Exam 2 (CH. 2, 3, 4, 5, & 9)

Managers need help to avoid their biases, so:

1) a valid scoring system (based on job analysis and validity research) should be used to evaluate the information on an application/resume (score should be provided to the manager) 2) helpful to remove names or other information that could allow a manager to identify race, gender, etc.

U.S. v. Georgia Power

1) a validation strategy must *comply with EEOC guidelines* 2) validation must *include affected groups* 3) validation must reflect selection decision practices 4) testing must occur under *standardized conditions*

Ricci v. DeStefano

1) adverse impact present as blacks scored less well on tests than whites and Hispanics 2) discrimination directed toward whites and Hispanics 3) threat of lawsuit is *not defense* for disregarding job-related selection tests 4) adverse impact *can be defended by job relatedness* of selection tests

Executive Order 13672

1) amends executive order 11478 to *include gender identity* 2) applies to all civilians employed by the federal government

Executive Order 13087

1) amends executive order 11478 to *include sexual orientation* 2) applies to all civilians employed by the federal government

Application Form

1) collects basic information 2) varies in length 3) often includes information on *minimum* requirements 4) often used as pre-screen of applicants ***major challenge is deciding what information to include

Spurlock v. United Airlines

1) college degree and experience requirements are *shown to be job related* 2) company's burden of proof diminishes as human risk increases (safety of passengers on plane - increases human risk)

Rudder v. District of Columbia

1) content validity is an *acceptable defense* for adverse impact 2) job analysis, ensuring adequate representation of minority groups in data collection, *is essential* 3) clear links must be shown between job analysis information, test questions, and correct answers 4) attention to test security and administration are important

Post-Offer Closure

1) continue to be available to answer questions 2) applicants fit from PJ fit to PO fit

Major considerations in recruitment methods are:

1) cost 2) speed 3) amount of information that can be conveyed 4) predictability of number of applicants

Disadvantages of CWBs

1) costly (lost productivity, sharing of proprietary knowledge) 2) attempts to classify CWBs (to make prediction simpler) have not shown much 3) cognitive ability is negatively related to CWB

Preview of Selection Procedures

1) degree or licensure information (application bank) 2) KSAs (knowledge test or simulation) 3) personality characteristics (interview or personality instrument) 4) honesty (integrity test)

Critical incident statements:

1) describe a *single* behavior 2) focus on observable behavior that *did* occur or *should have* occurred 3) includes information on context/situation 4) describes outcome/consequence from the (in)action that occurred

When linking WRCs to job tasks and work behaviors:

1) develop a matrix (work behaviors from job description are crossed with all of the identified WRCs) 2) SMEs then rate extent to which each WRC links to the listed job tasks and work behaviors

In the critical incident technique, SMEs (job incumbents/supervisors):

1) develop a series of *behavior* statements 2) from memory or direct observation 3) includes *positive and negative* work behaviors

Advantages of 360 Feedback

1) different people see different things (high bandwidth but low agreement 2) possibly a more rounded, robust (strong) evaluation of the individual

Disadvantages of 360 Feedback

1) different people see different things (high bandwidth but low agreement 2) time consuming 3) not clear that we get anything helpful

Disadvantages of BARS & BES

1) difficult and time consuming to construct 2) not good with behavior outside of those captured on the ratings 3) can be difficult to use with jobs that change quickly

Avoiding Legal Problems for Reference Checks - *As a Former Employer*

1) do not share things that are untrue or that cannot be verified 2) do not retaliate against former employees 3) many of the new laws require the employer to share the reference with the former employee

What should you do if you find adverse impact?

1) do nothing 2) high quality validation work to show the tool works 3) quit using the tool 4) use different tools 5) better recruitment

When a composite measure is desired, three methods are used for combining the different measures into one:

1) dollar criterion (assign dollar amounts to different aspects of performance) 2) factor analysis (computes weights to assign to the different aspects of performance so that you can develop a composite) 3) expert judgement (identify relative weights of specific performance aspects)

Inferences Regarding Job Analysis

1) early legal cases settled on whether or not the job analysis *was conducted* 2) later cases focused on *possible discrimination* in the inferences made 3) because several steps in job analysis require human judgement, there's a *real possibility* for (unconscious) discrimination to affect the outcome of job analysis

When specifying *personality* WRCs:

1) personality characteristics must be shown to work via criterion-related validity 2) smaller organizations must rely on content validation and forgo these characteristics or turn them into something concrete

Training and experience evaluations include:

1) previous performance of specific tasks 2) work history 3) prior education and training 4) credentials such as licenses 5) self-reports of KSAs 6) past accomplishments

Unnamed CA Case

1) school districts share glowing reviews of a problem employee 2) failed to share information about that employee and sexual relationships with students ***school districts held liable for negligent misrepresentation

We often look at job performance today more broadly than just task performance:

1) select job applicants from our applicant pool who will engage in good behaviors (task performance, organizational citizenship behaviors, adaptive behavior) 2) avoid those job applicants (out of our applicant pool) who are more likely to engage in bad behavior (counterproductive work behaviors)

On-Site Recruitment Visits

1) signals the company is very interested 2) very little research on this

How/why do we provide clear definitions of KSAs when identifying WRCs?

1) specific statements are *preferable* to general ones 2) emphasize essential/critical KSAs 3) avoid *adjective modifiers* relative to the degree or extent of knowledge (ex - thorough, some) 4) detailed descriptions and specific examples help

How do we identify employee WRCs?

