CHAPTER 4 Flashcards
1
Q
- process of attracting individuals in
sufficient numbers with the right skills and
at appropriate times to apply for open
positions within the organization - process of generating a pool of people to
apply for employment to an organization
A
RECRUITMENT
2
Q
- process by which managers and others
use specific instruments to choose from a
pool of applicants a person or persons
more likely to succeed in the job(s), given
management goals and legal requirements Bratton and Gold (2007)
A
SELECTION
3
Q
- To promote someone from within the
organization - Increases employee morale and motivation
- Risk for having a stale workforce devoid of many ideas
- Perpetuate the racial, gender, & age composition of the workforce
A
INTERNAL RECRUITMENT
4
Q
- posting available positions in the
company’s bulletin board; number one
source of recruitment
A
JOB POSTING
5
Q
- to hire someone from outside the organization
- When nobody knows how to operate a certain
program - An employee hired from external recruitment
takes years to blend with the organization - Ideas are new to the organization
- Form of advertisement
A
EXTERNAL RECRUITMENT
6
Q
FORMAL OR DIRECT
A
- Media advertisements
- Point of purchase
- Direct mail
- Employment agencies
- College recruiters
- Computer databases
- Special events
- Employee referral programs
7
Q
INFORMAL OR INDIRECT
A
- Situation-wanted ads
- Direct applications
- Employee referrals
8
Q
- contained descriptions with an idea of how well they would fit
A
ADS/ADVERTISEMENTS
9
Q
- attracts the greatest number of applicants
A
ADS WITH EMBLEM
10
Q
- attracts the highest quality of applicants
A
ADS WITH SALARY RANGE AND COMPANY
PHONE NUMBER
11
Q
- hides identity of the company
A
BLIND ADS
12
Q
NEWSPAPER ADS
A
- RESPOND BY CALLING
- APPLY-IN-PERSON ADS
- SEND-RESUME ADS
- BLIND BOX
13
Q
- information about recruitment is passed from one person to another
A
WORD-OF-MOUTH SYSTEM
14
Q
- students and alumni can use the web to visit with recruiters from hundreds
A
VIRTUAL JOB FAIRS
15
Q
- charge either the company or the applicant when the applicant takes the job
A
EMPLOYMENT AGENCIES
16
Q
- the jobs they represent tend to be higher-paying, non-entry levels such as executives, engineers, and computer programmers
A
EXECUTIVE SEARCH FIRMS OR HEAD
HUNTERS
17
Q
- designed to provide information in a personal fashion to as many applicants as possible (Ex: Booths)
A
JOB FAIRS
18
Q
- Newspaper advertisements run by applicants looking for jobs rather than by organizations looking for applicants
A
SITUATION-WANTED ADS
19
Q
- recruitment method in which help-wanted signs are placed so that they can be viewed by people who visit the organization
A
POINT-OF-PURCHASE METHOD
20
Q
- most common used method to select employees
A
EMPLOYMENT INTERVIEW
21
Q
- to eliminate unsuitable or unqualified candidates from the selection process
A
PRELIMINARY SCREENING
22
Q
- 3 main factors
A
Structure, Style, and Medium
23
Q
TYPES OF EMPLOYMENT INTERVIEW
A
- STRUCTURED INTERVIEW
- UNSTRUCTURED INTERVIEW
24
Q
- determined by the source of the questions
A
STRUCTURE
25
Q
- source of the questions is a job analysis, all applicants are asked the same questions, there is a standardized scoring key to evaluate each answer, interviewers with more experience are preferred
A
STRUCTURED INTERVIEW
26
Q
- which interviewers are free to ask anything they want, not required to have consistency in what they ask of each applicant and may assign number of points at their own discretion
A
UNSTRUCTURED INTERVIEW
27
Q
- determined by the number of interviewees and number of interviewers
A
STYLES OF INTERVIEW
28
Q
STYLES OF INTERVIEW
A
- ONE-ON-ONE INTERVIEWS
- SERIAL INTERVIEWS - series of single
interviews - RETURN INTERVIEWS - similar to serial
interviews with the difference being a passing of time between the first and subsequent interview - PANEL OR ROUND INTERVIEWS - have
multiple interviewers asking questions and
evaluating answers of the same applicant at the
same time - GROUP INTERVIEWS
* MEDIUM - FACE-TO-FACE INTERVIEWS
- TELEPHONE INTERVIEWS
- VIDEOCONFERENCE INTERVIEWS
- WRITTEN INTERVIEWS
29
Q
- series of single interviews
A
SERIAL INTERVIEWS
30
Q
- similar to serial interviews with the difference being a passing of time between the first and subsequent interview
A
RETURN INTERVIEWS
31
Q
- have multiple interviewers asking questions and evaluating answers of the same applicant at the same time
A
PANEL OR ROUND INTERVIEWS
32
Q
GROUP INTERVIEWS
A
- MEDIUM
1. FACE-TO-FACE INTERVIEWS
2. TELEPHONE INTERVIEWS
3. VIDEOCONFERENCE INTERVIEWS
4. WRITTEN INTERVIEWS
33
Q
PROBLEMS WITH UNSTRUCTURED
INTERVIEWS
A
- Poor Intuitive Ability
- Unreliable and not job related
- Not valid and rely on intuition, “amateur
psychology,” and talk show methods - Legally problematic
34
Q
- research suggests that an interviewee will receive a higher score if he or she is similar to the interviewer in terms of personality, attitude,
gender, or race.
