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HR Mgmt > Ch 5,6,7,8, 10 > Flashcards

Ch 5,6,7,8, 10 Flashcards

1
Q

Personnel selection

A

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

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2
Q

Selection begins with candidates identified through _____

A

Recruitment

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3
Q

It attempts to reduce number two individuals best qualified to perform available jobs

A

Personnel selection

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4
Q

It ends with selected individuals placed in jobs with the organization

A

Personnel selection

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5
Q

Steps in the selection process

A

Screening applications and resumes Testing and reviewing work samples Interviewing candidates Checking references and background Making A selection

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6
Q

Online applications

A

A simple job posting online can generate hundreds of resumes in one day Any employers are coping by automating much of the selection process with an applicant tracking system

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7
Q

Strategic approach to personnel selection

A

Organizations should create a selection process and support of its job descriptions Selection process should be set up in a way that it lets the organization identify people who have necessary KSAOs This strategic selection approach requires ways to measure effectiveness of selection tools

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8
Q

Criteria for measuring effectiveness of selection tools and methods

A

Method provides reliable information Provides valid information Information can be generalized to apply to candidates Method offers high utility Selection criteria are legal

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9
Q

Reliability

A

Extent to which a measurement is free from random error

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10
Q

A reliable measurement generates ______ results

A

Consistent

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11
Q

Correlation coefficients

A

A higher correlation “coefficient signifies a greater degree of reliability

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12
Q

Organizations use statistical test to compare results over time

A

True

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13
Q

Validity

A

Extent to which performance on the measure such as a test or is it related to what the measure is designed to assess such as job performance

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14
Q

Federal government’s uniform guidelines on employee selection procedures except three ways of measuring validity

A

Criterion related, content, construct

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15
Q

Predictive validation

A

Uses test scores of all applicants and looks for relationship between scores and future performance of Applicants who were hired

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16
Q

Concurrent validation

A

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

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17
Q

Content validity

A

Consistency between test items are problems and kind of situations or problems that occur on the job

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18
Q

Construct validity

A

Consistency between a high score on a test and high-level of a construct for example intelligence or leadership ability as well as between mastery of this construct and successful job performance ofthe job

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19
Q

Ability to generalize

A

A generalizable selection method applies not only to the original conditions in which the method was developed job, organization, people, time period It also applies to other conditions such as organizations, jobs, applicants

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20
Q

Practical value and utility

A

Being reliable, valid and Generealizable adds value to a selection method

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21
Q

Selection methods should cost ______ of hiring new employees

A

Significantly less than the benefits

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22
Q

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

A

Utility

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23
Q

Legal standards for selection

A

All selection methods must co form to existing laws and legal precedents

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24
Q

3 acts that have formed a majority of suits filed by job applicants

A

Civil rights act of 1964 and 1991 Age discrimination in employment act of 1967 ADA of 1990

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25
Q

Consequences of a bad hire

A

Lost productivity, lower morale, expense of recruiting, training and replacement, worsened client relations, lower sales

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26
Q

Candidates privacy rights

A

Information gathered during selection process may include information that employees considered confidential

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27
Q

Fair credit reporting act requires employers to obtain a candidates consent before using a third-party to check candidates credit history or references

A

If they employer decides not to hire based on the report, employee must give applicant a copy of the report and summary of applicants rights before taking action

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28
Q

Immigration Reform and control act of 1986

A

Federal law requiring employers to verify and maintain records on applicants legal rights to work in the US Applicants fill out form I-9 Law prohibits employers from discriminating against the person on the basis of national origin or citizenship status

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29
Q

Gathering background information

A

Application forms, resumes, reference checks, background checks

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30
Q

Background checks

A

Eight out of 10 large companies and two out of three small organizations report conducting background checks Internet allows for faster and easier searching for conviction Request for expunging police records has been on the rise so background checks may not be as complete as employers would preferred