1) start with data collected from interviews, task questionnaires, critical incidents, and/or SME workshops 2) work only with *important, frequent, and agreed upon* information 3) convert that information to statements of specific task statements (what, why, how) - typically/often called a job description 4) specify WRCs required

Judgements can be made by:

1) supervisor (*most often*) 2) customers (internal vs external) 3) coworkers and peers 4) subordinates

Disadvantages of Job Analysis Questionnaires

1) targets (things) rated by respondents are often *less detailed* than what you get from an interview 2) typically asks *more* questions than the interview 3) developing one is often time consuming and expensive

There are three major purposes of reference checks:

1) verify information given by job applicants on their selection measures 2) serve as a basis for either predicting the job success of applicants or screening out unqualified applicants 3) uncover background information (criminal history) about applicants that may not have been provided by applicants or identified by other selection procedures

Many considerations should be made at the applicant population stage:

1) want to reach as many people as possible - but as inexpensively as possible 2) source of advertising and reaching people you hope to attract 3) selling them job while being realistic 4) reaching demographically diverse groups

Disadvantages of Production Data

1) what is easy to measure *may not be* representative of the construct we're trying to measure (attendance, absenteeism) 2) outside factors contaminate the measurement (sales territory affects sales landed, broken equipment affects widgets produced) 3) can try to correct for outside factors but corrections are *imperfect*

Discriminatory vs. Not Discriminatory Application Form Questions

1) what is your date of birth? - *discriminatory* 2) are you at least 18 years old? - *not discriminatory*

Tasks statements are written so that each shows the following:

1) what worker does (by using a specific action verb that introduces task statement) 2) to whom or what he or she does it (by stating object of the verb) 3) what is produced (by expressing the expected output of the action) 4) what materials, tools, procedures, or equipment are used ***helps to restate job in terms that people not familiar with the job can understand ***should result in 10 to 20 statements

A job analysis includes:

1) work activities (what worker does, how, why, and when these activities are conducted) 2) tools and equipment used in performing work activities 3) context of work environment (such as schedule or physical working conditions) 4) requirements of personnel performing the job (such as knowledge, skills, abilities, personality characteristics, or other specifications)

Plaintiffs in training and experience evaluation discrimination cases are successful in about _____ of the cases.

1/3

Jobs and companies are _____ - there is no one standard way to conduct a job analysis.

complex

Recruitment Methods

concerns the method's richness, credibility, and attention elicited - along with the specific phase of the recruiting process 1) referrals and walk-ins tend to be better candidates but can result in disparate impact

How much should you *rely* on production data?

considerably

The outcome of cases involving job performance are not ____.

consistent

We need job analyses because job _____ changes over time and we need up-to-date information to make good hiring choices.

content

We use _____ validation to test the validity of an application form.

content ***SMEs judge the items but also screen out items based on discrimination

Federal Contractors and AAPs

contracts for at least $10,000 with the federal government 1) must conduct stock statistics (utilization analysis) 2) make plan to correct (goals and timeline) 3) publish job openings through minority organizations, take ads in media with minorities as target audience, publicize AAP 4) conduct reviews for adverse impact 5) train members on AAPs objectives and procedures

Voluntary AAPs are the most _____.

controversial ***voluntary preferential treatment of minorities over non-minorities is disparate treatment

_____ are undesirable performance actions that harm the organization itself and often its employees and customers.

counterproductive workplace behaviors (CWBs)

The _____ technique was originally used for criterion measure development and required listing especially good and especially bad performance examples.

critical incident

_____ fit is defined as the match between knowledge, skills, and abilities (KSAs) possessed by a job applicant and the requirements of that job.

PJ

People need information about _____ fit early and _____ fit later.

PJ; PO

_____ fit is defined as the similarity between a job applicant and an organization in terms of their goals and values.

PO

Production data includes both quantitative and qualitative data:

QUANTITATIVE 1) number produced 2) sales volume 3) calls answered QUALITATIVE 1) defects produced 2) customer complaints

_____ is when there are differences between demographically different individuals or groups *with regard to the outcome* of some selection procedure or process.

adverse impact ***appear neutral but have discriminatory effect

Organizational citizenship behaviors (OCBs) became of great interest to researchers and managers in organizations _____ the nature of work changed from being individualized, task activities to service/team-based, knowledge/technological activities.

after ***generally viewed as beneficial

A job _____ is a purposeful, systematic process for collecting information on the important work-related aspects of a job.

analysis

Information from job ___ informs recruitment.

analysis

In the critical incident technique, job _____ work with SMEs to collect incidents.

analysts ***can be done in group setting - though individual is required if there are concerns of confidentiality or privacy ***SMEs include job incumbents, supervisors, and subordinates

Most organizations utilize employment _____ as a means for collecting pre-employment information to assess an applicant's likelihood of success.

applications

Messages about meaning and challenge help _____ more experienced workers.

attract

Less experienced (younger) workers are more affected by the _____ of the person delivering the recruitment message.

attractiveness

Companies today largely use _____ screening tools.

automated ***look for keywords, minimum qualifications, training and education, etc. ***many use pre-format resume builders to limit variation

An application form includes _____ information.

basic ***name, address, phone number, work experience, level of education and training

Online-only resume collection may be _____.

biased

There is little agreement over application forms (just prior work experience vs. full-blown selection tool) - authors stick to _____.

biodata

_____ reflects historical data that captures the applicant's past behaviors and experiences - in work contexts, in educational settings, as part of a family, even in various community or extracurricular activities - that predict outcomes at work.

biodata

To enhance application form accuracy, tell people that:

1) faking *can lead to rejection* from the application pool or termination 2) all information provided *will be verified* 3) when they sign and date the application they are *certifying the accuracy of the information* they provided on the application

Affirmative Action Programs (AAPs) are not required for most employers... so who develops them?

