Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

BUSN 3350 > ch 7: selection > Flashcards

ch 7: selection Flashcards

1
Q

what is the strategic importance of selection?

A
  • quality of employees determines whether the organization meets its strategic goals
  • employees selected will implement strategic decisions
  • candidates must fit with the strategic direction of the organization
  • ineffective selection is costly and may mean increased legal liability in HR management
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

what happens when a poor selection decision is made and the individual selected for the job is not capable of acceptable performance in the job

A
  • strategic objectives will not be met
  • unsuccessful employee must be terminated
  • The recruitment and selection process must begin all over again
  • hidden costs are even higher
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

what is the multiple-hurdle strategy?

A

An approach to selection involving a series of successive steps or hurdles

  • Only candidates clearing the hurdle are permitted to move on to the next step
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

what are the 6 typical hurdles in the selection process?

A
  1. preliminary applicant screening
  2. selection testing
  3. selection interview
  4. background investigation/reference checking
  5. supervisory interview and realistic job preview
  6. hiring decision and candidate notification
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

what is the difference between “must” and “want” criteria?

A
  • musts are absolutely essential for the job
  • wants are skills and abilities that are desirable but not critical
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

what are must criteria?

A

Requirements that are absolutely essential for the job, include a measurable standard of acceptability, or are absolute and can be screened initially on paper.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

what is want criteria?

A

Those criteria that represent qualifications that cannot be screened on paper or are not readily measurable, as well as those that are highly desirable but not critical.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

what are the five steps to Designing an effective selection process?

A
  1. decide who will be involved in the selection process and develop selection criteria
  2. specify must and want criteria and reconsider the want criteria
  3. determine assessment strategies and develop an evaluation form
    1. ex: written test, behavioral questions, situational questions, etc.
  4. develop interview questions to be asked of all candidates
    1. ex: job knowledge questions, worker-requirement questions
  5. develop candidate-specific questions
    1. ex: specific questions based on applicant.. “what is a time your failed”
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

what are things to keep in mind when managing the process in a legally defensible way? (legally defensible selection process)

A
  • ensure all criteria and strategies are based on the job description and job specifications
  • questions must meet human rights legislation
    • ex: marital status, age, ethnicity
  • obtain written authorization for reference checking
    • check references carefully
  • save all records and information obtained about the applicant during each stage of the selection process
  • reject applicants who make false statements on application forms or resumes
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

describe step 1 (Preliminary Applicant Screening) of the screening process?

A
  • performed by the HR department
  • application forms and resumes are reviewed
  • candidates not meeting selection criteria are eliminated
  • remaining candidates matching the job specifications are given further consideration
  • technology can be used to aid in the screening process
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

what are tools used in preliminary screening?

A
  • selection ratios
  • data analytics
  • crowdsourcing
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

what are selection ratios?

A

the number of applicants who are hired to perform a job in an organization divided by the total number of applicants

  • The ratio of the number of applicants hired to the total number of applicants.
  • small ratio indicates limited number of applicants; may also mean low-quality
    • ex: poor job description which makes candidates think they are not qualified
  • large ratio may result from too vague a job ad; oversupply of labour; company is attractive to candidates
    • HR would need more resources to find the right candidate
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

what should the selection team do if there is a small selection ratio?

A

better to start the recruitment process over again rather than taking the risk of hiring an employee who will be a marginal performer at best, even if it means a hiring delay

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

what happens when there is a large selection ratio?

A
  • may allow employers to look for their want criteria and their must criteria when screening candidates
  • Employers may find candidates who have strong qualifications or exceed the job requirements when selection ratios are high
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

describe data analytics

A

better identify what types of people succeed on the job

  • enables employers to dig through their existing employee data to better identify what types of people succeed or fail
  • employers should ensure the rejection standards in the automated screening systems are valid and that they respond quickly to applicant inquiries regarding their status in a timely manner
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

describe crowdsourcing

A
  • applicant information may be reviewed by existing employees for comment and suitability
    • check if a new person will fit in with the team dynamic
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

describe step 2 (selection testing) of the selection process

A
  • assess specific job-related skills
  • assess general intelligence, personality characteristics, mental abilities, interest, and preferences
  • efficient, standardized procedures for screening large nu,bers of applicants
  • assessment centres use expert appraisers to assist with testing
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

what is reliability?

