Exam 2: Quiz & PPT

Some retailers such as Target provide ____ to college students. These arrangements are believed to be mutually beneficial in providing students with much-needed experience and in giving the organization the chance to assess workers so that they can offer permanent positions to those who show good performance.

internships

Employers often include a(n) ___ disclaimer on application forms that states the right of the employer or the employee to terminate employment at any time with or without notice or cause.

at-will employment

employment brand

Distinct image of the organization that captures the essence of the company to engage employees and outsiders

selection rate

Percentage hired from a given group of candidates

Performance factors

Ability to do the work Effort expended Organizational support

Emotional intelligence

Ability to recognize and manage our own feelings and the feelings of others

Eleana is recruiting candidates to fill vacancies for machine operators in her organization. After the interviews, she offered positions to four candidates. However, only two of them were finally hired. The _____ in the given scenario is 50 percent.

Acceptance rate

Drug testing:

Accuracy 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

Characteristics of unstructured interviews

Ad lib generic questions Different questions for each candidate No established scoring key Untrained interviewers Low reliability and validity

Technology in Recruiting disadvantages

Additional work for H R staff Need for expensive specialized software Access limited or unavailable to some applicants Difficulty faced by individuals with disabilities

components of job satisfaction

Adequacy of the pay Opportunity for advancement Supervision Coworkers Nature of the work

Important elements of labor force participation rate

Age and generational groups Skill gaps Improving readiness to work

Purpose of job analysis

Aids in H R planning, recruiting, and hiring Provides accurate information for equal employment opportunity matters Is the basis for compensation, training, and employee performance appraisals

labor force population

All individuals who are available for selection if all possible recruitment strategies are used

applicant pool

All persons who are actually evaluated for selection

Generational differences in recruiting

Baby boomers prefer traditional posting methods Generation X prefers flexible work arrangements, child care, and other work-life balance programs Generation Y prefers technology, meaningful work, and opportunity to contribute to policies and arrangements

Application forms:

Basis for pre-screening information

Pre-employment screening:

Before allowing applicants to fill out applications, employers screen to determine if individuals meet minimum qualifications

Top motivators

Being appreciated Respect in the workplace Being able to utilize personal capabilities Liking the job

loyalty

Being faithful to an institution or employer

Job simplification

Breaking a more complex job into relatively small subparts

Job fairs and creative recruiting:

Bring employers and potential job candidates together

Job enlargement

Broadening the scope of a job by expanding the number of different tasks that are performed

Employee surveys are used to:

Diagnose specific problem areas and identify employee needs or preferences Evaluate attitudes of employees and satisfaction

methods of addressing absenteeism

Disciplinary approach, Positive reinforcement, Combination approach, No-fault policy, Paid-time-off (PTO) programs

Fair Credit Reporting Act 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

Task

Distinct, identifiable work activity comprised of motions that employees perform

Marginal job functions

Duties that are part of a job but are incidental or ancillary to the purpose and nature of the job

Résumés as applications

E E O C standards require that a résumé is treated as an application form Application forms are better because the same information is furnished by all applicants Résumés may embellish or omit negative information

Selection responsibilities approaches

Each department screens and hires its own personnel Initial screening done by H R professionals, and the final selection is made by managers or supervisors

Worker Characteristics

Education and experience Knowledge, skills, and abilities Certification/licensure

Work

Effort directed toward accomplishing results

Three relationships of expectancy theory

Effort-performance expectations, performance-reward linkage, and value of rewards

Ways of pre-employment screening

Electronic assessment screening Disqualification questions to understand individual K S As Assessment tests Background, drug, and financial screening Social network screening—controversial

self awareness

Emotional self-awareness Accurate self-assessment Self-confidence

self management

Emotional self-control Optimism Adaptability Achievement orientation

social awareness

Empathy Organizational awareness Service orientation

Best practices for employee selection

Emphasize job-related criteria Provide applicants opportunities to demonstrate their strengths and positive characteristics Establish good communication with job candidates

Employee and managerial concerns

Employee Fears Managerial Straitjacket

Professional employer organizations (P E Os) and employee leasing

Employee leasing: Employer signs an agreement with the P E O, after which staff is hired by P E O and leased to the employer Leasing firm writes paychecks, pays taxes, and implements H R policies

involuntary turnover

Employees are terminated for poor performance or work rule violations, or through layoffs

Telework

Employees complete work through electronic interactions, telecommunications, and Internet technology

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

no fault policy

Employees must manage their own attendance unless they abuse that freedom

paid time off programs (PTO)

Employees use days from their paid-time-off accounts at their discretion

core workers

Employees who are foundational to the business They work year-round

flexible workers

Employees who are hired on an "as-needed" basis Labor costs vary based on product demand and other economic conditions

Flextime

Employees work a set number of hours a day but vary starting and ending times

Work-life integration

Employer-sponsored programs designed to help employees balance work and personal life

Security concerns and immigration verification

Employers are required to review and record identity documents Accepting fraudulent documents could result in seized assets or prosecution of top managers Employers use the revised form I-9

recordkeeping of applicationds

Employers are required to track and report affirmative action plans Applicant tracking system makes the recruiting process more effective Employers store information to avoid claims of impropriety

temporary workers

Employers can hire their own temporary staff members or make use of agencies on an hourly, daily, or weekly basis

Job Analysis and the Americans with Disabilities Act (A D A)

Employers must identify essential job functions, not marginal functions

background investigations

Employers that check applicants' credit records must comply with federal laws

headhunters

Employment agencies that focus their efforts on executive, managerial, and professional positions