1) federal contractors 2) company that lost court discrimination case or has signed a consent decree 3) company that is voluntarily attempting to implement EEO principles

Job performance measures should be:

1) individualized (should include behaviors and outcomes the individual controls - we often use things not in control of employee) 2) relevance (critical aspects that lead to performance should be measured - we often measure things easy to capture) 3) measurability (must be possible to assign a number and closely related to the job - many outcomes occur in the future) 4) variance (scores must have meaningful differences - unlike most supervisor ratings)

Performance measures should be designed based on the concepts discussed in Chapter 2:

1) objective measures are quite good 2) trait ratings are not good 3) measure should focus on *critical aspects of the job*

Resumes

1) often used as screening tool 2) recruiters try to judge characteristics such as mental ability and conscientiousness 3) many recruiter inferences not tested for validity 4) people provide false statements

If a WRC is not necessary on the first day then we need to consider how people will gain that knowledge, through the use of:

1) on the job training (trial and error) 2) specific training ***is *trainability* now an important characteristic to consider?

Job Analysis Interviews

1) one of the most common tools used to conduct job analysis 2) interviews can be individual or group 3) interviewees (person being interviewed) are often job incumbents or supervisors (supervisors frequently asked to verify incumbent information - but we need data from both sources) 4) interview may be structured or unstructured

Affirmative Action Programs (AAP

1) part of EEO laws and regulations 2) steps taken by organization to attract, select, and retain *individuals from protected classes*

Scores on selection tests are not to be treated as information that is used as _____ to measure job performance of individuals.

input ***double selection

360 Feedback requires evaluations from _____ sources.

many

Employers can fire people (if they were hired) for providing false information on an application if that information was _____ to the selection decision.

material

How training and experience evaluations are _____ matters.

measured ***years on the job plateaus in its effectiveness as a predictor - matters more early but less after 5 years of experience ***GPA is better predictor of performance than years of education

If a single item measure of production is poor, work on improving this by getting better production _____ and considering _____ things to measure (develop a composite.)

measures; more

The application form is a method for collecting information about applicants - this means that the same data could be gathered via other _____. (interview, knowledge test)

methods

Training and experience evaluations are often used as a pre-screen for _____ qualifications.

minimum ***meaning it is assumed that if the applicant lacks the minimum training and experience, they will not succeed in the job ***studies are then highly range restricted

State and local laws may include _____ protection for minority groups than federal law.

more ***sexual orientation and gender identity

Federal guidelines make job analysis a legal _____.

necessity ***the Uniform Guidelines informed by the Standards and Principles

While we know factors that predict adaptive performance, *most* current selection programs are _____ selecting applications in an effort to improve adaptive performance.

not yet

Reference checks are good for _____ criteria.

objective ***college transcripts, dates employed, criminal history

_____ of specific tools can be required for some jobs.

ownership ***example - mechanic

The best predictor of present and future performance is _____ performance.

past

Internal Customers

people inside the company that use the work you produce

External Customers

people outside the company who pay for the work you produce

Any employment decision is covered by the Uniform Guidelines, thus job _____ measurement and its use falls under the Uniform Guidelines

performance

Faking on application forms does not seem to have a major effect on job _____.

performance

Selection decision forms matter - if using top down selection (highest score wins) or banding (80-89, 90-100) then you must show that scores above some minimum result in higher _____.

performance

For application forms, you must review what is _____ in each state where the company operates.

permissible

Many critical incident or SME statements will include abstract characteristics related to _____.

personality ***examples - dependable, outgoing

Title VII Discrimination Cases - *Disparate Impact*

plaintiff 1) demonstrates statistically that management practice affects various groups differently defendant 1) demonstrates at least one of the following - business necessity, bona fide occupational qualification, validation data plaintiff 1) proves alternative practice is available that has less adverse impact

Title VII Discrimination Cases - *Disparate Treatment*

plaintiff 1) demonstrates that - belong to protected class, applied/qualified for job, rejected, job remained open defendant 1) provides clear and specific job-based explanation plaintiff 1) proves defendant's argument is pretext and true reason was prejudice

The applicant _____ includes those people who received the message, processed the messaged, decided that they would fit, and have now applied.

pool ***challenge is keeping them interested

The applicant _____ is all individuals who possibly could have an interest in an open position who might consider applying for this position.

population

Personality dimensions (conscientiousness, emotional maturity) and other individual characteristics (experience, tenure) can _____ OCBs.

predict ***organizational characteristics (rewards, fairness/justice, feedback, organizational climate) also play a part in predicting OCBs

Recruitment is a _____ - it is more than just advertising a job.

process

Courts seem to care more about the _____, than they do test-item content.

process ***use of job analysis, written instructions for evaluators, employee's right to review ratings, and use of multiple raters

_____ data includes things that can be counted, seen, and compared directly from one worker to another.

production ***also referred to as output, objective, or non-judgmental data

_____ data is often the easiest type of data to understand by employees and courts.

production ***he's a nice person, talented, skilled, and we like him as a quarterback... but he's bad at play calling and his pass-completion rate is 0%

