visual way to examine possible relationships between two variables

career development centers

Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization

Levels of Measurement: Ordinal

Rank objects based on their relative standing on an attribute; distance between categories is not equal (eg. non smoker, 1/2 pack/day, 1 pack/week, etc)

methods of final choice

Ranking - finalists are ordered from most to least desirable based on results of discretionary assessments Grouping - finalists are banded together into rank-ordered categories Ongoing hiring - hiring all acceptable candidates as they become available for open positions random

core workforce

Regular full-time and part-time employees of the organization.

suggestions for ethical staffing practice

Represent the organization's interests. Beware of conflicts of interest. Remember the job applicant. Follow staffing policies and procedures. Know and follow the law. Consult professional codes of conduct. Shape effective practice with research results. Seek ethics advice. Be aware of an organization's ethical climate/culture

Formula for SEM

SDx * (sq rt (1-rxx))

social media screening

Screening job applications whose social media pages—Facebook and similar—suggest irresponsibility or unfitness for a post.

independent contractors

Self-employed individuals hired on a contract basis for specialized services. - not legally considered an employee - employer does not need to do tax withholding, tax payment, or benefit obligations it has for employees - could also reduce employer exposure for some laws and regulations - cannot be overly supervised - make own hours/wages

job requirements matrix

Shows the key components of job requirements job analysis, each of which must be explicitly considered for inclusion in any job requirements job analysis. Serves as the basic informational source or document for any job in terms of its requirements.

Staffing Strategy

Staffing Levels • Acquire or Develop Talent • Hire Yourself or Outsource • External or Internal Hiring • Core or Flexible Workforce • Hire or Retain • National or Global • Attract or Relocate • Overstaff or Understaff • Short- or Long- Term Focus Staffing Quality • Person/Job or Person/Organization Match • Specific or General KSAOs • Exceptional or Acceptable Workforce Quality • Active or Passive Diversity

Staffing Planning Process

Staffing objectives are developed and alternative staffing activities are generated.

glass ceiling

Strong but invisible career barrier that sometimes exists for minorities and women.

emotional intelligence tests

Tests that measure a person's ability to monitor his or her own emotions and the emotions of others and to use that knowledge to guide thoughts and actions. measured: 1. similar to items in personality test (most common) 2. ability focused 3. situational judgment tests or performance-based measures

Staffing Quality: Person/Organization Match

The degree to which a person's values, personality, goals, and other characteristics match those of the organization. - compare organizational values, new job duties, multiple jobs, and future jobs - FLEXIBILITY IN APPLICANTS

accuracy (of measurement)

The extent to which observed values, the data produced by measuring an event, match the true state, or true values, of the event as it exists in nature

negligent hiring

The failure of an organization to discover, via due diligence, that an employee it hired had the propensity to do harm to others

communication media

The formats used to convey messages, including advertisements, organizational websites, videoconferences, and direct contact, social media, recruitment brochures

Communication media

The formats used to convey messages, including oral, written, and electronic

communication message

The information the sender wishes to transmit to the receiver.

human capital

The knowledge, skills, and abilities of employees and their motivation to use these successfully on the job

staffing ethics

The moral principles and guidelines for acceptable practice.

coefficient alpha

The most commonly applied estimate of a multiple item scale's reliability. It represents the average of all possible split-half reliabilities for a construct.

staffing

The process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization's effectiveness

labor demand

The relationship between the quantity of labor demanded by firms and the wage. - results from customer demands for the organization's products and services

Significance of correlation coeficient

Thesignificancelevelisexpressedas p<somevalue,forexample,p<.05.Thep leveltellstheprobabilityofconcludingthatthereis a correlationin thepopulationwhenin factthereis notarelationship.Thus,a correlationwithp<.05meanstherearefewerthan5 chancesin 100ofconcludingthatthereis a relationshipin thepopulationwhenin factthereis no

in-house temporary pools

Those employed are legally treated as employees, can serve as an "audition" for full-time employment allowing temps to try out a number of positions.

Open Internal Recruitment System

Transfer opportunities are made public. Manager notifies HR of vacancy, HR posts job opening internally, HR receives bids from interested applicants, HR screens candidates, HR gives lists of candidates to manager, manager interviews candidates, and manager fills position.