Characteristics of Work-life integration

Ensures much-needed downtime Reduces conflicts between work and family

Equal employment opportunity (E E O) considerations

Equal employment laws and regulations Equal Employment Opportunity Commission (E E O C) guidelines Employer must reduce underrepresentation of protected-class members Interviews, ads, and company materials should show diversity

Evaluating recruiting efforts

Evaluating recruiting quantity and quality Evaluating recruiting satisfaction Evaluating the time required to fill openings Evaluating the cost of recruiting

retaining top performers

Executive mentoring Challenging job assignments Development of management competencies Regular performance feedback

Validity

Extent to which a test measures what it claims to measure

Reliability

Extent to which a test or measure repeatedly produces the same results over time

Job Analysis and Wage/Hour Regulations

Fair Labor Standards Act (F L S A)

Potential issues with personality test

Faking Discrimination against individuals with disabilities

Advantages of Telework

Fewer expenditure (gas, lunches, dry cleaning, etc.) for employees Saves commuting time Increased productivity due to higher morale and decreased stress Higher employee satisfaction and commitment

talent acquisition

Finding and hiring high-quality talent needed to meet the organization's workforce needs

Placement

Fitting a person to the right job

Disadvantages of Using Flexible Staffing Alternatives

Flexible workers may perform less effectively than core workers Flexible workers may lack motivation because there are few opportunities for long-term employment and job advancement Time limits on temporary work contracts prevent significant enhancements in individual skills and knowledge Flexible workers in high demand fields may command premium wages

Current Incumbent emphasis

Focus on core duties and necessary knowledge, skills, and abilities

Biographical interview:

Focuses on a chronological assessment of the candidate's past experiences

attitude survey

Focuses on employees' feelings and beliefs about their jobs and the organization

stay interview

Focuses on why employees want to continue working for the organization

Special purpose team

Formed to address specific problems, improve work processes, and enhance the overall quality of products and services

Compressed workweek

Full week's work is accomplished in fewer than five days of eight working hours each

Essential job functions and duties

Functions and duties listed in order of importance Lists tasks, duties, and responsibilities

Essential Job Functions

Fundamental duties of the job

Job analysis

Gathering and analyzing information about the content, context, and human requirements of jobs

Gender-neutral recruiting

Gender-balanced adjectives in recruiting ads are encouraged

General summary

General responsibilities and components of a job Acts as a complete overview

Listening responses to avoid

Nodding, pausing, making casual remarks, echoing, and mirroring

Contingent worker

Not a full-time employee but is a temporary or freelance worker for a specific period of time and type of work

Incidence rate:

Number of absences per 100 employees each day

computing turnover rate

Number of employee separations during the year divided by total number of employees at midyear The resultant value is multiplied by 100

Measuring absenteeism: Formula suggested by the U.S. Department of Labor follows:

Number of persons subtracted by the days lost through job absence during period --The resultant value is divided by the product of average number of employees and number of workdays ----The resultant value is multiplied by 100

__ is a resource provided by the U.S. Department of Labor that can help organizations with the process of job analysis.

O*Net

Responsibilities

Obligations to perform certain tasks and duties within a job

Job Analysis Methods

Observation Interviewing Questionnaires O*Net

negligent retention

Occurs when an employer becomes aware that an employee may be unfit for work but continues to employ the person, and the person injures someone

negligent hiring

Occurs when an employer fails to check an employee's background and the employee injures someone on the job

Making the Job Offer

Offer made via telephone ---Formalize the offer in a letter that is then sent to the applicant Offer document should be reviewed by a legal counsel Terms and conditions of employment should be clearly identified Employer should place the job offer in the candidate's personnel file

background investigations: information can be obtained from:

Past job records and credit history Testing records and drug tests Educational and certification records Criminal history and sex offender lists Motor vehicle records and military records

other motivators

Pay and employment security Good managers/leaders Feedback, training, and benefits Motivational speakers, T-shirts, mugs, books, and videos

Equity theory

People want to be treated fairly at work Employee's view of fair value is critical to the relationship between performance and satisfaction

Disciplinary approach

People who are absent in excess of policy limits receive warnings Severe discipline if attendance does not improve

acceptance rate

Percentage of applicants hired divided by the total number of applicants offered jobs

Labor force participation rate:

Percentage of the population working or seeking work

Inactivity rate:

Percentage of time lost to absenteeism

Considerations used in determining essential functions and marginal functions are:

Percentage of time spent on tasks Frequency of tasks performed on the job Importance of tasks performed

The relationship between the performance factors is

Performance (P) = Ability (A) x Effort (E) x Support (S)

Nontraditional labor pools

Persons with different racial/ethnic backgrounds Workers over 40 years of age, particularly retirees Single parents Workers with disabilities Welfare-to-work workers Long-term unemployed

Talent Acquisitions Functions Post-Hire

Placing and assigning new employees Orienting and onboarding new hires Coordinating follow-up evaluations of new employees Conducting exit interviews with departing employees Maintaining appropriate records and reports

interviewing suggestions

Plan the interview Control the interview Use effective questioning techniques Get a balanced view

Mismatch

Poor pairing of a person's needs, interests, skills, abilities, personality, and expectations with job characteristics, available rewards, coworker relationships, and the organizational culture

job satisfaction

Positive feelings and evaluations derived from an individual's employment in a job

Disadvantages of telework

Possibility of working more hours Social isolation Electronic media limits employee interaction Role conflict between work and family Teams may allow poor performance Absence of work and home boundaries