Job performance is a major consideration in _____ decisions.

promotion

Selection test scores CAN be used for _____ decisions.

promotion

It is important to make sure training and experience evaluations do not screen out _____ individuals.

protected ***must be related to job performance ***is related to requirements for the job (bona fide) ***is a business necessity

Smokers are not a _____ class.

protected ***you can refuse to hire smokers in some states ***once hired, you cannot fire someone for smoking on their own time

Most ethnic restaurants are small enough that they do not _____.

qualify ***any that are big enough to qualify would not be able to hire based on ethnic preference

In a job analysis _____, a survey is distributed to respondents and the respondents use rating scales to rate various aspects of the job in question.

questionnaire

As a company not under a consent decree, you cannot use ____.

quotas

_____ information helps extend the honeymoon phase, reduces "hangover," can make the recruitment message seem more credible, and reduces overall selection costs

realistic

It is a good idea to develop a _____ website.

recruiting ***part of your company website - can outsource to hiring management agencies

Organization _____ and 'celebrity; are important - people are attracted to attractive organizations.

reputation ***changing perceptions/attitudes is difficult ***major reason organizations use PR firms when things go bad

Consent Decree

required to make company's workforce look more like the relevant labor market (RLM) in a specified period of time 1) less freedom than federal contractors AAP - goals are *mandatory* 2) may require preferential treatment to minority applicants

For _____, we probably want to tease out the predictors that affect different aspects of job performance.

research ***single criteria

Griggs v. Duke Power Company

said that selection tools must help select job applicants *for the job* 1) thus you need to have an analysis of the job

Albemarle Paper Company v. Moody

said you *must* have a job analysis that is: 1) defined before the validation study 2) supports the EEOC Guidelines on employee selection procedures 3) proceeds the development of the Uniform Guidelines

_____ evaluations of life experience culled (picked) from applications has a weak to moderate relationship with job performance.

scored

If a WRC is rated as important, necessary for the 1st day, and vital for job performance, then we will proceed to the development of _____ procedures.

selection

The Uniform Guidelines do not dictate your _____ system.

selection ***apply only to procedures that produce adverse impact ***any method used in selection is covered by Guidelines

For _____, we probably want to know who is likely to be a good performer in a more global sense.

selection ***multiple criteria

Recruitment Message

selling the organization as a positive place to work ***pay, benefits, facilities, coworker quality, advancement opportunities

Lower level jobs usually result in _____ application forms.

shorter

In a _____ Behavior Scale, items are developed from a job analysis of tasks actually performed on specific jobs.

simple ***usually 4 to 10 different behaviors are included

_____ quickly learned should not be assessed with selection procedures.

skills

Most recruiter effects are ____.

small

Do not select applicants for recruitment based on _____.

social media ***facebook profiles are worthless

The book authors recommend using job analysis interviews as the _____ tool for collecting job analysis information.

sole

360 Feedback is not an assessment style, it dictates the _____ of data.

source

Statements in the job description need to be _____.

specific ***incorrect - assists with inspection of construction projects ***correct - inspects construction operations (erosion control, Portland cement concrete paving, asphaltic concrete paving, painting, fencing, sign placement) to ensure compliance with construction specifications by comparing visual observations with construction specifications and plans, and by following verbal instructions while under daily review by the supervisor

Behaviorally Anchored Rating Scales (BARS) and Behavioral Expectation Scales (BES)

specific dimensions are rated by the judge (supervisor) but detailed behaviors indicating levels of performance are provided 1) dimensions are grouped together into scales 2) numbers are assigned to behaviors (better behavior = higher score)

The list of important, necessary, and vital for performance WRCs is frequently called a job _____.

specification

When using task analysis inventories, one should develop _____ for using the data collected.

standards

_____ in recruiting is usually measured by the proportion of those given an offer who accept it.

success

_____ ratings of performance are highly affected by employee enactment (displaying) of OCBs.

supervisor

OCBs are not frequently included as a statement in job analysis, because they are not a primary part of _____ performance.

task

_____ performance is still the *primary* type or facet of job performance.

task ***most legally defensible

The key initial step in characterizing a job with the interview procedure is identification of critical job _____.

tasks

The last step in a job analysis is linking the WRCs to job _____ and work _____.

tasks; behaviors ***may seem unnecessary since the process uses work behaviors to develop WRCs

Job performance measurement is considered a _____ like those used for employee selection.

test

Differences in race-based work performance have _____ over the years.

decreased ***can still be found guilty of discrimination if a less discriminatory tool exists

Information about _____ should be collected with a different form than that of an application form.

demographics ***as required by EEO

Aggregate (combination of) OCBs of employees is related to _____ performance.

firm

Targeting Strategies in Recruitment

focus more narrowly on the type of applicants you would like to have apply for your job opening

Ideally, a good selection system will allow you to _____ the guidelines and federal regulations AND help you _____ the best employees you can for each job

follow; select

EEOC v. National Academy of Sciences

former employee argued the reference checks failed to include black people and was not related to performance ***Academy won

Rutherford v. American Bank of Commerce

former employee had trouble getting a job because she had filed a sexual harassment case against former employer ***she won

40 to 50 states have passed laws to protect employers from lawsuits brought against former employees when the reference information was shared in _____.

good faith

There are _____ levels of interrater reliability reported for training and experience evaluations.