Closed Internal Recruitment System

Transfer opportunities are not made public. Manager notifies HR of vacancy, HR searches files for candidates, HR gives lists of candidates to manager, manager interviews candidates, and manager fills position. Employees are not made aware of job vacancies, only those who oversee placement in the HR department, line managers with vacancies, and contacted employees are the only people made aware of promotion or transfer opportunities.

application blanks

Used to gather information about work history, educational background, and other job-related demographic data; must not ask for information unrelated to the job.

Initial Assessment Methods

Used to minimize the costs associated with substantive assessment methods by reducing the number of people assessed.

levels of measurement: Interval

Variables whose attributes are rank-ordered and have equal distances between adjacent attributes. Examples: temperature (Fahrenheit), IQ score

Reneging

Verb Go back on a promise, undertaking, or contract.

essential functions

What are essential functins? What is the evidence of essential functions? What is the role of job analysis?

knowledge

a body of information that can be applied directly to the performance of tasks

Disparate Impact

a condition in which employment practices are seemingly neutral yet disproportionately exclude a protected group from employment opportunities

potential gains of a diverse workforce are only realized when

a culture is supportive of diversity

employment brand

a good-company tag that places the image of being a great place to work or "employer of choice" in the minds of job candidates - closely ties to its product market image

mixed motive

a legitimate reason for an employment decision exists, but the decision was motivated by an illegitimate reason

job advertisement

a light overview of the job analysis

Bona Fide Occupational Qualification (BFOQ)

a necessary (not merely preferred) qualification for performing a job

variable pay

a pay system in which an individual's compensation is contingent on performance

sign

a predisposition of the person that is thought to relate to performance on the job personality

recruitment

a process that attracts potential future employees who have KSAOs that will help the organization achieve its strategic goals

Kano Analysis

a quality measurement tool used to categorize and prioritize customer requirements based on their impact on customer satisfaction

structured interview

a research procedure in which all participants are asked to answer the same questions characteristics: questions are based on job analysis. the same questions are asked of each candidate, the response to each question is numerically evaluated, detailed anchored rating scales are used to score each response, detailed notes are taken 4 dimensions of structure: evaluation standardization, question sophistication, question consistency, and rapport building situational or experience based

disclaimer

a statement that explicitly limits an employee's right and reserves that right for the employer

correlation coefficient

a statistical index of the relationship between two things (from -1 to +1)

correlation between scores

a statistical measure of the relation between the two sets of scores

Flexible workforce

a workforce whose members are capable of doing many tasks, either at their own workstations or as they move from one workstation to another temporary employees provided by a staffing firm and independent contractors

letters of recommendation

a written testimony from another person that states that you are credible p.397

measurement error formula

actual score = true score + error

make work more meaningful

alternative reward systems, team building, counseling, alternative employment

measurement error

an error that occurs when there is a difference between the information desired by the researcher and the information provided by the measurement process

Human resource planning

an ongoing process and set of activities undertaken to forecast an organization's labor demand (requirements) and internal labor supply (availabilities), to compare these projections to determine employment gaps, and to develop action plans for addressing these gaps

workforce quality refers to

an organization's human capital

competency

an underlying characteristic of an individual that contributes to job or role performance and to organization success

ability

an underlying, enduring trait of the person that is useful for learning about and performing a range of tasks

Preemployment Inquiries

applicants' personal and background data

Managerial Sponsorship

ask managers to provide their sponsorship for an individual before that person would be considered for a promotion through internal recruiting process Higher-ups given considerable influence in promotion decisions

performance tests and work samples

assess actual performance rather than underlying capacity or disposition performance test:what they actually do on the job work sample designed to capture parts of the job

situational interviews

assess an applicant's ability to project what his or her behavior would be in future hypothetical situations

Job Knowledge Tests

assess applicant's ability to comprehend job requirements - ask questions that directly assess knowledge of the duties involved in a particular job OR focus on the level of experience with and corresponding knowledge about critical job tasks and tools/processes necessary to perform the job

integrity tests

assess attitudes and experiences related to a person's honesty, dependability, trustworthiness, reliability, and prosocial behavior clear purpose and general purpose Clear purpose tests consists of questions of anitheft attitudes and questions about the frequency and degree of involvement in theft or other counterproductive activities general or veiled purpose tests assess employee personality with the idea that personality influences dishonest behavior Concerns: faking, misclassification/stigmatization, negative applicant reactions

experience-based interviews

assess past behaviors that are linked to the prospective job

Interest, Values, and Preference Inventories

attempt to assess the activities individuals prefer to do both on and off the job