Business necessity

Practice that is necessary for safe and efficient operations

Characteristics of structured interviews

Preplanned job-specific questions Consistent questions for all candidates Established scoring key Trained interviewers Acceptable reliability and validity

advantages of External Recruiting

New employees bring new perspectives that can be applied to business opportunities and challenges Training new hires may be cheaper and faster because of prior external experience New hires are likely to have fewer internal political issues/challenges in the firm New hires may bring new industry insights and expertise Potentially larger applicant pool generated by search efforts

media sources

Newspapers, magazines, television, radio, and billboards are widely used in external recruiting Internet media sources such as postings, ads, videos, and webinars are also used

Why Conduct Previous Employment Checks

Prevent negligent hiring Verify applicant credentials Evaluate past work performance Assess applicant character Enhance workplace safety Comply with federal and state regulations

Turnover

Process in which employees leave an organization and have to be replaced

recruiting

Process of generating a pool of qualified applicants for organizational jobs

Job rotation

Process of shifting a person from job to job

Realistic job preview

Process through which a job applicant receives an accurate picture of a job ---Videos, employee testimonials, and job shadowing can be used ---Applicants may withdraw if they don't think the job is a good fit

Competitive recruiting sources

Professional and trade associations, trade publications, and competitors Online applications and in-store kiosks Interviews scheduled in-store Employment announcements in customer bills and newsletters

Employee Polygraph Protection Act:

Prohibits the use of polygraphs for pre-employment screening

Possible strategy for organizations that face rapidly changing competitive environments and conditions

Promote from within if a qualified applicant exists or go to external sources if not

internal recruitment

Promoting from within the organization

Individual Workers and Organizational Relationships

Psychological contract Job satisfaction and commitment Employee engagement Loyalty and organizational citizenship Organizational trust

Global Psychological Contract Concerns

Psychological contract expectations vary between foreign country employees and those from the United States Psychological contract expectations of employees from different cultures need to be met by multinational firms

engaged employees characteristics

Put in extra effort Are highly involved in their jobs Employ both effort and thought Are active/busy Are fully invested in their jobs

Job Relatedness

Qualification or requirement in selection is significantly related to successful performance of job duties

Passive job candidates:

Qualified individuals who aren't actively looking for work but might be interested if the right job comes along

Strategic Components of Effective Recruiting

Quality of talent Quantity of talent Business strategies Labor market dynamics Time limits Financial limits

Of the job analysis methods listed below, the _____ is likely to be the fastest way for an organization to gather information about a large number of jobs inexpensively in a relatively short period of time.

Questionnaire Method

Situational interview:

Questions about how applicants might handle specific job situations

Talent Acquisition Functions Pre-Hire

Receiving applications Interviewing the applicants Administering pre-employment tests Conducting background screening Scheduling physical examinations

Application forms provide

Record of the applicant's desire to obtain a position Applicant profile for the interviewer Basic employee record for applicants hired Research on the effectiveness of the selection process Formal document on which the applicant attests to the truthfulness of all information provided

Assigning Responsibility for Recruiting

Recruitment by employer or outsourcing Recruitment process outsourcing (R P O) Professional employer organizations (P E Os) and employee leasing

Recruiting Evaluation and Metrics

Recruitment satisfaction analyses Time to fill openings Cost per recruiting method Process metrics Yield ratios Selection rates Acceptance rates Success base rates

e-video

Recruitment videos and video interviewing

Recruiting measurement areas

Recruits Quantity/Quality

Time Flexibility: Work Scheduling

Relaxes some of the traditional "time clock" control of employees, while still covering workloads

Employee-focused recruiting

Reliable sources are current and former employees They are familiar with the employer They will not refer unqualified individuals

direct costs of absenteeism

Replacement for absent worker and salary/benefits for absent worker

Work sample tests:

Require an applicant to perform a simulated task that is a specified part of the target job

retention evaluation and follow up- companies must:

Review turnover data Track intervention results Adjust intervention efforts

combination approach

Rewards desired behaviors and punishes undesired behaviors

positive reinforcement

Rewards for meeting attendance standards

Aspects of emotional intelligence

Soft skills are critical for establishing good working relationships Leaders with high emotional intelligence tend to be more creative and perform better on the job More effective in teams and handle stress better

Electronic assessment screening:

Software used to review résumés and application forms received

Special Types of Teams

Special-purpose team Self-directed team Virtual team

Recruitment process outsourcing (R P O)

Streamlines hiring and reduces costs

Workflow analysis

Study of the way work (inputs, activities, and outputs) moves through an organization

applicant population

Subset of the labor force population that is available for selection using a particular recruiting approach

labor markets

Supply pool from which employers attract employees

job posting

System in which employer provides notices of job openings, and employees respond by applying for specific openings

Recruiting effectiveness can be improved by using evaluation data to:

Target different applicant pools

O*Net database contains data on 800+ occupations, classified by industry, and includes:

Task statements of importance, relevance, and frequency Abilities, training, work experiences, and education Interests, work values, work styles, and job zones

Task-Based Job Analysis

Task, Duty, Responsibility

Job Content

Tasks and duties Responsibilities and accountabilities Tools, equipment, software used Decision-making Supervision received/supervision provided to others

Two types of competencies

Technical competencies Behavioral competencies

Accepted approach (personality test)

The "Big Five" personality framework

_____ is based on the notion of person/environment fit.

The attraction-selection-attrition theory

employee engagement

The extent to which an employee's thoughts and behaviors are focused on his or her work and their employer's success

disadvantages of External Recruiting

The firm may not select someone who will fit well with the job and the organization The process may cause morale problems for internal candidates not selected New employees may require longer adjustment periods and orientation efforts The recruiting process may take more time and resources Recruiters often must evaluate more applications

Purposes of selection interviews

To obtain information about candidates To provide information and reinforce the employer brand

Effectiveness of evaluating media ads

Track responses by using different contact names, e-mail addresses, or phone number codes in each ad Follow up to know the sources for employees who stayed longer and performed better