high

Research shows the many different ways that whites score _____ than blacks on performance measures at all levels of job complexity.

higher ***the differences for whites and hispanics is smaller

Disparate _____ is when organizational selection standards are *applied uniformly* to all groups of applicants, but the net result of these standards is to *produce differences* in the selection of various groups.

impact ***unintentional

Once WRCs are identified, it is useful to then have SMEs rate the _____ of each WRC.

importance ***could be same or different SMEs than those who came up with the WRCs themselves

The Simple Behavior Scale is an _____ over Trait Rating Scales.

improvement

The book authors note that critical incidents and task questionnaires can be used _____.

together ***they can ALL be used together

_____ and _____ evaluations are a way to rationally assess previous experience, training, and education information given by job applications (via a resume or application form.)

training; experience

In _____ Rating Scales, the judge (supervisor) rates employees on personal characteristics thought to be necessary for good work performance.

trait ***this is a bad method - book says to never use it

Disparate _____ includes those situations in which *different standards* are applied to various groups or individuals even though there *may not be an explicit statement of intentional prejudice*.

treatment ***intentional

The _____ Guidelines is a joint agreement between the EEOC, Department of Justice, Department of Labor, and Civil Service Commission.

uniform ***supersedes (takes place of) previous regulations

When managers are responsible for selection based on information from applications and resumes, they:

use information different from the information they say they want to use ***often screen out people from protected classes

Training and experience evaluations are _____ predictors of worker performance (and salary.)

valid

The key to avoiding self-screening by the applicant population is to communicate your _____.

values ***people are more persuaded by the message when value fit exists

When using task analysis inventories, a high *frequency/importance* may not be sufficient - we also like to see low _____ (meaning people agree - lots of employees perform the task.)

variation

Reference checks are widely used for both _____ and _____.

verification; prediction

Other WRCs that are worth being mentioned include characteristics like ______ to work in specific types of situations.

willingness ***examples - specific shifts, a lot of travel, dirty environment

Key Legal Considerations of Job Analysis

1) *mandatory* and must be *for the job* for which selection procedures are used 2) should *be in writing* 3) should describe in detail the job analysis *procedures used* 4) should collect job data from a *variety of sources* 5) sample size of individuals services as SMEs should be *large* and *representative* of jobs for which selection procedures are used 6) task, duties, and activities should be included 7) most important tasks should be represented in selection procedures 8) *competency levels* of work-performance for entry-level jobs should be *specified* 9) WRCs including KSAs should be *specified*, particularly if content validation strategy is used

Advantages of Production Data

1) *often* easy to measure 2) the inference needed to connect the measure (sales calls made) to the construct (job performance) *seems obvious* 3) what is measured is *objectively* true (you DID make 10 sales calls)

Job Analysis Questionnaires

1) *prefabricated* surveys exist 2) *tailored* surveys are more specific to the job in question

Model of the Recruitment Process

1) *recruitment objectives* (number of applicants, number of openings, time frame, type of applicants) - APPLICANT POPULATION 2) *recruitment strategy* (targeted recruitment - whom to recruit, where, whom to use as recruiters, organization's brand image) - APPLICANT POOL 3) *recruitment activities* (methods to use, information to convey - realism, timing, credibility, recruitment messages wording/content) - JOB CANDIDATEs 4) *results of recruitment activities* (metric to assess accomplishment of objectives - turnover, performance, manager satisfaction) - HIRES

Hall Inc. v. Buck

1) Buck had trouble getting a job - hired an investigator 2) found employees of Hall Inc. were sharing secondhand, untrue information ***Buck won

True v. Ladner

1) Ladner told True's prospective employers that he was a lackluster professor 2) jury found that statements made by Ladner demonstrated reckless disregard of their truth or falsity ***True won

A major concern with application forms is the _____ of the self-reported nature of the data.

accuracy

BARS = _____ work BES = _____ behavior

actual; expected

_____ performance includes behaviors important for current organizations to remain competitive in an ever-changing environment.

adaptive

The following are employee specifications for jobs that are about to change or have yet to be created:

1) an analysis of the job is made to identify current tasks and WRCs 2) SMEs knowledgeable about the job are assembled in a workshop to discuss how future issues are likely to affect the job 3) information on expected future tasks and WRCs is collected from individuals knowledgeable about these expected job changes 4) isolate the tasks and WRC requirements likely to see the biggest change ***attempts to identify WRCs beforehand has seen success ***can rely on O*Net to pull information from existing similar jobs in other organizations

How to Maintain Interest of the Applicant Pool

1) applicant was impressed with organization's reputation - reduce focus here 2) applicant wants to know that they fit the job - increase focus here 3) process becomes more of a social exchange 4) provide accurate information to the applicant about the job and the process (e.g., respond when the applicant asks a question, explain how long things will take)

Why are reference checks not as good for subjective information?