A

the degree to which selection procedures yield comparable data overtime

  • the extent to which two or more methods yield the same results or are consistent.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

what is validity?

A

the accuracy with which a predictor measures what it is intended to measure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

what are the different types of validity?

A
  1. criterion-related validity
  2. content validity
  3. construct validity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

what is differential validity?

A

Confirmation that the selection tool accurately predicts the performance of all possible employee subgroups, including white males, women, visible minorities, persons with disabilities, and Aboriginal people.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

what is criterion-related validity?

A
  • the extent to which a selection tool predicts important elements
  • those who show a strong ability during the interview should also be able to do so in the workplace
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

what is content validity?

A

the extent to which the selection instrument samples skills and knowledge required

  • The closer the content of the selection instrument is to actual samples of work or work behaviour, the greater the content validity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

what is construct validity?

A

the extent to which the selection tool measures traits deemed necessary for the job

  • Measuring construct validity requires demonstrating that the psychological trait or attribute is related to satisfactory job performance, as well as showing that the test or other selection tool used accurately measures the psychological trait or attribute.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

what are the different subgroups for differential validity?

A
  • males
  • women
  • vicible minorities
  • persons with disabilities
  • aboriginal people
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

what are the 2 tests for cognitive abilities?

A
  1. intelligence (IQ) tests
  2. emotional intelligenct (EI) tests
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

what consists of intelligence (IQ) tests?

A
  • general intellectual abilities
    • verbal
    • comprehension
    • inductive reasoning
    • memory
    • numerical ability
    • perception
    • spatial visualization
    • word fluency
  • a derived score, reflecting the extent to which the person is above or below the “average” adult’s intelligence score
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

what is the purpose of emotional intelligence (EI) tests?

A
  • measure a person’s ability to monitor own emotions and those of others
  • use that knowledge to guide thoughts and actions
  • self-awareness, motivation, empathy, social awareness
  • limited evidence to support the validity
  • Someone with a high emotional quotient (EQ) is self-aware, can control his or her impulses, is self-motivated, and demonstrates empathy and social awareness
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

what are aptitude tests?

A

Tests that measure an individual’s aptitude or potential to perform a job, provided he or she is given proper training

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

what are some job-specific tests?

A
  • tests of motor and physical abilities
  • work sampling
  • achievement tests
  • micro-assessments
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

describe tests of motor and physical abilities

A
  • ensure tests do not violate human rights legislation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

describe work sampling

A
  • measures job performance directly where the applicant performs key tasks
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

describe the steps in developing a work-sampling test

A
  • list all the possible tasks that jobholders would be required to perform
  • key tasks are identified
  • the applicant then performs the key tasks, and his or her work is monitored by the test administrator, who records the approach taken
  • the work-sampling test is validated by determining the relationship between the applicant’s scores on the work samples and their actual performance on the job
  • the employer can begin using it for selection
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

describe achievement tests

A
  • measure what a person had learned through education, training, or experience
  • widely used in selection
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

describe micro-assessments

A
  • verbal, paper-based, or computer-based questions and exercises that cover a range of activities required on the job
  • Exercises are simple to develop because they are taken directly from the job.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

what are the tests of personality and interests?

A
  1. personality tests
  2. interest inventories
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

describe personality tests

A
  • measure basic aspects of personality
  • can help companies hire more effective workers
  • The use of such tests for selection assumes that it is possible to find a relationship between a measurable personality trait and success on the job
  • ex: Myers-Briggs Type Indicator, The Big Five
38
Q

describe interest inventories

A
  • compare candidate’s interests with those of people already in various occupations
  • A good fit may lead to success on the job
  • If the firm can select people whose interests are roughly the same as those of high-performing incumbents in the jobs for which it is hiring, the new employees are more likely to be successful.
39
Q

what are some physical examinations?

