HR Exam 2 Ch. 5-8

True or False: Personnel policies are more important than the recruiter when deciding whether or not to take a job?

True

Selection Tools

Letters of recommendation Application forms Cognitive & Physical Ability tests Personality tests Assessment centers/ Work Sample Drug tests Honesty tests Reference checks Interviews

Paired Comparison

compares each employee with each other employee to establish rankings

Transfer of training

on-the-job use of knowledge, skills, and behaviors learned in training.

Behaviorally Anchored Rating Scale (BARS)

rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance

What is the purpose of Human Resource Recruitment

to build a supply of potential new hires that the organization can draw on if the need arises

Halo Error

when the bias is in a favorable direction. This can mistakenly tell employees they don't need to improve in any area.

Transitional Matrix

a chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period. "Where did people in each job category go?" "Where did people now in each job category come from?

Readiness for Training

a combination of employee characteristics and positive work environment that permit training.

3 Approaches to Feedback

"Tell-and-Sell" - managers tell employees their ratings and then justify those ratings. "Tell-and-Listen" - managers tell employees their ratings and then let the employees explain their side of the story. "Problem-Solving" - managers and employees work together to solve performance problems

Advantages of using Internal Sources

1. Applicants are well known to the organization. 2. Applicants are knowledgeable about vacancies, minimizing unrealistic job expectations. 3. Cheaper and faster than looking outside the organization.

Selection Process (steps)

1. Screening applications 2. Testing and reviewing work samples 3. Interviewing candidates 4. Checking background 5. Making a selection

Characteristics of EffectiveOn-the-Job Training (OJT)

1. The organization should issue a policy statement describing the purpose of OJT and emphasizing the organization's support for it. 2. The organization should specify who is accountable for conducting OJT.

What are the legal requirements?

1. adhere to EEO laws 2. right to privacy 3. permission needed before credit check 4. employers verify employee's legal right to work

Stages of Performance Management

1. specify aspects of performance 2. appraise performance 3. provide feedback

Behavioral Observation Scale (BOS)

A variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task. A BOS also asks the manager to rate the frequency with which the employee has exhibited the behavior during the rating period.

Bottom-line results such as ROI

Benefits derived from the training relative to the costs incurred.

5 Personality Dimensions

Concientiousness Agreeableness Neuroticism Openness to experience Extroversion

Business Games and Case Studies

Case studies - detailed descriptions of a situation that trainees study and discuss Business games - require trainees to gather information, analyze it, and make decisions that influence the outcome of the game

Trend Analysis

Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year

True or False: Applicants respond more positively when the recruiter is an HR specialist than line managers or incumbents?

False

True or False: Realistic job previews should highlight the positive characteristics of the job rather than the negative?

False

Graphic Rating Scale

Lists traits and provides a rating scale for each trait.

Hiring Process (steps)

Pre-Step 1: Human Resource Planning (labor demand & supply) Step 1: Recruitment (qualified pool of people) Step 2: Selection (hire, no-hire decision) Step 3: Socialization (orienting new employees)

True or False: Applicants respond positively to recruiters whom are warm and informative?

True

True or False: If ROI is greater than 1 then benefits exceed cost of training?

True

True or False: Instead of focusing on arranging a group of employees from best to worst, performance measurement can look at each employee's performance relative to a uniform set of standards

True

True or False: Recruiting and Selecting are best done separately

True

Methods that provide economic value greater than the cost of using them are said to have?

Utility

Training

an organization's planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job.

Learning management system (LMS)

a computer application that automates the administration, development, and delivery of training programs.

Criterion-related Validity

a correlation between test scores and job performance scores.

Organizational Behavior Modification (OBM)

a plan for managing the behavior of employees through a formal system of feedback and reinforcement

Organization Analysis

a process for determining the appropriateness of training by evaluating the characteristics of the organization. the organization's strategy resources available for training management's support for training activities.

Person Analysis

a process of determining individuals' needs and readiness for training Do performance deficiencies result from a lack of knowledge, skill, or ability? Who needs training? Are these employees ready for training?