Job sharing

Two employees perform the work of one full-time job

Strategic Recruiting and H R Planning

Understanding how business strategies impact how and where to recruit Identifying keys to success in the labor market Determining the balance between quality and quantity of workers Recognizing the limits of time and money for recruiting Measuring recruiting effectiveness and efforts

Personality

Unique blend of individual characteristics that can affect how people interact with their work environment

Types of Structured Interviews

biographical behavioral situational

Need theory

Until the more basic needs are adequately met, a person will not fully strive to meet higher needs

psychological contract

Unwritten expectations employees and employers have about the nature of their work relationships

Structured interview

Use a set of prepared job-related questions that are asked of all applicants

A D A prohibits:

Use of pre-employment medical exams, except for drug tests, until a job has been conditionally offered Rejecting an individual because of a disability Asking job applicants any question related to current or past medical history until a conditional job offer has been made

Medical Examinations and Inquiries

Used to determine the physical and mental abilities to perform jobs

virtual job fairs

Used to recruit college students Convenient and time efficient

nondirective interview

Uses questions developed from the answers to previous questions

Gamification:

Using game thinking and software to engage people in solving problems

Organizational citizenship behavior (O C B):

When an employee acts in a way that improves the psychological well-being and social environment of an organization

Some of the first areas to consider when analyzing data for retention

Work Pay and benefits Supervision Occupations Departments Demographics of those leaving and staying

Observation

Work Sampling Employee Diary/Log

Skill Variety

Work requires several activities for successful completion

Duty

Work segment comprised of several tasks that are performed by individuals

independent contractors

Workers who perform specific services on a contract basis Obtain significant savings because benefits are not provided to these individuals

Job Context

Working hours/schedule Work environment/hazards Relationships (internal and external contacts) Travel requirements Physical, psychological, and emotional demands

Questions to avoid

Yes/no questions Obvious questions Questions that rarely produce a true answer Leading questions Illegal/inappropriate questions Questions that are not job-related

Telework is not feasible for all kinds of jobs. Which of the following jobs would be best suited for telework? a. The job of a hotel grounds and maintenance supervisor b. The job of a lifeguard c. The job of a data entry and analysis consultant d. The job of a construction worker

c. The job of a data entry and analysis consultant

Which of the following is a difference between special-purpose teams and self-directed work teams? a. Unlike special-purpose teams, self-directed work teams are short lived and do not need particularly to fit the underlying culture of the organization. b. Unlike self-directed work teams, special-purpose teams consist of managers from the same hierarchal level. c. Unlike special-purpose teams, self-directed work teams use regular internal decision-making processes. d. Unlike self-directed work teams, special-purpose teams are formed to execute a specific task and do not require diverse perspectives.

c. Unlike special-purpose teams, self-directed work teams use regular internal decision-making processes.

Which of the following is a difference between structured interviews and unstructured interviews? a. Unlike structured interviews, unstructured interviews involve asking the same questions for all candidates. b. Unlike structured interviews, unstructured interviews have acceptable reliability and validity. c. Unlike structured interviews, unstructured interviews have no established scoring key. d. Unlike structured interviews, unstructured interviews involve trained interviewers.

c. Unlike structured interviews, unstructured interviews have no established scoring key

Ability Tests

cognitive ability tests physical ability tests psychomotor ability tests work sample tests situational judgement tests assessment centers

Employers must make sure that checks are performed

consistently and fairly across different employees

An organization that relies primarily on _____ for attracting new applicants should be especially cautious about limiting diversity in its workforce and possibly violating equal employment opportunity (EEO) laws.

current employee referrals

Vacancy costs, separation costs, and replacement costs are all associated with __

employee turnover

Diego, the HR Manager of an organization, conducts an anonymous survey of the employees in the organization to analyze the levels of job satisfaction and organizational commitment. While reviewing the results of the survey, Diego notices many comments that indicate employees feel disconnected with the organization and are not satisfied with their jobs. The results of the survey show that approximately 43 percent of the employees disagree with some of the organization's overarching goals and that 35 percent of the employees would leave the organization if they get a better job opportunity. In the given scenario, the results of the survey demonstrate:

low organizational commitment.

External Recruiting Sources

media sources employment agencies job fairs educational institutions labor unions competitive recruiting sources

A day care center that fails to conduct background checks on job applicants and ends up recruiting someone with prior convictions for violent crimes might face legal charges for _____.

negligent hiring

Employers conduct criminal background checks to prevent

negligent hiring lawsuits

Abraham Maslow's needs theory of motivation assumes that:

only unsatisfied needs motivate individuals

Fiona, an employee at a company, always helps her colleagues with their work. If she finishes her work before schedule, she helps her colleagues with their tasks to ensure that the company's projects get completed on time. This scenario exemplifies _____.

organizational citizenship behavior

To control absenteeism, some employers use a ______ that offers employees the most flexibility and management over their own attendance and absences, which allows them to use days from their leave accounts at their discretion for illness, personal time, or vacation.

paid-time-off program

Best predictor of future behavior is

past behavior

In the context of employee selection tests, faking is a potential problem associated with _____.

personality tests

Vineeta works for a reputable company headquartered in San Francisco. There is mutual understanding between the company's management and Vineeta about her functions in the company and her compensation. Vineeta clearly understands her roles and responsibilities in the company and the expectations of her superiors. She is also aware of the rewards she will receive from the company in return for her services. The given scenario most likely illustrates the concept of _____.

psychological contract

Mohit, an assembly line worker, had applied for a position in the production department of a food manufacturing company. During the selection process, he was asked to pick up marbles using forceps and place them perfectly on little grooves. This test enabled the examiners to test Mohit's hand-eye coordination and arm-hand steadiness. In this scenario, Mohit most likely took a _____.