A
  • medical examinations
  • substance abuse tests
  • polygraph tests
40
Q

describe medical examinations

A
  • determine that the applicant meets the physical requirements of the job
  • establish a baseline of health for future
  • reduce absenteeism and accidents by identifying health issues
41
Q

what are the three main reasons that firms may include a medical examination as a step in the selection process

A
  1. To determine that the applicant qualifies for the physical requirements of the position and, if not, to document any accommodation requirements
  2. To establish a record and baseline of the applicant’s health for future insurance or compensation claims
  3. To reduce absenteeism and accidents by identifying any health issues or concerns that need to be addressed, including communicable diseases that the applicant may have been unaware
42
Q

what is not permitted in Canada?

A

substance abuse tests

43
Q

describe polygraph tests

A
  • involves using a series of controlled questions while simultaneously assessing physiological conditions of individuals such as blood pressure, pulse, respiration, and skin conductivity, with the assumption that deceptive responses produce different physiological responses than truthful responses
  • widely rejected as not being able to provide valid and reliable results
44
Q

describe management assessment centers

A
  • a comprehensive and systematic procedure
  • assess candidate’s management potential
  • use realistic exercises, group discussions, games, objective testing, presentations, and interviews
45
Q

what are examples of the types of activities and exercises involved with management assessment centers?

A
  • an in-basket exercise
  • a leaderless group discussion
  • management games
  • individual presentations
  • objective tests
  • an interview
46
Q

describe an in-basket exercise

A

Each candidate is faced with an accumulation of reports, memos, messages from incoming phone calls, letters, and other materials collected in the in-basket of the simulated job that he or she is to take over and is required to take appropriate action

47
Q

describe a leaderless group discussion

A
  • A leaderless group is given a discussion question and told to arrive at a group decision.
  • The raters evaluate each candidate’s interpersonal skills, acceptance by the group, leadership ability, and individual influence.
48
Q

describe management games

A
  • Participants engage in realistic problem solving, usually as members of two or more simulated companies that are competing in the marketplace.
49
Q

describe individual presentations

A

oral presentations on an assigned topic, each participant’s communication skills and persuasiveness are evaluated.

50
Q

describe objective tests

A

Candidates may be asked to complete paper-and-pencil or computer-based personality, aptitude, interest, or achievement tests.

51
Q

what is the purpose of step 3 (selection interview) in the selection process?

A
  • designed to predict future job performance
  • assesses applicant’s responses to questions
  • may reveal gaps in the information provided on application forms and resumes
  • supplements results of any tests
52
Q

what are some interviewer objectives?

A
  • assessing applicants’ qualifications and observing relevant aspects of applicants’ behavior
    • ex: verbal communication skills, degree of self-confidence, and interpersonal skills
  • providing candidates with information about the job and expected duties and responsibilities
  • promoting the organization and highlighting its attractiveness
  • determining how well the applicants would fit into the organization
53
Q

what are some applicant objectives?

A
  • present positive image
  • market positive attributes
  • gather information about the job
  • explore career opportunities
  • learn about the work environment
54
Q

what are different structures of interview?

A
  • unstructured interview
  • structured interview
  • mixed (semi-structured) interview
55
Q

what is an unstructured interview?

A

conversational style that pursues points of interest as they come up

  • Unstructured interviews generally have low reliability and validity
56
Q

what are structured interviews?

A
  • questions and acceptable responses are specified in advance
    • responses are rated for appropriateness of content
    • takes away flexibility to pursue points of interest
  • generally high in validity and reliability
  • does not provide the flexibility to pursue points of interest as they develop, which may result in an interview that seems quite mechanical to all concerned.
57
Q

what are mixed (semi-structured) interviews?

A
  • combination of unstructured and structured interviews
  • popular and realistic approach that yields comparable answers and in-depth insights
58
Q

what are different types of content of questions that can be asked in an interview?

