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
2
Q
Selection begins with candidates identified through _____
A
Recruitment
3
Q
It attempts to reduce number two individuals best qualified to perform available jobs
A
Personnel selection
4
Q
It ends with selected individuals placed in jobs with the organization
A
Personnel selection
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
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
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
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
9
Q
Reliability
A
Extent to which a measurement is free from random error
10
Q
A reliable measurement generates ______ results
A
Consistent
11
Q
Correlation coefficients
A
A higher correlation “coefficient signifies a greater degree of reliability
12
Q
Organizations use statistical test to compare results over time
A
True
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
14
Q
Federal government’s uniform guidelines on employee selection procedures except three ways of measuring validity
A
Criterion related, content, construct
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
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
17
Q
Content validity
A
Consistency between test items are problems and kind of situations or problems that occur on the job
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
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
20
Q
Practical value and utility
A
Being reliable, valid and Generealizable adds value to a selection method
21
Q
Selection methods should cost ______ of hiring new employees
A
Significantly less than the benefits
22
Q
Methods that provide economic value greater than the cost of using them are said to have ____
A
Utility
23
Q
Legal standards for selection
A
All selection methods must co form to existing laws and legal precedents
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
25
Consequences of a bad hire
Lost productivity, lower morale, expense of recruiting, training and replacement, worsened client relations, lower sales
26
Candidates privacy rights
Information gathered during selection process may include information that employees considered confidential
27
Fair credit reporting act requires employers to obtain a candidates consent before using a third-party to check candidates credit history or references
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
28
Immigration Reform and control act of 1986
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
29
Gathering background information
Application forms, resumes, reference checks, background checks
30
Background checks
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
31
Aptitude test
Assess how well a person or aquire skills and abilities
32
Achievement test
Measure a person's existing knowledge and skills
33
Adjustment
Emotionally stable, not depressed, secured, collected
34
Agreeableness
Courteous, trusting, good-natured, tolerant, cooperative, forgiving
35
Conscientiousness
Dependable, organized, persevering, thorough, achievement oriented
36
Inquisitiveness
Curious , and that you too, broad-minded, playful
37
Rules for administering the drug test
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
38
Interview effectively
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
39
Multiple hurtle model
Arrives at a selection decision by eliminating some candidate at each stage of the selection process
40
Compensatory model
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
41
When a candidate has been selected communicate the offer including
Job responsibilities, work schedule, rate of pay, starting date, other relevant details
42
Organizational analysis
Determining appropriateness of training by evaluating characteristics of the organization it looks at training in the lights of : Org. Strategy Resources available Management support
43
Person analysis
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 ?
44
Readiness for training
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
45
Planning the training program
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
46
On the job training
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
47
Simulations
Represents a real life situation it's trainees making decisions resulting in outcomes that mirror what would occur on the job
48
Business games
Require trainees to gather and analyze information and make decisions that influence the outcome
49
Case studies
Detailed description of a situation that trainees and discuss
50
Experiential programs
Participants earn concepts and apply them by simulating behaviors involved and analyzing the activity and connecting it with real life situations
51
Adventure learning
A teamwork and leadership training program based in use of challenging structured outdoor activities
52
Evaluation methods : training outcomes
Info such as facts,techniques,and procedures that trainees can recall after training
53
Orientation of new employees
Goal is to familiarize new employees with the organizations rules,policies and procedures
54
Organizations should carry out __________ so as to meet business objectives and gain competitive advantage over competitors
HR Planning
55
HR Planning compares the present state of the organization with its \_\_\_\_\_\_\_\_\_\_\_\_
future goals
56
HR Planning identifies what __________ it must make to meet those goals
changes
57
HR Planning consists of 3 stages:
1.
2.
3.
Forecasting,
Goal Setting and strategic planning
program implementationand evaluation
58
forecasting
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
59
forecasting steps:
* forecast labor demand
* determine labor demand
* determine labor surplus or shortage
60
trend analysis
constructing and applying statistical models that predict labor demand for next year , given relatively objective statistics from previous year
61
Leading indicators
objective measures that accurately predict future labor demand
62
transitional matrix
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
transitional matrix answers two questions:
where did people in each job category go?
where did people now in each job category come from?
64
based on forecasts for labor demand and supply , planner can compare figures to determine whether there will be:
a shortage or surplus of demand
65
determining expected shortages and surpluses allows the organizations to _____ how to address these challanges
plan
66
purpose of setting specific numerical goals is to _______ attention ________ and provide a basis for measuring the organizations success in addressing labor shortages and surpluses
focus, on the problem, basis for measuring
67
68
goals should directly come from \_\_\_\_\_\_\_\_\_\_\_\_\_-
analysis of supply and demand
69
for each goal HR must choose \_\_\_\_\_\_\_\_\_\_\_
one or more HR Strategies
70
knowledge, skills, abilities and other employees characteristics that make the organization ______ to competitors and create value for customers
superior
71
organizations are most likely to benefit from _______ and ____________ employees who provide a core competency
hiring, retaining
72
options for reducing a surplus
downsizing, transfers, retraining, work sharing, early retirement
73
downsizing objectives:
* reduce costs
* replace labor w/technology
* complete mergers and aquisitions
* move to more economical location
74
options for avoiding shortage
* overtime
* outsourcing
* temporary employees
75
when implementing the HR strategy , organizations must hold, ________ for achieving goals
individuals accountable
76
workforce utilization review
comparison of employees in protected groups with proportions that each group represent in relevant labor markets.