psychomotor test

___ connects companies to sources of potential employees; ____ involves picking the best supplier of talent

recruiting; selection

Dimensions of Emotional Intelligence

self-awareness social awareness self-management social awareness

Characteristics of Jobs to Consider in Design

skill variety task identity task significance autonomy feedback

Employment agencies (public and private)

state sponsored private

____is a vital element for recruiting

technology

___ consists of all persons who are actually evaluated for selection.

the applicant pool

Mavericks Coffee is a small, locally owned coffee shop in Visalia, California. The owner currently employs three part-time baristas and wants to hire two more part-time workers for the summer. The owner posts an ad for two more baristas in Bowring High, a local high school. In the given scenario, all the students of Bowring High represent _____.

the applicant population

80% of the time during interviews, ___ should be talking

the candidate

Person-job fit based on

the match between individual characteristics and the unchangeable components of a job ---Different people will find that they fit different kinds of work in unique ways

Credit checks should be for jobs in which

use of, access to, or management of money is an essential job function

Global operations have increased the use of

virtual teams

An organization that wishes to improve employee involvement, efficiency, and customer satisfaction might conduct ____ that assesses how inputs coordinate to complete work and achieve the organizational outputs.

workflow analysis

Sonja is the HR Manager of a large bank that wants to hire three loan officers. Sonja wants to get an estimate of the required size of the initial applicant pool. In this scenario, Sonja should calculate the _____.

yield ratio

Job description

Identifies a job's tasks, duties, and responsibilities

Application disclaimers and notices

At-will employment References contacts Employment testing Application time limit Information falsification

Severity rate:

Average time lost per absent employee during a specific period of time

cons of internal recruiting

"Inbreeding" may lead to less diverse workforce Tunnel vision thinking may lead to a lack of new ideas May lower morale for individuals not promoted Employees may engage in "political" infighting for promotions Employees promoted may need to be trained or developed Some managers may block the internal movement of good performers

Honesty and integrity test

- Reduces the frequency of lying and theft on the job - Communicate to applicants that dishonesty will not be tolerated - Polygraph

Types of Employees

-Full-Time Employees -Part-Time Employees -Independent Contractors -Temporary Workers -Contingent worker

Job description components

-Identification -General Summary -Essential Job Functions and Duties -Job Specifications -Disclaimers and Approvals

Behavioral Aspects of Job Analysis

-current incumbent emphasis -inflation of jobs and job titles -employee and managerial concerns

Employers use the revised form I-9 to determine if an applicant is:

A U.S. citizen A registered alien An illegal alien

labor unions

A labor pool is available through a union Workers can be dispatched from the hiring hall to particular jobs to meet the needs of employers

Feedback

Amount of information employees receive about how well or how poorly they have performed

who conducts interviews

An individual Several individuals sequentially A panel A team

Absenteeism

Any failure by an employee to report for work as scheduled or to stay at work when scheduled

Test

Any method of collecting information about job applicants that is used to make hiring decisions

Behavioral interview:

Applicants give specific examples of how they have performed a certain task

Two-factor theory

Assumes that one group of factors, motivators, accounts for individual motivation Hygiene factors can cause dissatisfaction with work

Characteristics of competencies

Identifies characteristics that make employees successful on the job Strives to influence future job performance

long term unemployed

Hiring managers view long gaps between jobs as a red flag on an applicant's profile

Job Redesign

Changing existing jobs in different ways to improve them

Selection Criterion

Characteristic that a person must possess to successfully perform job duties

Selection

Choosing individuals with the correct qualifications needed to fill jobs in an organization

Educational Institutions and Recruiting

Colleges and universities are significant sources of employees Desirable attributes of college recruits:Desirable G P A, real-world experience Internships: Provide real-world experience that is important to employers School recruiting: High school and vocational/technical schools are valuable sources

Coworking space

Communal space shared by freelancers and remote workers

Legal constraints on background investigations

Companies should obtain a signed release from the applicant Investigations should be relevant to the job and a business necessity

yield ratios

Comparison of the number of applicants at one stage of recruiting with the number at the next stage

employers will provide

Competitive compensation and benefits Flexibility to balance work and home life Career development opportunities

Typical Division of H R Responsibilities: Job Analysis Managers

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

Self-directed team

Composed of individuals who are assigned a cluster of tasks, duties, and responsibilities to be accomplished

Establishing criterion-related validity

Concurrent validity Predictive validity

Person/group fit:

Congruence between individuals and group or work unit dynamics

Person/organization fit

Congruence between individuals and organizational factors

Inter-rater reliability:

Consistency across different interviewers

Intra-rater reliability:

Consistency within the same interviewer

employees will contribute

Continuous skill improvement and increased productivity Reasonable length of service Extra efforts and results when needed

Typical Division of H R Responsibilities: Job Analysis HR Unit

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

Technology in Recruiting advantages

Cost-effective recruiting Lesser recruiting time Broader exposure and diverse pool of applicants Recruiters can reach passive job seekers Reduced response time

ways of recruiting

Current employee referrals Rerecruiting former employees and applicants Seeking out former employees and recruiting them again Boomerangs Alumni networks

churn

Hiring new workers while laying off others --Employers sometimes complain about not being able to find workers with the right skills while they are laying off other employees

organizational commitment

Degree to which workers believe in and accept organizational objectives and want to remain employed at a company

employer of choice

Desirable places to work because of employee engagement, job satisfaction, pay, benefits, flexible schedules, corporate social responsibility, etc.