voluntary turnover

avoidable and unavoidable

self assessments

based on what you think of yourself

organizational recruitment sources

be more formal, do not provide some of the relational advantages of individual contact - colleges and placement offices, executive search forms, social service agencies, job fairs, co-ops and internships

drug testing

bodily fluids, hair analysis, pupillary reaction test, performance tests. integrity test

resume tips

check for typos customize resume to the position if at all possible brevity is highly valued among hiring managers be factual and truthful do not underplay accomplishments

calculation of reliability estimates

coefficient alpha and interrater agreement assess reliability within a single time period test - retest and intrarater agreement assess reliability between time periods

using metrics for staffing process evaluation

collect and synthesize objectives for staffing process develop metrics that assess how well staffing processes achieve those objectives compile analyze and evaluate metrics on an ongoing basis communicate findings and implications to the top management team

reliability of measures

consistency

validity coefficient

correlation coefficient between a test score (predictor) and a performance measure (criterion)

knowing how to recruit effectively and strategically begins by knowing the organization's

current and future needs

self-selection for applicant

deciding whether to continue in the staffing process or drop out, may occur anywhere alone the selection process

employement

decision making and final match activities by the organization and the applicant

oral versus written versus computer

depends on the nature of the job

form

design of the predictor

definition of strategic goals include

developing goals for attraction, speed, and a time frame

involuntary turnover

discharge or downsize

idiosyncratic deals

employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development

staffing models

ethnocentric, polycentric, geocentric

peer assessment

evaluate the promotability of an internal applicant peer ratings, nominations and rankings

contingencies

events with uncertain outcomes that may represent potential liabilities

Resume Issues

fabrications and distortions

downsides of personality tests

faking, validity, bad reactions

Paper-and-pencil versus performance

fill out a form, write an answer, or complete multiple choice items (paper and pencil test) asked to manipulate an object or equipment (performance test)

support activities

firm activities that add value indirectly, but are necessary to sustain primary activities - legal compliance, planning, job analysis and rewards

Initial Interview

first personal contact with organization and staffing system for applicant screens out the most obvious cases of person/job mismatch

flexible workforce advantages

flexibility, respond quickly to needs, fill new plants or positions where people are absent, important source of new knowledge

Individual recruiting sources

focus on the individuals the organization is attempting to contact - applicant initiated, employment websites (general, searching, and niche)

civil service laws and regulations

governed by special statutory laws and regulations collectively referred to as civil service

civil service

guided by so- called merit principles that serve as the guide to staffing practices - serve to prevent cronyism(political patronage) in hiring

quantity refers to

having enough people to conduct business

quality refers to

having people with the requisite KSAOs so that jobs are performed effectively

high versus low fidelity tests

high: uses realistic equipment and scenarios to simulate the actual tasks of the job low: simulates the task in a written or verbal description and elicits a written or verbal response rather than an actual response

temporary employees

hired for a specified period of time, typically to assist with heavy work periods or to temporarily replace an employee on leave - staffing agencies give them jobs (they are like clients) - raise issues of joint employment

intrarater agreement

how well a scorer makes consistent judgements across all tests

situational judgment tests

hybrid selection procedure that takes on some of the characteristics of an ability test and some of the aspects of a work sample. Applicants placed in hypothetical job-related situations where they are asked to choose a course of action from several alternatives

standard error of measurement

hypothetical estimate of variation in scores if testing were repeated

core workforce disadvantages

implied permanence of the employment relationship locks in the organization's workforce, with a potential loss of staffing flexibility to rapidly increase, reduce, or redeploy its workforce in response to changing market conditions and project life cycles - reducing it can be costly and labor costs might be greater

variability

in a set of numbers, how widely dispersed the values are from each other and from the mean

percentiles

indicate the distance of a score from 0

the logic of prediction

indicators of internal applicants' degree of success in past situations should be predictive of their likely success in new situations A person's KSAOs result from their experience separating selection from recruitment

Three Biggest Areas of Distortion or misinformation on Resumes:

inflated titles inaccurate dates to cover up job hopping or employment gaps half-finished degrees inflated education or purchased degrees

targeted message

intended to reach some specific subgroup of the general population, usually based on a set of demographic characteristics shared by its members.

