HR Exam 2 Ch. 5-8
True or False: Personnel policies are more important than the recruiter when deciding whether or not to take a job?
True
Selection Tools
Letters of recommendation Application forms Cognitive & Physical Ability tests Personality tests Assessment centers/ Work Sample Drug tests Honesty tests Reference checks Interviews
Paired Comparison
compares each employee with each other employee to establish rankings
Transfer of training
on-the-job use of knowledge, skills, and behaviors learned in training.
Behaviorally Anchored Rating Scale (BARS)
rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance
What is the purpose of Human Resource Recruitment
to build a supply of potential new hires that the organization can draw on if the need arises
Halo Error
when the bias is in a favorable direction. This can mistakenly tell employees they don't need to improve in any area.
Transitional Matrix
a chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period. "Where did people in each job category go?" "Where did people now in each job category come from?
Readiness for Training
a combination of employee characteristics and positive work environment that permit training.
3 Approaches to Feedback
"Tell-and-Sell" - managers tell employees their ratings and then justify those ratings. "Tell-and-Listen" - managers tell employees their ratings and then let the employees explain their side of the story. "Problem-Solving" - managers and employees work together to solve performance problems
Advantages of using Internal Sources
1. Applicants are well known to the organization. 2. Applicants are knowledgeable about vacancies, minimizing unrealistic job expectations. 3. Cheaper and faster than looking outside the organization.
Selection Process (steps)
1. Screening applications 2. Testing and reviewing work samples 3. Interviewing candidates 4. Checking background 5. Making a selection
Characteristics of Effective On-the-Job Training (OJT)
1. The organization should issue a policy statement describing the purpose of OJT and emphasizing the organization's support for it. 2. The organization should specify who is accountable for conducting OJT.
What are the legal requirements?
1. adhere to EEO laws 2. right to privacy 3. permission needed before credit check 4. employers verify employee's legal right to work
Stages of Performance Management
1. specify aspects of performance 2. appraise performance 3. provide feedback
Behavioral Observation Scale (BOS)
A variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task. A BOS also asks the manager to rate the frequency with which the employee has exhibited the behavior during the rating period.
Bottom-line results such as ROI
Benefits derived from the training relative to the costs incurred.
5 Personality Dimensions
Concientiousness Agreeableness Neuroticism Openness to experience Extroversion
Business Games and Case Studies
Case studies - detailed descriptions of a situation that trainees study and discuss Business games - require trainees to gather information, analyze it, and make decisions that influence the outcome of the game
Trend Analysis
Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year
True or False: Applicants respond more positively when the recruiter is an HR specialist than line managers or incumbents?
False
True or False: Realistic job previews should highlight the positive characteristics of the job rather than the negative?
False
Graphic Rating Scale
Lists traits and provides a rating scale for each trait.
Hiring Process (steps)
Pre-Step 1: Human Resource Planning (labor demand & supply) Step 1: Recruitment (qualified pool of people) Step 2: Selection (hire, no-hire decision) Step 3: Socialization (orienting new employees)
True or False: Applicants respond positively to recruiters whom are warm and informative?
True
True or False: If ROI is greater than 1 then benefits exceed cost of training?
True
True or False: Instead of focusing on arranging a group of employees from best to worst, performance measurement can look at each employee's performance relative to a uniform set of standards
True
True or False: Recruiting and Selecting are best done separately
True
Methods that provide economic value greater than the cost of using them are said to have?
Utility
Training
an organization's planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job.
Learning management system (LMS)
a computer application that automates the administration, development, and delivery of training programs.
Criterion-related Validity
a correlation between test scores and job performance scores.
Organizational Behavior Modification (OBM)
a plan for managing the behavior of employees through a formal system of feedback and reinforcement
Organization Analysis
a process for determining the appropriateness of training by evaluating the characteristics of the organization. the organization's strategy resources available for training management's support for training activities.
Person Analysis
a process of determining individuals' needs and readiness for training Do performance deficiencies result from a lack of knowledge, skill, or ability? Who needs training? Are these employees ready for training?