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31
Q

Aptitude test

A

Assess how well a person or aquire skills and abilities

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32
Q

Achievement test

A

Measure a person’s existing knowledge and skills

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33
Q

Adjustment

A

Emotionally stable, not depressed, secured, collected

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34
Q

Agreeableness

A

Courteous, trusting, good-natured, tolerant, cooperative, forgiving

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35
Q

Conscientiousness

A

Dependable, organized, persevering, thorough, achievement oriented

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36
Q

Inquisitiveness

A

Curious , and that you too, broad-minded, playful

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37
Q

Rules for administering the drug test

A

Administer tests systematically to all applicants for the same job Used drug testing for jobs that involve safety hazards Have a report results sent to application along with information about how to appeal it inappropriate Respect applicants privacy by contacting test environment that is not interested in keeping confidential

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38
Q

Interview effectively

A

Be prepared, but applicant at ease, ask about past behaviors, listen let candidate do most of the talking, take notes during and immediately after interview, at the end of the interview make sure candidate knows what to expect

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39
Q

Multiple hurtle model

A

Arrives at a selection decision by eliminating some candidate at each stage of the selection process

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40
Q

Compensatory model

A

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

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41
Q

When a candidate has been selected communicate the offer including

A

Job responsibilities, work schedule, rate of pay, starting date, other relevant details

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42
Q

Organizational analysis

A

Determining appropriateness of training by evaluating characteristics of the organization it looks at training in the lights of : Org. Strategy Resources available Management support

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43
Q

Person analysis

A

Determining persons needs and readiness for training by answering these 3 questions Do performance efficiencies result from a lack of knowledge, skills, ability? Who needs training ? Are these employees ready for training ?

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44
Q

Readiness for training

A

A combination of employee readiness and positive work environment that permits training Employee characteristics: Ability to learn Favorable attitude t Motivation to learn Positive work environment: Encourages learning Avoids interfering with training

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45
Q

Planning the training program

A

Planning begins with establishing objectives for the training program Planner decides : Who will provide the training What topics the training will cover What training methods to use How to evaluate the training

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46
Q

On the job training

A

Issue a policy statement describing purpose of otj training emphasizing organizations support for it Specify who is accountable Train managers and peers Provide employees access

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47
Q

Simulations

A

Represents a real life situation it’s trainees making decisions resulting in outcomes that mirror what would occur on the job

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48
Q

Business games

A

Require trainees to gather and analyze information and make decisions that influence the outcome

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49
Q

Case studies

A

Detailed description of a situation that trainees and discuss

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50
Q

Experiential programs

A

Participants earn concepts and apply them by simulating behaviors involved and analyzing the activity and connecting it with real life situations

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51
Q

Adventure learning

A

A teamwork and leadership training program based in use of challenging structured outdoor activities

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52
Q

Evaluation methods : training outcomes

A

Info such as facts,techniques,and procedures that trainees can recall after training

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53
Q

Orientation of new employees

A

Goal is to familiarize new employees with the organizations rules,policies and procedures

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54
Q

Organizations should carry out __________ so as to meet business objectives and gain competitive advantage over competitors

A

HR Planning

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55
Q

HR Planning compares the present state of the organization with its ____________

A

future goals

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56
Q

HR Planning identifies what __________ it must make to meet those goals

A

changes

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57
Q

HR Planning consists of 3 stages:

1.

2.

3.

A

Forecasting,

Goal Setting and strategic planning

program implementationand evaluation

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58
Q

forecasting

A

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

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59
Q

forecasting steps:

A
  • forecast labor demand
  • determine labor demand
  • determine labor surplus or shortage
60
Q

trend analysis

A

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

61
Q

Leading indicators

A

objective measures that accurately predict future labor demand

62
Q

transitional matrix

A

a chart that lists job categories held in one period and shows proportion of employees in each of those job categories in a future period

63
Q

transitional matrix answers two questions:

A

where did people in each job category go?

where did people now in each job category come from?