A
INTERVIEWER-INTERVIEWEE SIMILARITY
35
Q
- In general, physically attractive applicants have an advantage in interviews over less attractive applicants and applicants who dress professionally receive higher interview scores than do more poorly dressed applicants
A
INTERVIEWEE APPEARANCE
36
Q
INTERVIEW QUESTIONS
A
- CLARIFIERS
- DISQUALIFIERS
- SKILL-LEVEL DETERMINERS
- FUTURE-FOCUSED QUESTIONS/SITUATIONAL
QUESTIONS - PAST-FOCUSED QUESTIONS/PATTERNED BEHAVIOR DESCRIPTION INTERVIEWS
- ORGANIZATIONAL-FIT QUESTIONS
- IN DEPTH INTERVIEW
37
Q
- tap an interviewee’s level of expertise
A
SKILL-LEVEL DETERMINERS
38
Q
- ask an applicant what she would do in a particular situation
A
FUTURE-FOCUSED QUESTIONS/SITUATIONAL
QUESTIONS
39
Q
- questions focusing on previous behavior rather than future intended behavior; assumes that past performance is the best predictor of
future performance
A
PAST-FOCUSED QUESTIONS/PATTERNED BEHAVIOR DESCRIPTION INTERVIEWS
40
Q
-tap the extent to which an applicant will fit
into the culture of an organization or with
the leadership style of a particular
supervisor
A
ORGANIZATIONAL-FIT QUESTIONS
41
Q
- After passing all test required, the applicant is now ready to formally enter into the selection process
- Some types of significant information
may surface during the interview that may
not be available from other sources
A
IN DEPTH INTERVIEW
42
Q
SCORING INTERVIEW ANSWERS
A
- KEY-ISSUES APPROACH
- RIGHT/WRONG SCORING
- TYPICAL-ANSWER APPROACH
- BENCHMARK ANSWERS
43
Q
Interviews are useful for assessing such personal characteristics as:
A
- Interpersonal skills
- Practical intelligence
- Social Interaction
- Communication skills
44
Q
In addition to assessment, the interview can be
used for
A
- Answer applicant’s questions
- Assessing complex issues
- Selling the organization
- Negotiating terms and conditions
45
Q
- Consists of personal information as well as previous work experiences, including previous salary
- Ex: Resume and Biodata
A
APPLICATION FORM
46
Q
- formal summary of an applicant’s
professional and educational background
A
RESUME
47
Q
- lying on their resumes about what experience or education they actually have
A
RESUME FRAUD
48
Q
- letter that accompanies a resume or job application
A
COVER LETTER
49
Q
TYPES OF RESUME
A
- CHRONOLOGICAL RESUMES
- FUNCTIONAL RESUMES
- PSYCHOLOGICAL RESUME
50
Q
- list previous jobs in order from the most to the least recent
A
CHRONOLOGICAL RESUMES
51
Q
- organizes jobs based on the skills required to
perform them rather than the order in which they were worked
A
FUNCTIONAL RESUMES
52
Q
- contains the strengths of both the chronological and functional styles and is based on sound psychological theory and research
A
PSYCHOLOGICAL RESUME
53
Q
- impression formation which implies that activity quality is more important than quantity
- A model proposed by Anderson that postulates that our impressions are based more on the average value of each impression than on the sum of the values for each impression
A
AVERAGING VERSUS ADDING MODEL
54
Q
- type of objective criterion used to measure job performance by comparing a job behavior with a standard
A
QUALITY
55
Q
- type of objective criterion used to measure job performance by counting the number
of relevant job behaviors that occur
A
QUANTITY
56
Q
SELECTION PROCEDURES
A
- ESTABLISHING SELECTION PROCEDURE:
- IDENTIFYING SELECTION CRITERIA AND
PREDICTORS - GATHERING INFORMATION
- MAKE DECISION WHETHER TO SELECT OR
REJECT
