450 Test 9-12

creating a strong corporate culture

creating a culture that employees find attractive can enhance their commitment to the company

Which of the following, if true, would result in a new hire to a company getting paid less than existing employees?

d. The company wishes to preserve internal equity.

The first stage of the socialization process is ________.

d. anticipatory

A company cannot know what training to offer employees unless it ________.

d. assesses their strengths and weaknesses

Internal assessment typically improves a firm's strategic capabilities by ________.

d. assisting "blocked" employees to improve their performance

Challenging Employees

developing skills and learning new things can keep employees engaged

One time vs staggered programs

put newcomers through one long session vs many smaller ones

survivor syndrome

refers to the emotional effects of the downsizing on surviving employees, during and after a downsizing. These effects include fear, anger, frustration, anxiety, and mistrust, which can threaten the organization's survival. Survivors often are preoccupied with whether additional layoffs will occur, and feel guilty about retaining their jobs while separated coworkers are struggling.

Finalists

remains after all assessment is complete

Serial vs. Disjunctive

socialize newcomers using an experienced member, or do not use a role model

function based downsizing

specific functions are targeted usually during an organizational redesign

position based downsizing

specific jobs targeted

geographical downsizing

specific locations targeted for downsizing

providing employee with support

staying in touch with new hires and helping them overcome the obstacles they face to perform well can result in their retention

Cognitive Ability Tests

tests that assess a person's general mental abilities, including their verbal and mathematical reasoning, logic, and perceptual abilities

sabatical

used to reenergize employees

holding managers accountable

Holding managers accountable for retaining top performers and for challenging and developing their subordinates can improve their retention

performance-based downsizing

Poor performers are targeted for separation

Not hired, poor performer

True Negative

across the board downsizing

all units reduce their headcount by the same percentage

phases of socialization

anticipatory- interacting with company reps encounter- job training and learning about company norms settling in- become comfortable with the job and start worrying about evals and opportunities

Tournament vs. Contest

elimination tournament where failure means fire vs contestant where new hires build a track record

creating mobility barriers

embedding employees in the company in such a way that their value is greater inside than outside the firm due to their firm specific knowledge decreasing the chance they will leave

competency based downsizing

employees with the competencies the company expects to need in the future are retained, and employees without those competencies are targeted

rational weighting

experts assign a different subjective weight to each assessment score

developing better supervisors

fair managers whose subordinates trust them can improve employee retention

person-organization fit

fit between an individual's values, beliefs, attitudes, and personality and the values, norms, and culture of the organization

Providing competitive wages and benefits

giving employees competitive pay and benefits to increase retention

giving employees work flexibility

giving employees work flexibility can improve their retention by enabling them to better balance their work and life demands

dysfunctional turnover

loss of high-performing employees who voluntarily choose to leave a company

Workforce redeployment applies the ________ principles used to optimize inventory management, planning, and production to optimize the utilization of a firm's employees.

b. supply chain

Which of the following would be required to provide critical skills to employees that might be needed in the future?

b. training

Companies generally try to minimize turnover that is ________.

b. voluntary, dysfunctional, and avoidable

Case Interview

give the candidate a situation, problem, or challenge and ask him or her to address and resolve it

Unit Weighting

giving multiple assessments equal weight in computing an overall score

Collective vs. Individual

group newcomers together to expose them to a set of experiences or do it individually

career counseling and career development workshops

help individuals understand the jobs that best match their motivations and talents, and help them develop the skills they need to successfully compete for these opportunities.

compensatory approach

high scores on some assessments can compensate for low scores on other assessments. This approach is less useful for jobs in which specific talents must exist at a minimum level.

assessment center

simulate the position an employee is interested in pursuing and whether or not they are a good fit for the job.

Training and continuing education

skills in training in a more formalized educational setting.

Formal vs Informal

structured using specifically designed formal activities and materials away from the work setting vs socialization being done by coworkers on the job

Internal Assessment

the evaluation of a firm's current employees for training, reassignment, promotion, or dismissal purposes Evaluates employees' fit with other jobs Assesses employees to enhance the firm's strategic capabilities by aligning a firm's talent with its vision, goals, and business strategy Informs downsizing decisions

person-job fit

the fit between a person's abilities and the demands of the job and the fit between a person's desires and motivations and the attributes and rewards of a job

person-vocation fit

the fit between an individual's interests, abilities, values, and personality and their occupation

person-group fit

the match between an individual and his or her work group, including the supervisor

multiple regression

the most scientific approach to determining how to weight each assessment in computing a candidate's overall score

orientation/onboarding

the process of completing new hires' employment-related paperwork, and familiarizing them with their jobs, coworkers, work spaces, work tools, and the company's policies and benefits