1) applicants select the people they list as personal references 2) any letter of reference is written by someone who will provide a positive reference 3) people are unwilling to share negative information for fear of charges of libel or slanders 4) like a structured interview, a structured reference check performs better than unstructured reference check

A job analysis questionnaire usually includes questions about:

1) background information 2) tasks in the job 3) miscellaneous information (contact information, demographics)

360 Feedback - ideally, ratings should:

1) be about individuals skills, knowledge, or style 2) be specific job behaviors (not personal traits) 3) be worded as the demonstrated frequency, effectiveness, and importance of behavior 4) have behavioral anchors (BARS/BES) 5) include 7 to 10 raters 6) be administered online 7) query the person being rated for suggested raters 8) includes instructions to raters on why the data is collected and how it is used, how to use rating scale, and information that should be used in writing of comments 9) be interpreted by trained evaluator when feedback is given

Voluntary AAPs must:

1) be temporary 2) have no negative impact on white workers 3) be intended to *correct* a current imbalance ***safest thing to do is to hire/promote the most qualified people for the job

Recommendations for Reference Checks

1) best when involving job-related concerns 2) need to tailor what is checked to specific jobs 3) subject to the Uniform Guidelines 4) use structure for phone or in-person interviews of references 5) applicants need to provide written permission to contact their references 6) reference takers need training on interviewing 7) all information should be recorded in writing 8) if 1st round can't/won't provide information, ask applicant for more contacts 9) check all application form and resume information 10) verify any negative information received via reference checks

Recruitment is a distinct process from selection, but:

1) better recruitment means you have a bigger applicant pool 2) a bigger applicant pool means you can be pickier 3) bigger pool indicates you are attracting high quality people

Watson v. Ft. Worth Bank & Trust

1) cases focusing on *subjective selection devices*, such as interviews and judgements, could be heard as disparate impact 2) organization may need to validate interview in same manner as objective test

Gross v. FBL Financial Services

1) central question - how much evidence must plaintiff produce in *age discrimination claim* to force defendant to provide evidence that it *did not use age in decision* 2) plaintiff must provide clear evidence that age was a "but-for" reason for decision 3) ruling *significantly increases* the amount of evidence that plaintiff must provide to obtain judgment that age discrimination occurred

When tasks statements are *identified*, they should

1) characterize activities - *not* skills or knowledge 2) have identifiable beginning and ending 3) represent activities performed by an *individual worker*, not activities performed by different individuals 4) have identifiable output or consequence 5) avoid extremes in *phrasing* of activities statements - should not be too broad or too specific 6) be developed by full-time inventory writers (*preferably* supervisors or incumbents)

A lot of things are not protected by EEO laws:

1) clothing style 2) tattoos 3) hair color (bright colors)

Predictors of Adaptive Performance

1) cognitive complexity (ability to integrate conflicting information) 2) frame changing (ability to view problems from many angles) 3) resiliency (ability to persist) 4) problem solving (ability to work through details of a problem) 5) learning agility (ability to apply lessons learned from previous problems /experience)

Sources of Reference Checks

1) former employers 2) personal references 3) investigative agencies 4) public records

Job analysis questionnaires may ask respondents to rate the targets (things) on multiple factors, such as:

1) frequency of task performance 2) importance or criticality 3) task difficulty 4) whether the task can be learned on the job relatively quickly

SME Workshops

1) gather 10-20 SMEs (or more) who must be *representative* of the applicant pool, willing to participate, and have experience 2) leader serves as facilitator - job tasks solicited and recorded visually 3) ratings of tasks (see task inventory) are made and recorded 4) leader solicits WRCs necessary for successful task completion of the important, frequent, and agreed on tasks 5) content validation (*optional*) - SMEs judge relevance of selection procedure content to the content domain of the job studied

Dimensions of Adaptive Performance

1) handling emergencies or crisis situations 2) handling work stress 3) solving problems creatively 4) dealing with uncertain and unpredictable work situations 5) learning work tasks, technologies, and procedures 6) demonstrating interpersonal adaptability 7) demonstrating cultural adaptability 8) demonstrating physically oriented adaptability

Disadvantages of Job Analysis Interviews

1) hard to do well - interviewers need skill and training 2) time consuming (group interviews can save time - dispersed workforce eats up time) 3) interviewees may provide distorted responses (sometimes inadvertent bias but sometime motivated by lack of trust in purpose of interview)

Model of OCB

1) helping behavior (voluntary helping and prevention of negative outcomes) 2) sportsmanship (willingness to deal with random things that go wrong in workplace) 3) organizational loyalty (promoting organization to outsiders and speaking well of insiders) 4) organizational compliance (acceptance of rules, regulations, and procedures) 5) individual initiative (consistently going above and beyond - individual creativity and innovation in problem-solving, persistence, and extra effort) 6) civic virtue (overall commitment to and participation in the organization, even at personal costs - recognition that you are part of a large whole) 7) self development (improving one's KSAs on one's own)

What do we do with job analysis data?

1) identify employee specifications or WRCs necessary for success on the job 2) select or develop selection procedures that assess these important applicant WRCs to forecast those job candidates who are likely to succeed on the job 3) develop criteria or standards of job performance that represent employee job success

OCB is related to individual success in complex ways:

1) if task performance is the major way that employees are rewarded, then OCB can hurt individual success 2) OCB is positively related to individual success when workgroups are decentralized and interactive

State laws vary when it comes to enhancing application form accuracy:

1) if you have people sign the application, you may need to submit it to a state agency and provide a copy of the information they provided on the application 2) may need to include specific language indicating that the application is not a contract for employment

OFCCP v. Ozark Airlines

1) in *disability cases*, organizations must prove that individuals cannot perform the job 2) *reasonable accommodation* must be given to disabled individual

How to Develop a Generalizable Application Form

1) information collected should be useful in predicting performance for many job types 2) must be validated 3) each item asked must be valid 4) ensure validity for job applicants (cannot rely on existing designs)

Disadvantages of Judgment Data

1) intentional bias (deliberate distortion) 2) inadvertent bias (rater error) ***some data suggests training can work to reduce bias