Behavior Description Interview

a situational interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past. These tend to be the most valid.

Adventure Learning

a teamwork and leadership training program based on the use of challenging, structured outdoor activities

Concurrent Validation

a test to people who currently hold a job, and then comparing their scores to existing measures of job performance

Simulations

a training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job.

Aptitude tests

assess how well a person can learn or acquire skills and abilities

Forced Distribution

assigns a certain percentage of employees to each category in a set of categories

Forecasting

attempts to determine the supply and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses

Moderate Validity Tests

biographic information honesty tests personality tests

Effective training does what?

communicates learning objectives clearly presents information in distinctive and memorable ways helps trainees link the subject matter to their jobs.

Construct Validity

consistency between a high score on a test and high level of performance

Content Validity

consistency between the test items or problems and the kinds of situations or problems that occur on the job.

Instructional design

developing training to meet specified needs

New skills & Knowledge

did the participants actually learn something?

Strategic Purpose

effective performance management helps the organization achieve its business objectives

Structured Interview

establishes a set of questions for the interviewer to ask. The interviewer is supposed to avoid asking questions that are not on the list.

With what does planing begin?

establishing objectives for the training program

Qualitative Forecasting

expert based

Trainee satisfaction

how satisfied were the participants with the training?

Recruiting

identifying and attracting potential personnel

High Validity Tests

intelligence tests structured interviews work samples

Situational Interview

interviewer describes a situation likely to arise on the job and asks the candidate what he or she would do in that situation.

Developmental Purpose

it serves as a basis for developing employees' knowledge and skills

Quantitative Forecasting

math based

Achievement tests

measure a person's existing knowledge and skills.

Calibration Meeting:

meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors

Non-directive Interview

non consistent format, so reliability and validity are low

Leading Indicators

objective measures that accurately predict future labor demand

Management by Objectives (MBO)

people at each level of the organization set goals in a process that flows from top to bottom, so that all levels are contributing to the organization's overall goals.

360-Degree Performance Appraisal

performance measurement that combines information from the employees': Managers Peers Subordinates Self Customers

Multiple-Hurdle Selection Model

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

Compensatory Selection Model

process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another.

Rater Bias

raters often let their opinion of one quality color their opinion of others

Low Validity

reference checks unstructured interviews graphology

Administrative Purpose

refers to the ways in which organizations use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs

Simple Ranking

requires managers to rank employees in their group from the highest performer to the poorest performer

Predictive Validation

research that uses the test scores of all applicants and looks for a relationship between the scores and future performance of the applicants who were hired.

Experiential Programs

simulating behaviors and connecting it with real-life situations

Cost per Hire

the cost of using a particular recruitment source divided by the number of people hired to fill that type of vacancy.

Yield Ratio

the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next

Job Posting

the process of communicating information about a job vacancy On company bulletin boards In employee publications On corporate intranets

Needs Assessment

the process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training, if any, are necessary.

Task Analysis

the process of identifying and analyzing tasks to be trained for. The equipment and environment of the job Time constraints Safety considerations Performance standards

Performance Management

the process through which managers ensure that employees' activities and outputs contribute to the organization's goals

Personnel Selection

the process through which organizations make decisions about who will or will not be allowed to join the organization.

Contrast Errors

the rater compares an individual, not against an objective standard, but against other employees.

Strictness

the rater favors lower rankings

Central Tendency

the rater puts everyone near the middle of the scale

Distributional Errors

the rater tends to use only one part of a rating scale

Leniency

the reviewer rates everyone near the top

20-70-10

top 20% of employees get a big raise; bottom 10 % get fired

Diversity Training

training designed to change employee attitudes about diversity and/or develop skills needed to work in a diverse workforce.

Orientation

training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships.

Mixed Standard Scale

uses several statements describing each trait to produce a final score for that trait

What adds value to a selection method?

validity reliability generalizable

Horns Error

when the bias involves negative ratings. This can cause employees to feel frustrated and defensive.