Replacement planning

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

Sequential vs. Random

training in order (based on difficulty) or training in no order

statistical weighting

using a statistical technique, such as multiple regression, to assign a different weight to each assessment score

Behavioral Interviews

using information about what the applicant has done in the past to predict future behaviors STAR technique: Situation or Task: describe in enough detail for the interviewer to understand the situation and what you needed to accomplish Action that you took Results that you achieved

complementary fit

when a person adds something that is missing in the organization or work group by being different from the others

supplementary fit

when a person has characteristics that are similar to those that already exist in the organization

Not hired, good performer

False Negative

hired and poor performer

False Positive

must measure knowledge skills and abilities necessary to perform the job

Test of knowledge and abilities

Return on Investment

The ROI from a new assessment method is the sum of the economic value of improved performance and the savings from avoiding bad hires. Reflects the fact that bad hires can actually cost the organization money

If a hiring manager is unhappy that the staffing system requires her to take two hours of her limited time to interview each candidate, which staffing goal is not being met?

b. generating positive stakeholder reactions

clarifying promotion paths

A clear career path helps retain talented people interested in moving up

Fixed vs. Variable

Extent to which there is a set timetable and set stages

choosing a good location

Locating the company in a desirable area or in an area with few competitors for the same talent can boost retention

self selection downsizing

The firm encourages employees to self-select out of the company by offering them inducements, such as buyouts or early retirement packages

Weighted Application Blank

a job application on which different information receives different weights

Investiture vs. Divestiture

affirming the newcomer's sense of self vs denial and stripping away of the newcomer's existing sense of self and reconstructing it in the organization's image

Assessment tests can identify

new hires' developmental needs

business-based downsizing

only some segments of the business are targeted

seniority based downsizing

the last people hired are the first downsized

salary based downsizing

the most highly paid employees are targeted

hired, good performer

true positive

functional turnover

turnover that results in the departure of poor performers

Making a Career Development Plan

Assess yourself Set goals Develop an action plan Revisit and revise as needed

Internal Assessment GOALS

Maximize fit Accurate assessment Maximize return on investment Positive stakeholder reactions Support talent philosophy and HR strategy Establish and reinforce HR strategy and employer image Identify employees' development needs Assessing ethically Legal compliance

Contingent Methods

Medical and drug tests, and background checks methods where a job offer is made contingent upon a candidate passing an assessment

Evaluative Methods

Methods that evaluate the pool of job candidates to determine who will be hired Cognitive and noncognitive ability test Values assessments Personality assessments Integrity tests Polygraph tests Job knowledge tests Behavioral, situational, and case interviews Situational judgment tests Graphology Job simulations Work samples Reference checks

Rejecting a Candidate

Respect efforts should be made to enhance the procedural and interactional fairness perceptions of rejected applicants. Negative reactions of rejected internal candidates may be reduced by explaining why they were not chosen, and what they can do to be more competitive for the position in the future.

Internal Assessment METHODS

Skills inventories Mentoring programs Performance reviews of task and interpersonal behaviors Multi-source assessments Job knowledge tests Assessment center methods Clinical assessments

Career Planning

a continuous process of self-assessment and goal setting. To be strategic, career planning needs to complement the expected future talent needs of the organization. When integrated with the organization's succession management and labor forecasting processes, career planning and succession management can help give any organization a snapshot of available talent for meeting current and future needs.

Socilization

a long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors, and knowledge needed to successfully participate as an organizational member The primary goal of socialization is to get new employees up to speed on their jobs and familiarize them with the organization's culture

Which of the following is true about integrity tests?

a. Integrity tests have the ability to overcome the problem of faking.

When should medical tests be administered?

a. after a job offer has been extended

Exit interviews should be directed at ________.

a. areas in which the company feels it could improve

RBC Electronics is a retailer of electronic appliances. If Sandy does not see or understand the work processes and rules that influence RBC employees' task behaviors and has limited knowledge of the regulations, policies, and resources that affect employees' behavior, then Sandy is most likely a(n) ________.

a. external customer

Which of the following would enable a firm to hire the fastest?

a. hiring the first candidate who exceeds a minimum cut score

External customers are often best for evaluating an employee's ________.

a. interpersonal behaviors

The fit between a person's abilities and the demands of the job and the fit between a person's desires and motivations and the attributes and rewards of a job is ________.

a. person-job fit

Which of the following raters is often the most controversial feature of a multisource assessment?

a. subordinates

Behavioral interviews are more reliable and substantially better than ________ at predicting job performance.

a. unstructured interviews

Nonsolicitation Agreements

an agreement that forbids former employees from soliciting the employer's employees, clients, or customers

succession management

an ongoing process of systematically identifying, assessing, and developing an organization's leadership capabilities to enhance its performance

Job Candidate

applicants who pass the initial screening assessed in more depth to evaluate their characteristics and qualifications as defined by the job specification as well as on dimensions relevant to person-organization and even person-group and person-supervisor fit. A series of evaluative assessments are often performed, with the lowest performing candidates being screened out after each phase.

situational interview

asking people how they might react to hypothetical situations

Which of the following is true of person-organization fit?

b. It is positively related to job satisfaction.