Motivation

Desire that exists within a person that causes that individual to act

Job

Grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee

semistructured interview

Guided conversation in which broad questions are asked and new questions arise as a result of discussion

external recruitment

Hiring from outside the organization

Which of the following is a myth about retention? a. If high performers want to leave, a company cannot hold them. b. Developing skills in employees makes them more marketable and tends to improve retention. c. Achieving a good match between people and work environments can do a great deal to improve employee retention. d. Money is not the main reason people leave an organization.

If high performers want to leave, a company cannot hold them.

Task significance

Impact the job has on other people

Benefits of work teams

Improved productivity Increased employee involvement Greater coworker trust Widespread individual learning Greater individual diversity in knowledge, skills, and abilities

pros of internal recruiting

Improves morale of promotee Provides more accurate performance history Lowers recruiting costs Offers hope and motivation to employees Facilitates succession planning, future promotions, and career development Improves organization fit because current employees understand the company's culture, hierarchy, and policies/practices

Other Measures of Absenteeism

Incidence rate Inactivity rate: Severity rate:

Virtual team

Includes individuals who are separated geographically but linked by communications technology

Job enrichment

Increasing the depth of a job by adding responsibility for planning, organizing, controlling, and/or evaluating the job

Performance standards

Indicators of what the job accomplishes and how performance is measured in key areas of the job description

Competencies

Individual capabilities that can be linked to enhanced performance by individuals or teams

Autonomy

Individual freedom and discretion in the work and its scheduling

Expectancy theory

Individuals base decisions about their behaviors on their expectations that one or another alternate behavior is more likely to lead to desired outcomes Includes three relationships

exit interview

Individuals who are leaving the organization are asked to explain their reasons

Influences of Job Design

Influences performance Affects overall job satisfaction Impacts both physical and mental satisfaction

organizational database

Information on existing employees such as knowledge, skills, and abilities (K S As) are entered into a database Employee data sorted by occupational fields, areas of career interests, previous work histories, and other variables These databases can be linked to H R activities

selection interviews conducted at two levels

Initial screening interview In-depth interview

Inputs and Outcomes of equity

Inputs: What a person brings to the organization Outcomes: Rewards obtained in exchange for inputs

social awareness (self management)

Inspirational leadership Influence Conflict management Teamwork/collaboration

web based recruiting

Internet job boards Professional/career websites Employer websites

Unstructured interview

Interviewer improvises by asking questions that are not predetermined

Effective interviewing

Interviewing skills are developed through training and practice

Types of absenteeism

Involuntary absences Voluntary absences

More turnover in certain segments of the organization can be beneficial if:

It costs very little Those leaving are less valuable than their replacements Minimal training is needed Good replacements are available

Legal Aspects of Job Analysis

Job Analysis and the Americans with Disabilities Act (A D A) Job Analysis and Wage/Hour Regulations

Information Collected in a Job Analysis

Job Content Job Context Worker Characteristics

Matt, a new junior lawyer at a law firm, was closely supervised and monitored by Juan, a senior lawyer. Juan reviewed everything that Matt did and made modifications to Matt's work. However, lately, Juan has stopped monitoring Matt and supervising his work. He has also given Matt the freedom to make decisions related to his work. The given scenario is an example of _____.

Job Enrichment

Jaylyn works as a cashier at a grocery retail store. To relieve the monotony of the job, his manager asks him to perform other duties such as stocking the shelves and helping customers locate products and answering customers' queries. The given scenario exemplifies __

Job Rotation

The ___ section of a job description for a psychiatrist might state the following: Applicants should have a valid medical license and medical degree from an accredited school, and they should have strong critical thinking skills and knowledge of biology, medicine, and various counseling techniques.

Job Specification

Attraction-selection-attrition (A S A) theory:

Job candidates are attracted to and selected by firms where similar types of individuals are employed, and individuals who are very different quit their jobs to work elsewhere

Task identity

Job includes a recognizable unit of work that is carried out from start to finish

morale

Job satisfaction of a group or organization

Common Approaches to Job Design

Job simplification Job enlargement Job enrichment Job rotation

Identification

Job title and department Reporting relationships Location and date of analysis

Selection Process: Concepts and practices that companies must follow

Job-relatedness Business necessity Test

dysfunctional turnover

Key individuals and high performers leave at critical times

job specifications

Knowledge, skills, and abilities Education and experience Physical requirement and/or working conditions

Job specifications

Knowledge, skills, and abilities (K S As) an individual needs to perform a job satisfactorily

Elements of the labor market

Labor force population Applicant population Applicant pool Selected applicants

Motives for organizational citizenship

Leads to a more desirable workplace Gratitude, appreciation, and recognition

indirect costs of absenteeism

Overstaffing to cover anticipated absences Lost productivity with replacement and lower productivity/quality Replacement training and supervisor's lost time Customer dissatisfaction and overtime Late deliveries and slower work pace

success base rate

Long-term measure of recruiting effectiveness

Educational and technical labor markets

Looks at labor markets by considering the educational and technical qualifications that define the people being recruited

signs of possible turnover

Low interest in getting promoted and low motivation to keep managers happy Reluctance to be involved in long-term opportunities and decreased motivation to be enrolled in training and development opportunities Fewer contributions in meetings and just getting by or working only enough to get work done

challenges of flexible workers

Low motivation, low performance, and increased costs

functional turnover

Lower-performing or disruptive employees leave

educational credentials

Managers frequently use the attainment of a college degree to determine applicants' suitability for various jobs

Approaches for Combining Predictors

Multiple hurdles Compensatory approach

Approaches to Understanding Motivation:

Need Theory Two-factor theory

Time to hire and related concerns

Negative experiences can collectively harm candidates' overall impressions of an employer