Avoiding Legal Problems for Reference Checks - *As an Employer Checking References*

1) it is legal and even the duty of employers to check references 2) avoid negligent hiring 3) both training and experience evaluation deficiencies and criminal history can be found to be your fault

Biodata Guidelines

1) items should principally deal with past behavior and experience 2) items dealing with family relationships or other issues of a personal nature are usually viewed as offensive 3) specificity and brevity of items and response options are desirable 4) numbers should be used to define a biodata item's options or alternatives 5) all possible response options and an 'escape' ('other') option should be given - where possible, response options that form a continuum should be used 6) item options should carry neutral or pleasant connotation 7) items dealing with past and present behaviors and with opinions, attitudes, and values are generally acceptable 8) items should reflect historical events that are important in shaping a person's behavior and identity 9) should reflect external events (prior behaviors occurring in real life situations), be limited to firsthand recollections, be potentially verifiable, and measure unique, discrete events - lessen the effect of individuals faking answers

Some of the methods used to conduct a job analysis include:

1) job analysis interviews 2) job analysis questionnaires (task analysis inventories) 3) critical incidents technique 4) SME or job expert workshops

Simple Behavior Scale

1) judges (supervisors) provide an assessment of how well the employee engages in the behavior 2) can still be subjective so training of judges is useful

Measuring OCB is difficult because it is:

1) judgmental (there's nothing easy to count) 2) self-reported 3) transparent

Griggs v. Duke Power

1) lack of discriminatory intent is not a sufficient defense 2) selection tests *must be job related* if adverse impact results 3) *employer bears burden of proof* in face of apparent adverse impact

When task statements are *written*, they should:

1) mean the same thing to all respondents 2) be stated so that rating scales to be used make sense 3) be stated so that incumbent is understood to be the *subject* of the statement (pronoun 'I' should be implied) 4) be stated so that an *action verb* is in *present tense* 5) be stated so that the action verb has an object 6) use terms that are specific, familiar, and unambiguous

When specifying *physical* WRCs:

1) need to be stated very specifically (ex - carry 150 pound deadweight down 75 foot ladder / read a voltmeter from 5 feet away) 2) includes lifting and carrying weight, corrected vision levels, hearing, etc.

Legal Issues Affecting the Use of Reference Checks

1) negligent hiring - hiring of wildly unqualified people (means companies seeking information are encouraged to use reference checks) 2) slander, libel, and defamation of character (means that former employees are encouraged to not share information)

Organizations need to measure and review the success of their recruitment efforts through:

1) new employee performance 2) new employee turnover 3) new hire failure rate 4) manager satisfaction 5) new employee training success 6) cost per hire

Age Discrimination in Employment Act of 1967

1) protects age (older than 40 years) 2) applies to private employers, governments, unions, and employment agencies

U.S. Constitution - 5th Amendment

1) protects all demographic characteristics 2) applies to federal government

Civil Rights Act of 1871

1) protects all demographic characteristics 2) applies to state and local governments

U.S. Constitution - 14th Amendment

1) protects all demographic characteristics 2) applies to state and local governments

Immigration Reform and Control Act of 1986

1) protects citizenship and national origin 2) applies to private employers with 4 or more employees and governments

ADA Amendments Act of 2008

1) protects physical and mental disability 2) applies to private employers, labor unions, and employment agencies

Americans with Disabilities Act of 1990

1) protects physical and mental disability 2) applies to private employers, labor unions, and employment agencies

Executive Order 11478

1) protects race, color, religion, sex, national origin, *handicap, or age* 2) applies to all civilians employed by the federal government

Executive Order 11246

1) protects race, color, religion, sex, or national origin 2) applies to federal contractors and subcontractors

Civil Rights Act of 1991

1) protects race, color, religion, sex, or national origin 2) applies to private employers with at least 15 employees, governments, unions, employment agencies, and employers receiving federal assistance

Title VII Civil Rights Act of 1964

1) protects race, color, religion, sex, or national origin 2) applies to private employers with at least 15 employees, governments, unions, employment agencies, and employers receiving federal assistance

Civil Rights Act of 1866

1) protects race, national origin, and ethnic origin 2) applies to private employers, labor unions, and employment agencies

Potential Ramifications of Failing to Follow Legal Policies

1) punitive damages (fines, $$$) 2) back pay ($$$) 3) forced changes in selection systems 4) forced changes to decision rules 5) quotas

Disadvantages of Trait Rating Scales

1) questions are usually a bunch of adjectives that are not defined (usually rated on Likert scales with end points like 'agree' or 'disagree') 2) *commonly* collected but usually exhibits very low relationships with other measures of performance 3) error prone and usually low reliability

If a selection procedure results in adverse impact, then the organization can:

1) quit using the procedure 2) defend the use of the procedure (requires validation)

Self-Screens

1) receive message, don't like it, and never apply 2) do not process intended message until after you have gained their attention 3) select out one they perceive any misfit

Advantages of BARS & BES

1) reduces difficulty for supervisors in making the rating 2) higher reliability

Jobs can require specific licenses or ______.