Which of the following is a limitation of using supervisors in performance reviews?

b. They may be less able to see the employee's task and interpersonal behaviors.

Which of the following would reduce adverse impact?

b. Use assessment methods with less adverse impact early in the selection process.

Holding managers accountable for turnover of the employees under them is an effective retention strategy because ________.

b. managers know which employees to retain

In the selection procedure of a firm, an applicant must obtain a minimum passing score on two different assessment methods before being allowed to continue in the hiring process. What type of assessment plan is being used?

b. multiple hurdles

The higher the fidelity of a job simulation test, the higher is the ________.

b. similarity between the real job and the test

If an applicant is not hired because the applicant has previously claimed overtime which they were owed, they are likely to be covered under the ________.

c. Fair Labor Standards Act

Which of the following is true of a maximum job offer?

c. It can be a low, competitive, or high offer.

An organization claiming to provide an environment in which employees can grow their careers has to ________.

c. provide performance feedback and development opportunities

Which of the following would result in peer ratings being a successful method of internal assessment in a firm?

c. Work in the firm is done in teams.

Allowing a candidate's high score on an interview to make up for a low score on a personality test is an example of the ________.

c. compensatory approach

Don is a high-ranking manager in an advertising firm. He was recently offered a job with higher pay and more lucrative benefits by a rival firm. On coming to know about this, Don's employers decided to make him a(n) ________ matching the offer from their rival firm.

c. counteroffer

A layoff is an example of which type of turnover?

c. involuntary

When a finalist does not get a job offer, they are likely to perceive ________.

c. low distributive fairness

Assigning a new employee to regularly meet with a more senior, more experienced employee to further the career development of both employees is ________.

c. mentoring

A socialization program that requires new hires to "pass" different stages of socialization or be removed from the organization is a ________.

c. tournament program

Averaging candidates' scores from an interview, job knowledge test, and work simulation to derive a summary score to use in comparing candidates is an example of ________.

c. unit weighting

Some assessment methods even identify applicants' preferred learning styles which

can decrease training time, improve training effectiveness, and increase retention.

multiple hurdles

candidates must receive a passing score on an assessment before being allowed to continue in the selection process Costly and take more time due to the need for candidates to make repeated visits for the different assessments Used when the cost of poor performance on that characteristic is high, for example, when safety is at risk

Restrictive Covenants

clause in a contract that requires one party to do or refrain from doing certain things

Which of the following is true of voluntary turnover?

d. It can be reduced by giving new hires a realistic job preview.

Which of the following is true about downsizing?

d. It can improve shareholders' return.

When a call center fires an employee who cannot meet her call volume goals, which of the following types of turnover has occurred?

d. functional

Having a low selection ratio means ________.

d. hiring only a few applicants

Asking a candidate during an interview to indicate how she would respond to an irate customer is an example of which external assessment method?

d. situational interview

The best time to pursue workforce diversity is during ________.

d. sourcing and recruiting

Knowledge

each knowledge must be part of a body of learned information that is used in and necessary for required and observable job behaviors. must be defined in terms of behavior

Challenging and developmental job assignments can

enhance key competencies and build experience in important job tasks before the individual assumes the position.

To the extent that the setting and manner of the administration of the selection procedure fail to resemble the work situation, it is less likely that the selection procedure is content valid, and the need for other validity evidence is greater.

how much the setting and administration method of a test mimics a job tells us how content valid a selection procedure is, which tells if you need other validity evidence

Biodata

information about candidates' interests, work experiences, training, and education

nondisclosure agreement

intended to stop a current or former employee from giving away trade secrets or using confidential data

Screening Methods

methods that narrow pool of job applicants down to job candidates Resumes and cover letters Job applications and weighted application blanks Biographical information Telephone screens (interviews)

Abilities

must be defined in terms of observable aspects of job behavior Each ability should be necessary for the performance of important work behaviors. Any selection procedure measuring an ability should closely approximate an observable work behavior.

Factors that affect job offers

organizational factors External Factors Legal Factors Finalist Factors type of job

job applicant

people that first apply for a job. are evaluated against the minimum acceptable criteria for the job, such as relevant education and skills

Multisource Assessments

performance reviews that involve an employee's supervisor as well as other people familiar with the employee's job performance