Benefits of structured interviews

Many applicants can be effectively evaluated and compared Ensure that a given interviewer has similar information on each candidate Greater consistency in the subsequent evaluation of candidates

Disclaimers and approvals

Many job descriptions include approval signatures and legal disclaimers Allows employers to change job duties

Information on application forms that are considered illegal by the E E O C

Marital status Height and weight Number and ages of dependents Information on spouse Date of high school graduation Emergency contact information Social Security number

Geographic labor markets

Markets can be local, area or regional, national, or international

Person/job fit:

Matching the K S As and motivations of individuals with the requirements of the job

Person-job fit

Matching the characteristics of people with the characteristics of jobs

Predictors of selection criteria

Measurable or visible indicators of selection criteria

Situational judgment tests:

Measure a person's judgment in work settings

Physical ability tests:

Measure an individual's physical abilities such as strength, endurance, and muscular movement

Cognitive ability tests:

Measure an individual's thinking, memory, reasoning, verbal, and mathematical abilities

Psychomotor tests:

Measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors

Previous job tenure:

Measure of how long the applicant has stayed on jobs held in the past

Concurrent validity:

Measured when an employer tests current employees and correlates the scores with their performance ratings

Predictive validity:

Measured when applicants' test results are compared with subsequent job performance

Polygraph:

Mechanical device that measures a person's galvanic skin response, heart rate, and breathing rate

Characteristics of Global teams

Members may seldom or never meet in person Managers and H R should address task and responsibility issues

Multiple Hurdles

Minimum cutoff is set on each predictor Each minimum level must be passed

Effective recruiting activities

Mining résumés and tracking applicants Using an employer career website Providing an internal mobility system Providing realistic job previews and responsive recruiting

myths about retention

Money is the main reason people leave Hiring has little to do with retention If you train people, you are only training them for another employer Do not be concerned about retention during organizational change If high performers want to leave, the company cannot hold them

Applicant job interest

More applications and résumés are submitted online or electronically

____ Particularly helpful for finding passive job candidates

Particularly helpful for finding passive job candidates

O*Net

Online database containing information on a wide range of jobs and occupational characteristics

state sponsored

Operate branch offices in cities and do not charge fees to applicants or employers

private

Operate in most cities Charge a fee collected from employee or employer Contingency firms charge a fee after a candidate is hired Retainer firms charge a set fee whether or not the contracted search is successful

College Recruiting: Considerations for Employers

Organizational budget and college graduate pay levels Experiences with prior college graduates and interns College graduate programs, faculty links, and current/anticipated job openings Reputation of firm at college and with previous graduates College placement office reputation, assistance, programs

Advantages of Using Flexible Staffing Alternatives

Organizations can hire workers without incurring high costs Reduces time spent on recruiting efforts such as screening and initial training of workers Gives the organization staffing flexibility Reduces the organization's legal compliance requirements Organization saves money by not providing employee benefits

Selection Responsibilities

Organizations should meet Equal Employment Opportunity Commission (E E O C) requirements

Job Design

Organizing tasks, duties, responsibilities, and other elements into a productive unit of work

Compensatory approach

Scores from individual predictors are added and combined into an overall score Allows a higher score on one predictor to offset, or compensate for, a lower score on another

Purpose of hiring temporary workers:

Screen individuals for full-time, regular employment Match the firm's needs with the right workers Avoid costs associated with benefits Enhance staffing flexibility

Interview quality

Selection interviews must meet the same standards for reliability and validity

Assessment centers:

Selection process composed of a series of evaluative tests where candidates are assessed by multiple raters

Turnover cost is the sum of the following:

Separation costs Vacancy costs Replacement costs Training costs Hidden and indirect costs (including lost productivity)

Group interview

Several candidates are interviewed together

Work Scheduling Flexibility

Shift work Compressed workweek Part-time schedules Job sharing Flextime

Selected candidate should:

Sign an acceptance of the offer Return the signed acceptance to the employer

disengaged employees characteristics

Simply put in time Do not do best work Are "checked out"/apathetic Do only their basic jobs React only to pay

poor interviewing techniques

Snap judgments Negative emphasis Halo effect Biases and stereotyping Cultural noise

Equity

The perceived fairness of what the person does compared with what the person receives for doing it

Legal issues in Internet recruiting

The use or misuse of screening software Collection of required applicant information Exclusion of individuals based on unlawful information Proper identification of "real" applicants Maintaining confidentiality and privacy

Industry and occupational labor markets

These jobs represent the health care, retail, and education industries

Safety-sensitive jobs may require

a more stringent screening process

Organizations such as Google that offer desirable working conditions, compensation, and benefits such as free food, on-site gyms, and napping pods have ___. Thus, Google can attract many job applicants even with minimal resources devoted directly to recruiting.

a strong employment brand

When Kelly McGuire, a nurse, announced that she was quitting her job at the hospital and relocating to another state, her coworkers felt somewhat relieved. Kelly was known for trying to pass off her work to other nurses and spreading rumors about employees and patients. Which type of turnover best describes Kelly's departure from the hospital? a. Functional turnover b. Dysfunctional turnover c. Negative turnover d. Controllable turnover

a. Functional turnover

Brian is applying for the position of a registered nurse at a hospital. Before his interview with the hiring manager and before the job is offered to him, Brian is asked to complete a medical examination to screen him for infectious diseases that might pose a transmission risk to patients. Which of the following statements is the most accurate about the hospital's selection process? a. The hospital cannot ask Brian to complete a medical examination until a conditional job offer has been made to him. b. The hospital can ask Brian to complete a medical examination only if he displays visible signs or symptoms of illness. c. The hospital's selection process is invalid because the hospital cannot ask Brian to complete a medical examination for any reason. d. The hospital's selection process is valid and legal because the medical examination is relevant to the job in question.