77
if analysis forecasts underutilizationof certain groups, then goals and a ____ will be established.
plan
78
yield ratios
the % of applicants who successfully move from one stage of the recruitment and selection process to the next
79
traning
an organizations planned efforts to help employees aquire job related knowledge, skills, abilities, and behaviors with the goal of applying these on jobs
80
traning can benefit the organization when \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
it is linked to organizational needs and motivates employees
81
nature of todays ____________ makes training important
business environment
82
growing reliance on ________ creates a demand for the ability to solve problems in teams an ability that often requires formal training
teamwork
83
learning management system
a computer application that automates the administration development and delivery of training programs
84
instructional design
a process of systematically developing training to meet specific needs
85
stages if instructional design
* assess needs for training
* ensure readiness for training
* plan training program
* implement training program
* evaluate results of training
86
employee development
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
employee dev. is about preparing for change in new jobs, responsibilities, or requirements
true
88
training
* focus- current
* use of work experience- low
* goal- preparation for current job
* participation-required
89
development
* focus-future
* use of work experiences- high
* goal-prep for changes
* participation- voluntary
90
formal education includes:
workshops, short courses, lectures simulations, business games ,experential programs
91
assessment
collecting info. and providing feedback to employees about their behavior, communication style, or skills
92
some assessment tools
MBTI,Assessment centers, performance appraisal, 360 feedback
93
MBTI
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
assessment centers
multiple raters evaluate employees performance on a number of exercises usually as tey work in a group offsite
95
performance appraisals
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
360 feedback
raters identify an area of behavior as strength of employee or an area requiring further dev.
97
job experiences
combination of tasks,relationships, problems, demands and other features of an employee's jobs
98
most employee development occus through \_\_\_\_\_\_\_\_\_\_\_
job experiences
99
managers learn how to handle common challenges and prove themselves thorough \_\_\_\_
job experience
100
key job experience events include:
job assignments
interpersonal relationships
types of transitions
101
job experiences used for employee development
promotion
job rotation
transfer
downward move
102
interpersonal relationships
develop skills and increase knowledge about the org, and its customers by interacting with a more experienced member
mentoring
and coaching
103
career mgmt process
data gathering
feedback
goal setting
action planning and follow up
104
data gathering
use of info by employees to determine career, interests, values, aptitudes, behavioral tendencies, and development needs
105
feedback
info employers give employees about their skills and knowledge and where these assets fit into the org plan
106
goal setting
based on info from self assessment and reality check , employee sets long and short term career objectives
107
action planning and follow up
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
succession planning
process of identifying and tracking high potential employees who will be able to fill top management positions
109
dysfunctional managers
manager who is otherwise competent may engage in some behaviors that make him or her ineffetive or even toxic
110
process for developing a succession plan
* 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
dysfunctional behaviors
insensitivity to others
inability to be a team player
arrogance
poor conflict mgmt
inability to meet business objectives
inability to adapt to change
112
when dysfunctional manager is valuable employee and willing to improve the org may try to help him/her by assessing, training and counseling
true
113
performance management
a process through which managers ensure that employees activities and outputs contribute to the organizations goals
114
project management requires:
knowing what outputs and activities are required
observing whether they occur
providing feedback to help employees meet expectations
115
The PM Process
* 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
Strategic purpose of PM
effective PM helpsthe organization achieve its business objectives
117
PM administrative purpose
ways in which organizations use the system to provide info for decisions about salary, benefits and recognition programs
118
Developmental purpose of PM
serves as a basis for developing employees knowledge and skills
119
criteria for effective performance management
* fit with strategy
* reliability
* validity
* acceptability
* specific advantage
120
methods for measuring performance
comparative, quality, attribute. performance, results , behavior
121
simple ranking
requires managers to rank employees in their group from highest performer to lowest performer
122
forced distribution
assigns a certain percentage of employees to each categoryin a set of categories
123
paired comparison
compares each employee w/each other employee to establish rankings
124
graphic rating scale
lists traits and provides a rating scale for each trait
125
mixed standard scale
uses several statements describing each trait to produce a final score for that trait
126
critical incident method
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
behaviorally anchored rating scale
rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance
128
behavioral observation scale
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
organizational behavior modification
a plan for managing behavior of employees through a formal system of feedback and reinforcement
130
\_\_\_\_\_\_\_\_\_\_\_\_ is an important measure of success because getting more done with a smaller amount of resources (money or people)increases the companies profits
productivity
131
management by objectives
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
management by objectives
* Specific
* Measurable
* Ambitious
* Realistic
* Time Bounded
133
the principle of ________________ provide methods for performance measurement and management
TQM
134
2 kinds of feedback in TQM
subjective feedback
statistical quality control
135
contrasts errors
rater compares an individual not against an objective standard but against othr employees
136
distributional errors
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
rater error and bias
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
distorting a performance evaluation to advance ones goals is an example of
political behavior in performance appraisals
139
a technique to minimize appraisal politics is a _________ meeting
calibration (managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating influence of rating errors
140
scheduling performance feedback
should be a regular expected management activity
annual feedback is not enough
managers should be prepared for each feedback session
141
tell and sell
managers tell employees their ratings and then justify them
142
tell and listen
managers tell employees ratings them let them explain their view
143
problem solving
managers and employees work together to solve performance probs
144
six ways to structure goals
listen as well as talk
be honest and positive
prevent surprises prepare for success
specific concrete examples
treat employees w/respect
145