64
Q

based on forecasts for labor demand and supply , planner can compare figures to determine whether there will be:

A

a shortage or surplus of demand

65
Q

determining expected shortages and surpluses allows the organizations to _____ how to address these challanges

A

plan

66
Q

purpose of setting specific numerical goals is to _______ attention ________ and provide a basis for measuring the organizations success in addressing labor shortages and surpluses

A

focus, on the problem, basis for measuring

67
Q
A
68
Q

goals should directly come from _____________-

A

analysis of supply and demand

69
Q

for each goal HR must choose ___________

A

one or more HR Strategies

70
Q

knowledge, skills, abilities and other employees characteristics that make the organization ______ to competitors and create value for customers

A

superior

71
Q

organizations are most likely to benefit from _______ and ____________ employees who provide a core competency

A

hiring, retaining

72
Q

options for reducing a surplus

A

downsizing, transfers, retraining, work sharing, early retirement

73
Q

downsizing objectives:

A
  • reduce costs
  • replace labor w/technology
  • complete mergers and aquisitions
  • move to more economical location
74
Q

options for avoiding shortage

A
  • overtime
  • outsourcing
  • temporary employees
75
Q

when implementing the HR strategy , organizations must hold, ________ for achieving goals

A

individuals accountable

76
Q

workforce utilization review

A

comparison of employees in protected groups with proportions that each group represent in relevant labor markets.

77
Q

if analysis forecasts underutilizationof certain groups, then goals and a ____ will be established.

A

plan

78
Q

yield ratios

A

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

79
Q

traning

A

an organizations planned efforts to help employees aquire job related knowledge, skills, abilities, and behaviors with the goal of applying these on jobs

80
Q

traning can benefit the organization when ______________________

A

it is linked to organizational needs and motivates employees

81
Q

nature of todays ____________ makes training important

A

business environment

82
Q

growing reliance on ________ creates a demand for the ability to solve problems in teams an ability that often requires formal training

A

teamwork

83
Q

learning management system

A

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

84
Q

instructional design

A

a process of systematically developing training to meet specific needs

85
Q

stages if instructional design

A
  • assess needs for training
  • ensure readiness for training
  • plan training program
  • implement training program
  • evaluate results of training
86
Q

employee development

A

a combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers

87
Q

employee dev. is about preparing for change in new jobs, responsibilities, or requirements

A

true

88
Q

training

A
  • focus- current
  • use of work experience- low
  • goal- preparation for current job
  • participation-required
89
Q

development

A
  • focus-future
  • use of work experiences- high
  • goal-prep for changes
  • participation- voluntary
90
Q

formal education includes:

A

workshops, short courses, lectures simulations, business games ,experential programs

91
Q

assessment

A

collecting info. and providing feedback to employees about their behavior, communication style, or skills

92
Q

some assessment tools

A

MBTI,Assessment centers, performance appraisal, 360 feedback

93
Q

MBTI

A

Psychological test that identifies individuals preference for

source of energy,

means of info gathering

way of deceision making

lifestyle

provides info for team building and leadership development

94
Q

assessment centers

A

multiple raters evaluate employees performance on a number of exercises usually as tey work in a group offsite

95
Q

performance appraisals

A

can be useful for development under certain condition:

must tell employeed specific performance probs and ways to improve performamce

must gain clear understanding of differences bwcurrent and expected performance

must identify causes of performance and develop plans

96
Q

360 feedback

A

raters identify an area of behavior as strength of employee or an area requiring further dev.

97
Q

job experiences

A

combination of tasks,relationships, problems, demands and other features of an employee’s jobs

98
Q

most employee development occus through ___________

A

job experiences

99
Q

managers learn how to handle common challenges and prove themselves thorough ____

A

job experience

100
Q

key job experience events include:

A

job assignments

interpersonal relationships

types of transitions

101
Q

job experiences used for employee development

A

promotion

job rotation

transfer

downward move

102
Q

interpersonal relationships

A

develop skills and increase knowledge about the org, and its customers by interacting with a more experienced member

mentoring

and coaching

103
Q

career mgmt process

A

data gathering

feedback

goal setting

action planning and follow up

104
Q

data gathering

A

use of info by employees to determine career, interests, values, aptitudes, behavioral tendencies, and development needs

105
Q

feedback

A

info employers give employees about their skills and knowledge and where these assets fit into the org plan

106
Q

goal setting

A

based on info from self assessment and reality check , employee sets long and short term career objectives

107
Q

action planning and follow up

A

employees prepare an action plan for how they will achieve long/short term goals

any 1 or combination of development methods may be used

108
Q

succession planning

A

process of identifying and tracking high potential employees who will be able to fill top management positions

109
Q

dysfunctional managers

A

manager who is otherwise competent may engage in some behaviors that make him or her ineffetive or even toxic