a. The hospital cannot ask Brian to complete a medical examination until a conditional job offer has been made to him

Nathan is the owner of a trading firm. During the selection of new employees, he wants to test the candidates' reasoning and mathematical abilities. He also wants to evaluate their aptitude for teamwork and collaboration with other employees. Which of the following types of tests should Nathan administer during the selection process? a. Cognitive ability tests and honesty and integrity tests b. Cognitive ability tests and emotional intelligence tests c. Situational judgment tests and physical ability tests d. Psychomotor tests and emotional intelligence tests

b. Cognitive ability tests and emotional intelligence tests

Which of the following is a potential disadvantage of using technology in recruiting? a. Lack of diversity b. Loss of privacy c. Inability to find passive candidates d. High cost

b. Loss of privacy

Which of the following scenarios is an example of involuntary absenteeism? a. Chinn going on a ten-day vacation with his wife without giving prior notice to his manager b. Polly missing two days of work when she is admitted to a hospital after experiencing sharp abdominal pain c. Adela missing a week of work to volunteer for a project that provides vaccines to people in third-world countries d. Holden missing one day of work to attend his friend's wedding

b. Polly missing two days of work when she is admitted to a hospital after experiencing sharp abdominal pain

A police department requires that all applicants for a job in the department have a graduate degree and attain a minimum cutoff score on each of the four selection tests to be eligible for hiring. Which of the following approaches for combining predictors of selection criteria is the police department using? a. The weighted compensatory approach b. The multiple hurdles approach c. The unweighted compensatory approach d. The quid pro quo approach

b. The multiple hurdles approach

Which of the following is a component of the social awareness dimension of emotional intelligence? a. Accurate self-assessment b. Emotional self-control c. Service orientation d. Conflict management

c. Service orientation

Yvonne wants to use Hackman and Oldham's job characteristics model to redesign jobs in her department to improve employee motivation, performance, and satisfaction. Which of the following redesign actions would be the most helpful in achieving Yvonne's goals? a. Limiting the amount of feedback Yvonne provides to her employees about their performance so that they can learn through their own experience b. Reducing task identity and significance so that employees have minimal work pressure and can work in a way that suits them c. Creating jobs with a very narrow focus so that employees can focus on utilizing just one or two of their skills d. Asking employees to take personal responsibility for their work and allowing them greater freedom in how they complete certain aspects of their jobs

d. Asking employees to take personal responsibility for their work and allowing them greater freedom in how they complete certain aspects of their jobs

Which of the following is most likely to be asked of an applicant in a behavioral interview? a. Describe what you would do if you observed a coworker using illegal drugs or substances while at work. b. What is your favorite hobby or leisure activity outside of work? c. How would your current manager describe your performance? d. Describe a time when you had to give another employee negative feedback about his or her performance.

d. Describe a time when you had to give another employee negative feedback about his or her performance.

Which of the following tasks is most likely to be considered a marginal job function as opposed to an essential job function of a front-desk receptionist at a law firm? a. Written communication and note-taking b. Providing customer service in a professional and prompt manner c. Oral communication (phone and in person) with clients and employees d. Lifting and moving heavy boxes mailed or delivered to the office

d. Lifting and moving heavy boxes mailed or delivered to the office

Which of the following requirements in a job posting for a digital marketing specialist would most likely violate the Equal Employment Opportunity Commission (EEOC) guidelines? a. Must be able to communicate fluently in English and Spanish b. Must be available to work during evenings and on weekends c. Must have prior experience of working in digital marketing or related fields d. Must be young and have a good knowledge of current trends among young customers

d. Must be young and have a good knowledge of current trends among young customers

A national retailer is reevaluating its existing recruiting strategies. In the past, the organization relied primarily on internal recruiting. If the organization decides to hire employees using external recruiting, which of the following would be the most likely advantage to the organization? a. New hires would require shorter adjustment periods and orientation efforts. b. The recruiting process would likely be faster and less expensive. c. The process may increase organization fit. d. New hires may bring new industry insights and expertise.

d. New hires may bring new industry insights and expertise.

Which of the following is a difference between skill variety and multitasking? a. More skill variety leads to a greater knowledge of results, whereas more multitasking leads to a greater feeling of personal responsibility for the work. b. Unlike multitasking, skill variety is one of the desired outcomes identified by Hackman and Oldham in their job characteristics model. c. Unlike skill variety, multitasking is one of the five characteristics of job design identified by Hackman and Oldham in their job characteristics model. d. Skill variety is the extent to which the work requires several activities for successful completion, whereas multitasking involves doing several tasks at the same time.

d. Skill variety is the extent to which the work requires several activities for successful completion, whereas multitasking involves doing several tasks at the same time.

Imagine a firm that offers flextime, pays good salaries, has an open-door policy, and offers free lunch and snacks to its employees. The jobs in the firm, however, are monotonous, and there is little scope for advancement. Based on Frederick Herzberg's two-factor theory, which of the following statements is most likely to be accurate of the firm's employees? a. They will be highly motivated. b. They will be unhappy because the firm does not address hygiene factors. c. They will express high job dissatisfaction as hygiene factors are not met. d. They will not exert effort to improve their performance.

d. They will not exert effort to improve their performance.

Which of the following is a difference between core workers and flexible workers of an organization? a. Flexible workers typically work year-round, whereas core workers do not. b. The organization invests in the development of flexible workers, whereas it does not invest in the development of core workers. c. Unlike core workers, flexible workers are foundational to the organization. d. Unlike core workers, flexible workers are just-in-time workers who are employed for specific projects.

d. Unlike core workers, flexible workers are just-in-time workers who are employed for specific projects