preliminary issues

interview, evaluation of the predictors

Types of Rewards

intrinsic and extrinsic

types of turnover

involuntary, voluntary, functional, dysfunctional, uncontrollable, controllable

strategy implementation

involves creating the functional strategies, systems, structures, and processes needed by the organization to achieve strategic ends

ethics

involves determining moral principles and guidelines for the acceptable practice of staffing

predictor measure

it taps into one or more of the KSAOs identified in job analysis

staffing metrics

job analysis validation Measurement

fact-finding

job/candidate is presented a case or problem with incomplete information

what are the building blocks of an organization?

jobs

talent management/succession systems

keep an ongoing organizational record of the skills, talents, and capabilities of an organization's employees to inform human resource (HR) decisions

strategic approach to job offers

labor market conditions, organization needs, applicant needs, legal issues

choice of type of message

labor markets KSAOs

2 main sources of external influence on HR and staffing planning

labor markets and technology

staffing firms

legal employers of workers being supplied, though matters of co-employment may arise

Affirmative Action Programs

legally mandated plans that try to increase job opportunities for minority groups by analyzing the current pool of workers, identifying areas where women and minorities are underrepresented, and establishing specific hiring and promotion goals, with target dates, for addressing the discrepancy

Seniority

length of service or tenure with the organization, department, or job

flexible workforce disadvantages

less committed to employers, legal loss of control, new frictions between core workers

turnover rate equation

list the number of employees who have left over a defined period of time / total number of positions in the facility

forecasting HR availabilities

manager judgment, markov analysis, individual internal forecasts, replacement planning, succession planning

central tendency

mean, median, mode

standardization

means of controlling the influence of outside or extraneoud factors on the scores generated by the measure and ensuring that, as much as possible, the scores obtained reflect the attribtue measured - hallmark of sound measurement practice

presentation of Job Offer

mechanical approach sales approach

quality of measures

methods of assessing recruiting effectiveness that focus on the extent to which sources provide applicants who are actually qualified for jobs

importance and use of measures

methods or techniques for describing and assessing attributes that are of concern to us tests for KSAOs

Contingent Assessment Methods

methods whereby a job offer is made contingent upon a candidate passing the assessment

when a company uses effective selection practices, they are viewed as being

more committed to their organizations

motor versus verbal work samples

motor tests involve physical manipulation of things verbal test involves a problem situation requiring language skills and interaction with people

Levels of Measurement

nominal, ordinal, interval, ratio

selection ratio

number hired/number of applicants

Speed versus power

number of responses completed in a certain time frame (speed test) gives individuals items of increasing difficulty (power test)

base ratio

number of successful employees/ number of employees

scores

numerical values or qualitative classification

objective versus essay

objective tests are used to measure knowledge in specific areas essay are best used to assess written communication, problem-solving, and analytical skills

Task Statement

objectively written description of the major tasks an employee performs in a job - simple declarative sentences

contamination error

occurrence of unwanted or undesirable influence on the measure and on individuals for whom the measure is being used

deficiency error

occurs when there is failure to measure some portion or aspect of the attribute assessed

requirements for an enforceable contract

offer, acceptance, consideration

EEO/AA Laws

often provide protections beyond those contained in federal laws - vary by state

employment relationship

one in which the employer has the right to control the manner and means of the employee's performance of work

mechanical approach

one way communication from organization to receiver

the Big Five

openness, conscientiousness, extraversion, agreeableness, neuroticism personality tests

affirmative action program regulations

organization display, job group analysis, availability determination, comparison of incumbency with availability, placement goals, designation of responsibility, identification of problem areas, action-oriented programs, internal audit and reporting

2 most important internal influences on the planning process

organization's strategy (most important) and the organization's culture

initial decisions for HRP

organizations strategy, potential strategies, contingency plans should be developed/ considered, methods for obtaining feedback relative to goals and objective should be in place - planning time frame, head count (current workforce), roles and responsibilities, job categories and levels, judgmental techniques, scenario planning

AAPs

originate from many sources - seek to rectify the effects of past employment discrimination by increasing the representation of certain groups in the organizations workforce

staffing quantity: levels

overstaffed, fully staffed, and understaffed us a comparison of staffing requirements and staffing availabilities

basic litigation process under title V11: EEOC

pg 66

job posting

placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organization's intranet

multiple hurdle model

process of arriving at a selection decision by eliminating some candidates at each stage of the selection process

Staffing is a

process that establishes and governs the flow of people into the organization, within the organization, and out of the organization

offshoring

products or services are provided by an external source outside the country where the organization's core operations take place

Equal Employee Opportunity Commission

provides guidance on coverage and responsibility requirements for staffing firms and their client organizations (temporary employees)


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