110
Q

process for developing a succession plan

A
  • identify positions to plan for
  • identify employees to include
  • define job requirements
  • measure employee potential
  • review and plan to meet development needs
  • link succesion planning with other hr systems
  • provide feedback to employees
  • measure the plans effectiveness
111
Q

dysfunctional behaviors

A

insensitivity to others

inability to be a team player

arrogance

poor conflict mgmt

inability to meet business objectives

inability to adapt to change

112
Q

when dysfunctional manager is valuable employee and willing to improve the org may try to help him/her by assessing, training and counseling

A

true

113
Q

performance management

A

a process through which managers ensure that employees activities and outputs contribute to the organizations goals

114
Q

project management requires:

A

knowing what outputs and activities are required

observing whether they occur

providing feedback to help employees meet expectations

115
Q

The PM Process

A
  • define performance outcomes for company division and dept.
  • develop employee goals, behavior, and actionsto achieve outcomes
  • provide support and ongoing performance discussion
  • evaluate performance
  • identify improvements needed
  • provide consequences to performance results
116
Q

Strategic purpose of PM

A

effective PM helpsthe organization achieve its business objectives

117
Q

PM administrative purpose

A

ways in which organizations use the system to provide info for decisions about salary, benefits and recognition programs

118
Q

Developmental purpose of PM

A

serves as a basis for developing employees knowledge and skills

119
Q

criteria for effective performance management

A
  • fit with strategy
  • reliability
  • validity
  • acceptability
  • specific advantage
120
Q

methods for measuring performance

A

comparative, quality, attribute. performance, results , behavior

121
Q

simple ranking

A

requires managers to rank employees in their group from highest performer to lowest performer

122
Q

forced distribution

A

assigns a certain percentage of employees to each categoryin a set of categories

123
Q

paired comparison

A

compares each employee w/each other employee to establish rankings

124
Q

graphic rating scale

A

lists traits and provides a rating scale for each trait

125
Q

mixed standard scale

A

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

126
Q

critical incident method

A

based on managers records of specific examples of employees acting in ways that are either effective or ineffective

employees receive feedback about what they do well/poorly

127
Q

behaviorally anchored rating scale

A

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

128
Q

behavioral observation scale

A

a variation of a bars which uses all behaviors necessary for effective performance to rate performance at a task

BOS also asks manager to rate frequency w/ which employee has exhibited the behavior during rating period

129
Q

organizational behavior modification

A

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

130
Q

____________ is an important measure of success because getting more done with a smaller amount of resources (money or people)increases the companies profits

A

productivity

131
Q

management by objectives

A

people at each level of the organizationset goals in a process that flows from top to bottom so that all levels are contributing to the organizations overall goals

132
Q

management by objectives

A
  • Specific
  • Measurable
  • Ambitious
  • Realistic
  • Time Bounded
133
Q

the principle of ________________ provide methods for performance measurement and management

A

TQM

134
Q

2 kinds of feedback in TQM

A

subjective feedback

statistical quality control

135
Q

contrasts errors

A

rater compares an individual not against an objective standard but against othr employees

136
Q

distributional errors

A

rater tends to use only one part of a rating scale

leniency: reviewer rates everyone near the top
strictness: rater favors lower ratings

central tendency:rater puts everyone near the middle

137
Q

rater error and bias

A

raters can be trained to avoid error

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

halo effect- make inferences based on one trait/impression

stereotyping

138
Q

distorting a performance evaluation to advance ones goals is an example of

A

political behavior in performance appraisals

139
Q

a technique to minimize appraisal politics is a _________ meeting

A

calibration (managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating influence of rating errors

140
Q

scheduling performance feedback

A

should be a regular expected management activity

annual feedback is not enough

managers should be prepared for each feedback session

141
Q

tell and sell

A

managers tell employees their ratings and then justify them

142
Q

tell and listen

A

managers tell employees ratings them let them explain their view

143
Q

problem solving

A

managers and employees work together to solve performance probs

144
Q

six ways to structure goals

A

listen as well as talk

be honest and positive

prevent surprises prepare for success

specific concrete examples

treat employees w/respect

145
Q
A

HR Mgmt (3 decks)

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