A
  • situational interview
  • behavioural interview
59
Q

what consists of a situational interview?

A

asks a series of job-related questions that focus on how the candidate would behave in a given situation

60
Q

what consists of a behavioural interview?

A

asks a series of job-related questions that focus on relevant past-job related behaviours

  • AKA behaviour description interview (BDI)
61
Q

what are different ways to administer the interview?

A
  • unstructured sequential interview
  • structured sequential interview
  • virtural interview
  • panel interview
  • mass interview

The majority of interviews are sequential, face to face, and one on one.

62
Q

what is an unstructured sequential interview?

A

applicant is inteviewed by several people in sequence

  • each interviewer may look at the applicant from his or her own point of view, ask different questions, and form an independent opinion of the candidate.
63
Q

what is a structured sequential interview?

A

uses standard evaluation for all interviewers and ratings are compared before the hiring decision is made

  • AKA serialized interview
64
Q

what is a virtual interview?

A

technology based; reduces costs

  • the use of videoconferencing can have an impact on how interviewers rate or perceive interviewees.
65
Q

what are panel interviews?

A

several people from various positions in the organization at the same time

  • An interview in which a group of interviewers questions the applicant.
    • including an HR representative, the hiring manager, and potential co-workers, superiors, or reporting employees
66
Q

what is a mass interview?

A

a panel of interviewers simultaneously interviews several candidates

  • The panel poses a problem to be solved and then sits back and watches which candidate takes the lead in formulating an answer.
67
Q

what are common interviewing mistakes?

A
  • poor planning
  • snap judgements
  • negative emphasis
  • halo effect
  • poor knowledge of job by interviewers
  • contrast error
  • influence of non-verbal behaviour
  • too much or too little talking
  • similar-to-me bias
68
Q

describe poor planning during the selection interview (step 3)

A
  • Lack of planning often leads to a relatively unstructured interview, in which whatever comes up is discussed
  • end result may be little or no cross-candidate job-related information
  • the less structured the interview is, the less reliable and valid the evaluation of each candidate will be.
69
Q

describe snap judgments during the selection interview (step 3)

A
  • interviewers tend to jump to conclusions
  • the interview begins based on the candidates’ test scores or résumé data
  • snap judgments are not accurate or reliable in the selection process and should be avoided.
70
Q

describe negative emphasis during the selection interview (step 3)

A
  • interviewers seem to have a consistent negative bias
  • more influenced by unfavourable than favourable information about the candidate
71
Q

describe the halo effect during the selection interview (step 3)

A
  • A positive initial impression that distorts an interviewer’s rating of a candidate because subsequent information is judged with a positive bias.
  • the interviewer may not seek contradictory information when listening to the candidate’s answers to the questions posed or may interpret/frame all responses positively.
72
Q

describe poor knowledge of the job during the selection interview (step 3)

A
  • Interviewers who do not know precisely what the job entails and what sort of candidate is best suited for it
  • Interviewers who have a clear understanding of what the job entails conduct more effective interviews
73
Q

describe contrast (candidate-order) error during the selection interview (step 3)

A
  • An error of judgment on the part of the interviewer because of interviewing one or more very good or very bad candidates just before the interview in question.
  • rating influenced by previous candidate
74
Q

describe influence of nonverbal behaviour during the selection interview (step 3)

A
  • Interviewers are influenced by the applicant’s nonverbal behaviour, and the more eye contact, head moving, smiling, and other similar nonverbal behaviours, the higher the ratings.
  • often tied to ethnicity
75
Q

describe leading during the selection interview (step 3)

A
  • asking leading questions or guiding the candidate to the expected answer
  • Leading questions are not always so obvious. Subtle cues regarding the preferred response, such as a smile or nod, are also forms of leading
76
Q

describe too much/too little talking during the selection interview (step 3)

A
  • If the applicant is permitted to dominate the interview, the interviewer may not have a chance to ask his or her prepared questions and often learns very little about the candidate’s job-related skills.
  • use the 30/70 rule
    • encourage the candidate to speak 70 percent of the time, and restrict the interviewer speaking to just 30 percent of the time
77
Q

describe similar-to-me bias during the selection interview (step 3)

A
  • Interviewers tend to provide more favourable ratings to candi-dates who possess demographic, personality, and attitudinal characteristics similar to their own, regardless of the value of those characteristics to the job
  • can cause a lack of diversity in the organization
78
Q

what should be done in order to design an effective interview?