certifications ***examples - passing the bar or CPA exam, licensed barber

Guidelines for Developing a Task Inventory

1) technical manuals, previous job analyses, and other job-related reports reviewed for possible task-item content 2) technical job experts (consultants, incumbents and supervisors) prepare lists of job tasks known to be performed 3) interviews held with job incumbents and supervisors to identify additional tasks 4) tasks are reviewed for duplication, editing, and incorporated into an initial version of the inventory - described according to task-writing guidelines 5) first draft prepared and submitted to panel of experts (incumbents/supervisors) for review 6) panel of reviewers adds, deletes, or modifies tasks for another draft 7) steps 5 & 6 repeated using same or similar panel, until acceptable draft has been developed 8) task inventory is pilot-tested on sample of respondents to whom the final version will be given 9) appropriate modifications are made as needed 10) steps 8 & 9 are repeated until final, acceptable version is developed

Methods of Reference Checks

1) telephone 2) internet, email, mail 3) letters of recommendation 4) in-person checks

People are more likely to 'fake good' on application forms when:

1) the information is hard to verify 2) the 'correct' answer is somewhat obvious

Some considerations when applying a job analysis interview include:

1) they are widely applicable (from physical jobs to knowledge work) 2) you need to have a detailed plan

Disadvantages of the Critical Incidents Technique

1) time consuming 2) biased by the SMEs used 3) task questionnaires are often more broad but critical incidents are *actual* occurrences on the job

How do we *prepare* SMEs to assist in identifying employee WRCs?

1) train them on what constitutes WRCs (ability to handle customer complaints vs describing the ability that allows someone to actually handle customer complaints) 2) let people know that this is challenging and sometimes ambiguous 3) provide clear definitions of knowledge, skill, and ability

Methods for Judgmental Data

1) trait rating scales 2) simple behavior scale 3) behaviorally anchored rating scales (BARS) 4) behavioral expectation scales (BES) 5) 360 feedback

Key things to include in instructions for an application form:

1) unsolicited (unwanted) information will void the application 2) those who need accommodation should ask 3) information about privacy (who will see the information)

Application Form Validity

1) use criterion-related validity in large samples (300+) 2) many items are 'single item' predictors 3) develop an empirical scoring key and use a weighting system - some questions are given more importance than others 4) sometimes items are grouped into dimensions 5) any empirical key needs to be cross-validated

How do we *specify* the WRCs *required* for a job?

1) use panel of representative SMEs 2) prepare SMEs (description of task at hand) 3) solicit WRCs from the panelists

360 Feedback evaluation often includes any of the previously described formats (trait ratings, behavior scales, BARS) even though you would ideally use _____.

BARS/BES

Most organizations use forms with questions that do not meet _____ laws.

EEO

Should you rely on production data *alone*?

NO

KSA statements should show the kind of _____ *and* the degree or level required for successful _____ performance.

KSA; task ***example - specific score on performance test required

In the critical incident technique, incidents are rated and classified by _____.

SMES ***write each incident on a card and sort - different SMEs resort for confidence in categorization

Title _____ makes it illegal for an organization to refuse to select an individual or to discriminate against a person with respect to compensation, terms, conditions, or privileges of employment because of the person's race, sex, color, religion, or national origin.

VII

Training and experience evaluations can result in _____ impact.

adverse ***make up a substantial proportion of discrimination cases

Thanks in part to Taylor (Taylor'ism) much of adaptive performance has historically been viewed as the job of _____.

management

Job analysis interviews requires individuals to provide information on processes that are tacit (implied) and _____ to codify.

difficult

Obesity is considered a _____.

disability

Race-based performance differences have been studied by white managers against minority employees - this is largely _____.

disconfirmed ***differences exist on objective measures/tests ***differences are smaller for subjective measures ***black and white managers do not differ in their ratings of black and white employees (no differential rating)

When developing an application form, it is very easy to include information that unintentionally _____.

discriminates

A lack of specificity in identifying physical WRCs can lead to charges of _____.

discrimination

Adverse impact does not always mean _____.

discrimination

Job analysis is critical in the prosecution and defense of _____ cases.

discrimination

_____ is when differences in scores on the selection test results in some person or group being selected more rather than some other person or group, and there is *not a valid, job-related explanation* for the adverse impact.

discrimination

Once a person has a job, you cannot remove them from _____ based on scores from things like personality tests, cognitive ability tests, and the like - you fire them because their performance is low.

employment

Organizations cannot demand OCBs from their employees, but they can ____ them.

expect

Providing _____ on an application form helps to make the collection of the information seem more legitimate - applicants view fair applications positively.

instructions ***should be reviewed for attractiveness, fairness, and ease of use

Maintaining applicant _____ while the company applies its screening tools is often not viewed by many companies as an important part of the recruitment process

interest

In a job analysis _____, an expert job analyst asks questions about the duties and responsibilities, WRCs required, and conditions of employment for a job or class of jobs.

interview

The major idea behind the application of task analysis _____ is to define important job content - that determination serves as the source for WRCs used to develop or find selection procedures for choosing among job applicants.

inventories ***also the source data for validation

Application blanks developed from a _____ can have a moderate to large relationship with job performance.

job analysis

If production is the only thing that matters (sales made, widgets produced, court cases won, academic publications), then collecting _____ data is a waste of time.

judgment

In _____ data, an individual familiar with the work of another is required to judge this work.

judgmental

The changing nature of work has made it such that use of _____ data is nearly unavoidable today.

judgmental

What constitutes task performance is more complex today than in the past - proliferation of (rapid increase in) '_____ work.'

knowledge

Many in top management view HR as nothing more than the part of the organization that helps ward off _____.

lawsuits ***many HR departments focus entirely on the legal component - HR involves more than legal compliance