Behavior Description Interview
a situational interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past. These tend to be the most valid.
Adventure Learning
a teamwork and leadership training program based on the use of challenging, structured outdoor activities
Concurrent Validation
a test to people who currently hold a job, and then comparing their scores to existing measures of job performance
Simulations
a training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job.
Aptitude tests
assess how well a person can learn or acquire skills and abilities
Forced Distribution
assigns a certain percentage of employees to each category in a set of categories
Forecasting
attempts to determine the supply and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses
Moderate Validity Tests
biographic information honesty tests personality tests
Effective training does what?
communicates learning objectives clearly presents information in distinctive and memorable ways helps trainees link the subject matter to their jobs.
Construct Validity
consistency between a high score on a test and high level of performance
Content Validity
consistency between the test items or problems and the kinds of situations or problems that occur on the job.
Instructional design
developing training to meet specified needs
New skills & Knowledge
did the participants actually learn something?
Strategic Purpose
effective performance management helps the organization achieve its business objectives
Structured Interview
establishes a set of questions for the interviewer to ask. The interviewer is supposed to avoid asking questions that are not on the list.
With what does planing begin?
establishing objectives for the training program
Qualitative Forecasting
expert based
Trainee satisfaction
how satisfied were the participants with the training?
Recruiting
identifying and attracting potential personnel
High Validity Tests
intelligence tests structured interviews work samples
Situational Interview
interviewer describes a situation likely to arise on the job and asks the candidate what he or she would do in that situation.
Developmental Purpose
it serves as a basis for developing employees' knowledge and skills
Quantitative Forecasting
math based
Achievement tests
measure a person's existing knowledge and skills.
Calibration Meeting:
meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors
Non-directive Interview
non consistent format, so reliability and validity are low
Leading Indicators
objective measures that accurately predict future labor demand
Management by Objectives (MBO)
people at each level of the organization set goals in a process that flows from top to bottom, so that all levels are contributing to the organization's overall goals.
360-Degree Performance Appraisal
performance measurement that combines information from the employees': Managers Peers Subordinates Self Customers
Multiple-Hurdle Selection Model
process of arriving at a selection decision by eliminating some candidates at each stage of the selection process.
Compensatory Selection Model
process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another.
Rater Bias
raters often let their opinion of one quality color their opinion of others
Low Validity
reference checks unstructured interviews graphology
Administrative Purpose
refers to the ways in which organizations use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs
Simple Ranking
requires managers to rank employees in their group from the highest performer to the poorest performer
Predictive Validation
research that uses the test scores of all applicants and looks for a relationship between the scores and future performance of the applicants who were hired.
Experiential Programs
simulating behaviors and connecting it with real-life situations
Cost per Hire
the cost of using a particular recruitment source divided by the number of people hired to fill that type of vacancy.
Yield Ratio
the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next
Job Posting
the process of communicating information about a job vacancy On company bulletin boards In employee publications On corporate intranets
Needs Assessment
the process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training, if any, are necessary.
Task Analysis
the process of identifying and analyzing tasks to be trained for. The equipment and environment of the job Time constraints Safety considerations Performance standards
Performance Management
the process through which managers ensure that employees' activities and outputs contribute to the organization's goals
Personnel Selection
the process through which organizations make decisions about who will or will not be allowed to join the organization.
Contrast Errors
the rater compares an individual, not against an objective standard, but against other employees.
Strictness
the rater favors lower rankings
Central Tendency
the rater puts everyone near the middle of the scale
Distributional Errors
the rater tends to use only one part of a rating scale
Leniency
the reviewer rates everyone near the top
20-70-10
top 20% of employees get a big raise; bottom 10 % get fired
Diversity Training
training designed to change employee attitudes about diversity and/or develop skills needed to work in a diverse workforce.
Orientation
training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships.
Mixed Standard Scale
uses several statements describing each trait to produce a final score for that trait
What adds value to a selection method?
validity reliability generalizable
Horns Error
when the bias involves negative ratings. This can cause employees to feel frustrated and defensive.