A
  • planning
  • establishing rapport
  • asking right questions
  • asking appropriate questions
79
Q

describe how planning should be done in order to design an effective interview?

A
  • who will be involved, where, what questions
  • Before the first interview, agreement should be reached on the procedure that will be followed.
  • special planning is required when assessing candidates with disabilities
80
Q

describe why establishing rapport should be done in order to design an effective interview?

A
  • defuse tension
  • The candidate should be greeted in a friendly manner and put at ease
81
Q

describe how asking right questions should be done in order to design an effective interview?

A
  • develop in advance
  • should be asked in order.
  • Interviewers should listen carefully, encourage the candidate to express his or her thoughts and ideas fully, and record the candidate’s answers briefly but thoroughly
82
Q

what are some appropriate questions to ask during a selection interview?

A
  • knowledge and experience - problem solving
  • intellectual factors - education, test results, complexity of tasks in previous jobs
  • motivational factors - likes and dislikes, energy levels
  • personality factors - interpersonal relationships
83
Q

describe how closing the interview should be done in order to design an effective interview?

A
  • allow candidate to ask questions, promote firm and position, outline next steps and timelines
84
Q

describe how evaluating the candidate should be done in order to design an effective interview?

A
  • rate interview performance by each interviewer immediately
85
Q

what are some ways to do a background investigation/reference checking (step 4) in the selection process?

A
  • criminal record check
  • independent verification of educational qualifications
  • verification of previous employment
    • performance related references from past supervisors
    • credit check for financially sensitive positions
  • verify accuracy of information provided by candidate on resume and application form
86
Q

describe providing references during step 4 (background investigation/reference checking) of the selection process

A
  • qualified privilege protects the reference giver if they provide negative information as long as it is honest and fair
    • the doctrine of qualified privilege generally protects the reference giver, even if negative information is imparted about the candidate
  • negligent misrepresentation may be present in overly positive references
    • ex: an overly positive reference describing an employee dismissed for theft as “trustworthy” can be considered negligent misrepresentation
  • no reference policy confirms only position held and date of employment
    • due to concerns about the possibility of civil litigation
  • applicant give written permission for reference checking
    • information in public domain does not need permission
87
Q

describe the supervisory interview during step 5 (supervisory interview and realistic job preview) of the selection process

A
  • usually conducted after pre-screening
  • supervisor knows technical aspects of job
  • can provide more realistic job previews
  • has to work closely with an feel comfortable with the person
  • tends to increase commitment and responsibility for the new hire
    • increases chances of success on the job
88
Q

describe a realistic job preview (RJP)

A
  • A strategy used to provide applicants with realistic information—both positive and negative—about the job demands, the organization’s expectations, and the work environment.
  • purpose is to create appropriate expectations about the job demands
  • details the organization’s expectations about the job
  • familiarizes the work environment
  • leads to improved job satisfaction, reduced turnover, and enhanced communication
89
Q

describe step 6 (hiring decision and candidate notification) of the selection process

A
  • HR combines information from all selection techniques and sources
  • immediate supervisor makes the final decision
  • statistical strategy is an objective technique used to determine who gets the job offer
  • job offer is made in writing an clearly specifies important terms and conditions of employment
  • give reasonable time for applicant to respond
90
Q

what is statistical strategy?

A

A more objective technique used to determine whom the job should be offered to; involves identifying the most valid predictors and weighting them through statistical methods, such as multiple regression

BUSN 3350 (14 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions