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MGT 367 > Chapter 4 MGT 367 > Flashcards

Chapter 4 MGT 367 Flashcards

1
Q

_______: Purposeful behaviors performed by people at work as prescribed by the organizations in order to achieve organizational goals/strategies.

A

TASKS

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2
Q

_______: A group of tasks performed by one person

A

POSITION

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3
Q

________ : A group of similar positions in a single organization

A

JOB

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4
Q

______ A group of similar jobs in different organizations

A

OCCUPATION

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5
Q

______ : A group of similar occupations

A

JOB FAMILY

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6
Q

_____ a systematic process of gathering information about work, jobs, and the relationship between jobs

A

WORK ANALYSIS

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7
Q

_______ is the foundation or building block for HR systems.

A

WORK ANALYSIS

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8
Q

_________ leads to products to create and sustain organizational capability.

A

WORK ANALYSIS

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9
Q

Work analysis should be _____ step for HR action.

A

FIRST

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10
Q

_____: Organizing/assigning tasks into jobs/positions (based upon the organizational strategies/goals)

A

WORK/ JOB DESIGN

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11
Q

______ Describes the job content and scope (i.e., duties, tasks, activities, behaviors, responsibilities..)

A

JOB DESCRIPTION

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12
Q

Consists of KSAOCs, experience, and special educational requirements, degrees, licences needed to carry out job tasks.

A

JOB SPECIFICATIONS

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13
Q

work analysis used in : (list 5)

A 
Job classification / Design / Restructuring
Staffing (Personnel selection)
Compensation
Performance appraisal
Training
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14
Q

Products of a job; (list 2)

A

JOB DESCRIPTION; JOB SPECIFICATIONS

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15
Q

EEO legislation and relevant court rulings have created greater interest and need in________.

A

WORK OR JOB ANALYSIS

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16
Q

ADEA challenges focus on job analysis data related to ________.

A

BFOQ’S

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17
Q

Lewis et al. v. City of Chicago, 2005 - Job analysis methods that can be used to provide a justification for a particular _______.

A

CUT- OFF SCORE

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18
Q

______ may require redesign of jobs to for “reasonable accommodations” and to identify “essential functions.”

A

ADA

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19
Q

What types of information is collected with job and work analysis.

A
  • TASK- OR JOB- ORIENTED
  • PERSON- OR WORKER- ORIENTED
  • TRAIT- ORIENTED
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20
Q

With job or work analysis what are the two forms of job information.

A

QUALITATIVE; QUANTITATIVE

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21
Q

With job/ work analysis what is the level of standardization of information?

A
  • QUANTITATIVE INFORMATION

- CONTENT SIMILAR FOR GROUPS OF JOBS

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22
Q

What are the sources of job information?

A
  • RECORDING DEVICES
  • DIARIES
  • TRAINED ANALYSTS
  • JOB INCUMBENTS
  • SUPERVISORS
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23
Q

________: direct observation of job duties, work sampling or observation of segments of job performance, and indirect recording of activities

A

OBSERVATION

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24
Q

_______: actual performance of job duties by the analyst

A

PERFORMING THE JOB

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25
Q

_____:individual and group interviews with job incumbents, supervisors, subordinates, clients, or other knowledgeable sources

A

INTERVIEWS

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26
Q

________: descriptions of behavioral examples of exceptionally poor or good performance, and context and consequences in which they occur

A

CRITICAL INCIDENTS

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27
Q

________ :descriptions of daily work activities by incumbents

A

DIARIES

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28
Q

______: review of relevant materials including organization chars, Dictionary of Occupational Titles (DOT), company training manuals, organizational policies and procedures manuals, or existing job descriptions

A

BACKGROUND RECORDS

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29
Q

_______ -structured forms and activity checklist (PAQ, FJA, JDS, MPDQ, JCQ, O*NET forms) as well as open ended or unstructured questions

A

QUESTIONNAIRES

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30
Q

________: Application forms requesting standard information about applicants’ backgrounds.

A

APPLICATION BANK

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31
Q

________ : similar to application blanks except the items of a BIB tend to be more personal and experiential- based on personal background and life experiences.

A

BIOGRAPHICAL INFORMATION BLANKS

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32
Q

__________ items are weighted based on empirical data in which responses are statistically related to one or more important criteria (using regresion analysis

A

WEIGHTED APPLICATIONS BANKS (WAB)

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33
Q

This is an eample of …. _______How many jobs have you held in the last five years? a. none, b. 1(+5), c. 2-3(+1), d. 4-5 (-3) e. over 5(-5)

A

WAB

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34
Q

How often have you made speeches in front of a group of adults? How many close friends did y;ou have in your last year of formal education? A. none that i would call close (-0.5) b. 1 or 2(-0.2) c 3 or 4, (0) d. 5 or6 (0.2) E. 7 or 8 (0.5)
How often have you set long- term goals or objectives for youself? These are all examples of _______

A

BIB

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35
Q
  • Verifying information provided by the applicant regarding previous employment and experience.
  • assess the potential success of the person for the new job (validity- .26)
A

ROLES OF REFERENCE AND BACKGROUND CHECKS

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36
Q

________ could be lawsuits directed at previous employers for defamation of character, fraud, and intentional infliction of emotional distress stop many former employers from providing any information other than dates of employment and jobs.

A

POTENTIAL PROBLEMS

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37
Q

___________:

  • capacity to acquire knowledge based on learning
  • problem solving capability
  • tests for general mental ability: wonderlic, SAT, GRE, GMAT, Wechsler
A

GENERAL MENTAL ABILITY (GMA)/ APTITUDE:

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38
Q

Other cognitive assesments include _______, and _______ tests.

A

achievment, knowledge- based

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39
Q

__________- measure knowledge obtained in a standardized setting (exams in a college course. )

A

ACHIEVMENT

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40
Q

___________- asses a sample of what is required on the job (validity= .48)

A

KNOWLEDGE- CASED TESTS

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41
Q

Validity of GMA tests depends on levels of job _____.

A

COMPLEXITY

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42
Q

Examples of ________

  • most complex jobs (2.5% of the workforce) and validity (.58)
  • managerial/ professional jobs (14.7%) (.58)
A

validity of GMA tests depending on levels of job complexity

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43
Q

The diversity- _______ dilemma

A

validity

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44
Q

Cognitive ability tests with top-down hiring tends to cause __________.

A

disparate impact

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45
Q

-There are differences (in the means of GMA test) across _____.

A

racial subgroups

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46
Q

There has been NO satisfactory explenation for the _____.

A

difference

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47
Q

These differences are _______ due to test bias.

A

NOT

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48
Q

There is No mean differecnce across genders in _______( but there are differences in tests for specific avilities).

A

GMA

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49
Q

Organizations have been repeated challenged in ocurts because of disparate/ adverse impacts reulting from using the _______.

A

GMA tests

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50
Q

not using _______ equals a less valid selection process.

A

GMA TESTS

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51
Q

Additional (and valid) tools can add validity (incremental validity) in prediction of overall performance and has potential to reduce_______.

A

ADVERSE IMPACT

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52
Q

Best approach to lower ________ is targeted recrutiment to increase desired characterisitcs of minority candidate pool.

A

ADVERSE IMPACT

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53
Q

One approach to reduce ________ is to set a low cutoff score so as to not violate the four-fifths rule and then ignore scores above cut- off scores.

A

ADVERSE IMPACT

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54
Q

_________ generally agreee that ability means very little without the motivation to use it.

A

HRM PROFESSIONALS

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55
Q

Motivation is a function of ______, a person’s consistent pattern of behavior across situations.

A

PERSONALITY

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56
Q

_________ is where personality is believed to consist of five meta- traits

A

Five factor model (FFM)

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57
Q

______ related to managerial success (r= .21)

A

extraversion

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58
Q

________ valid across all jobs ( r= .24 for management)

A

emotional stability

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59
Q

_____- related to team sucess

A

agreeableness

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60
Q

________- valid across all jobs (.25 for management)

A

conscientiousness

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61
Q

________ repetitive to training; related to creativity.

A

openness to experience

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62
Q

__________ include

  • Roschach test
  • miner sentence completion test
  • graphology/ handwritting analysis
A

protective tests

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63
Q

Problems with projective tests: __________, ________

A

low reliability, unproven validity

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64
Q

Emplyee theft exceds _______ annualy

A

400 billion

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65
Q

_______ measures beliefs about how often theft on the job occurs, judgements of the punishment for different degrees of theft, the percienced ease of theft, support for excuses for stealing from an employers and assesements of one’s own honesty.

A

Integrity tests

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66
Q

Valididty evidence is strong (.41) with no ________

A

adverse impact

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67
Q

Greatest incremental validity (of all other tests) in the prediction of job performance with ________.

A

GMA

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68
Q

_______ is the most widely used selection procedure.

A

interveiws

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69
Q

_______ tend to be conducted towards the end of the hiring process.

A

INTERVEIWS

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70
Q

_________( a standardized approach to systematically collecting and rating applicant information; same questions and ratings are used for all applicants) are more valid (r= .51) than unstructured (r= .31)

A

structured interveiws

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71
Q

_______( describing real/ specific behaviors in job- related scenarios in the past) are more valid that situational interveiws (describing solutions/ re-actions to some hypothetical situations)

A

behavior interviews

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72
Q

Why is it good to combine selection methods?

A

increase in validity

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73
Q

__________: increased validity obtained from combining multiple selection procedures (as compared to using only one selection procedure)

A

incremental validity

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74
Q

_______ is a method used to combine data from different tests.

A

multistage selection

75
Q

Pros to _______ include cost saving ( expensive methods can be used in the last stage)

A

multistage selection

76
Q

Cons to ______ are not optimal (validity lower than ocnducting all the selection measures at once)

A

multistage selection

77
Q

Weighing scores from each approach after standardizing the data is a _________ method

A

combining selection

78
Q

There are wide variations in the uses of _______ outside the u.s.

A

employment tests

79
Q

The issue of ______/______ impact is less a problem in other countries.

A

disparate, adverse

80
Q

_______ seeking applicants for positions from among the ranks of those currently employed.

A

INTERNAL RECRUITING

81
Q
  • better assesments of candidates
  • reduces training time
    -faster
    -cheaper
    -motivates employees
    -high performance work system characteristic
    Are all advantages of __________.
A

internal recruiting

82
Q
  • creates vacancies
    -reduces diversity
    -insufficient supply of candidates
    These are all disadvantages of _________.
A

internal recruiting

83
Q

________ recruting source seeking applicants for position fromoutside the organization

A

external reruiting

84
Q
  • increase diversity
    -facilities growth
  • based on a theory that you get new/ novel problme solving capability (although not proven)
    Are all advantages of __________.
A

external recruiting

85
Q

-expensive
-slower
-less reliable data
-hinders upward movement of personel.
Are all examples of ________.

A

external recruiting

86
Q

Matching _______ in recruiting/ selecrtion doesn’t need a large applicant pool.

A

philosophy

87
Q

Matching _____ in recruiting/ selection allows applicants to self-select and focus on “compatible” job applicants

A

philosophy

88
Q

Matching ____ in recruiting/ selection use realistic job preveiws (RJPs)

A

philosophy

89
Q

__________ can evaluate the compatibilty of the realistic presentation of what the job entails with their own work preferences.

A

job applicants

90
Q

Using realistic job preveiws results in a _______.

A

self- selection process

91
Q

______ reduces turnover in high turnover jobs.

A

RJPs

92
Q

________: forcasting HR needs in the context of strategic business planning.

A

hr planning

93
Q

_______: reactive mostly responding to immediate business needs.

A

in the past

94
Q

With ___________ organizations started adopting longer term perspectives, intergrating HR planning with strategic business plannning.

A

increase in uncertainty

95
Q

________: the process of attracting applicants for the positions needed to fill —–> increase applicant pool to facilitate personnel.

A

recruitment

96
Q

What are the 6 steps of HRP

A
  1. Enviornmental scanning
  2. Labor demand forecast
  3. Labor supply forecast
  4. Gap analysis
  5. Action programming
  6. control & evaluation
97
Q

________: identify/ anticipate the sources of threats and opportunities in related to organizational HR needs by scanning the external enviornment (competitors, technology, culture) —-> Determine characteristics of relevant labor market ( as defined by occupation, geography, employer compettioiton)

A

Enviornmental Scanning

98
Q

______________: Technology and communications is changing the relationship between geography and labor supply

  • skilled labor is being off-shored to lower-paid, overseas workers.
  • however, cost savings not always worth invreased complexity, quality control problems, and loss of institutional knowledge.
A

The global labor market

99
Q

_________ project how business needs will affect HR needs.

A

Labor demand forecast

100
Q

What are the qualitative methods for projecting labor demands?

A
  • centralized approach
  • decentralized approach
  • delphi technique
  • normal group technique
101
Q

What are the quantitative methods for projecting labor demands?

A
  • based upon data
  • assumption: future can be predicted by extrapolating what happened in the past.
  • trend analysis and regresion analysis
102
Q

________: future can be predicted by extrapolating what happened in the past.

A

assumption

103
Q

___________ project resource availability from internal and external sources.

A

labor supply forecast

104
Q

________- based on individuals and jobs currently available within the firm.

A

internal supply

105
Q
  • use of personel/ skills inventories

- makov analysis are used in the ________.

A

Labor supply forecast

106
Q

________ identify individuals in the labor force who are potential recruits of the firm (including those working for another firm)

A

External supply

107
Q

_________ reconcile the forecast of labor supply and demand.

A

GAP ANALYSIS

108
Q

_______ identify individuals in the labor force who are potential recruits of the firm ( including those working fro another firm)

A

External supply

109
Q

__________ uses historical information from personnel movements of the internal labor supply in the past to predict the probabilities of movements in the future.

A

Markov analysis

110
Q

_________ plans out sequence of events to implement solutions determined in the gap analysis step.

A

Action programing

111
Q

_______ & ______ monitor the effects of the HRP by defining and measuring critical criteria (e.g., turnover costs, break-even costs of new hires)

A

control; evaluation

112
Q

______ & _______ deviations from a plan are identified and actions are taken.

A

control; evaluation

113
Q

______ : purposeful behaviors performed by people at work as perscribed by the organizations in order to achieve organizational goals/ strategies.

A

tasks

114
Q

_______ focuses on redesigning jobs by enriching them.

A

job characteristics model

115
Q

_______ uses job diagnostic survey (JDS)

A

Job characteristic model

116
Q

_________ measures work characteristics, enhances the intrinsic aspects of work to increase satisfaction and performance, and has three job characteristics that enhance worker motivation.

A

job characteristics model

117
Q

What are the 3 job characteristics that enhance worker motivation?

A
  1. meaningful
  2. responsibility
  3. receive feedback on the results
118
Q

The _______ was originally used to analyze jobs under this model. It is now replaced by the work design questionaire (WDQ)

A

Job Diagnostic Survey (JDS)

119
Q

________ is a superior tool to the job diagnostic survey.

A

Work design questionnaire

120
Q

What are the two best predictors of job satisfaction?

A
  1. Anatomy

2. Social support

121
Q
  1. The job allows me to make my own decisions about how to schedule my work.
  2. The job gives me a chance to use my personal initiative or judgement in carrying out the work.
  3. The job involves doing a number of different things.

These are all sample questions from the __________.

A

work design questionaire (WDQ)

122
Q

_______ focuses on how objectives are accomplished.

A

competency modeling

123
Q

competency model concentrates on ___________ that are more closely linked to business goals and strategies.

A

managerial positions

124
Q

competency model attempts to identify and define the inividual competences that are _________ (and core) for an occupation group.

A

common

125
Q

____________ is most useful for performance management and training programs.

A

competency modeling

126
Q
  • unclear meaning of “competencies” skills?, abilities?, knowledge?, personality?
  • differences from job analysis?
    These are the problems with the _________.
A

competency model

127
Q

________ is a qualitative approach for obtaining specific, behaviorally focused descriptions for work or other activities.

A

Critical Incident Technique (CIT)

128
Q

_________ should be specific, focus on observable behaviors that have been exhibited on the job, describe the context in which the behavior occured, and indicate the consequences, outcomes, or products of the behavior.

A

Critical Incident Technique (CIT)

129
Q

_________ references actual behavior in a specific situation with no mention of traits or jedgement inferences.

A

Critical incident technique (CIT)

130
Q

_______ is useful for training needs assesment, performance appraisal, and customer satisfaction instruments.

A

Critical Incident Technique (CIT)

131
Q

_______ gathers information on all aspects of the work experience that are thought to be related to employee performance, absences, turnover, and job satisfaction.

A

Job compatibillity Questionnaire (JCQ)

132
Q

_________ underlying assumption is that the greater the compatibility between an applicant’s preferences and the work characteristics the more lekely that the applicant will sty in the job longer and be effective.

A

Job Compatibility Questionaire (JCQ)

133
Q

_______ includes 200 items which are to be completed by job incumbents.

A

Job compatibillity Questionaire (JCQ)

134
Q

________ Most useful for hiring/ selection instrument/ tests and redesign jobs.

A

Job Compatibilitiy Questionnaire (JCQ)

135
Q

_______ resulting tests do a good job predicting retention for low-wage jobs (i.e. customer service representitives)

A

Job compatibility Questionaire (JCQ)

136
Q

______ focuses on redesigning jobs by ‘enriching’ them

A

Job characteristics model

137
Q

______ uses the job diagnostic survey (JDS)

A

Job characteristics model

138
Q

_________ measures work characteristics, enhancing the intrinsic aspects of work to increase satisfaction and performance.

A

Job Diagnostic Survey (JDS)

139
Q

What are the three core dimensions of the job characterisitcs model?

A

skill variety, task identity, task significance, autonomy, and feedback

140
Q

What are the psychological states of the job characteristics model?

A

meaningfulness of work, responsibility for outcomes, and knowledge of results

141
Q

What are the outcomes of the job characteristics model?

A

High intrinsic motivation, high job performance , high job satisfaction, low absentee ism and turnover

142
Q

Which method is best?

A

There is no one best way to conduct work analysis.

143
Q

_______ identifies particular tests to use for selection provide job evaluation/ pay data.

A

PAQ

144
Q

________ performance appraisal instrument development training programs, interview questions

A

CIT

145
Q

_________ excellent for developing tests to reduce turnover for low wage jobs.

A

JCQ

146
Q

_______ recommended work design method.

A

WDQ

147
Q

_________- retrievable (and free) job descriptions good (and free) salary information

A

O*NET

148
Q

____________ should be used whenever possible.

A

multiple methods

149
Q

The process of ____________________ information about job applicants in order to make employment decisions.

A

gathering and assesing

150
Q

What are relevant KSAOCs?

A

determined to be related to job performance and/ or other desirable job outcomes.

151
Q

____________ involves

  • predicting future job behaviors (performance, counter- productive behavior, turnover) of job applicants based upon their performance on selection test methods.
  • making selection decision based on that prediciton
A

personnel selection

152
Q

_______ identify knowledge, abilities, skills, and other characteristics (KASOCs) relevant to the job in question.

A

job analysis

153
Q

Evaluate the slection methods: _______, _______, and _______

A

reliability, validity, and utility

154
Q

______ the consistency of measurment

A

reliability

155
Q

________ refers to the extent to which a measure yields consistent results across different; _________, __________, and __________

A
  • reliability

- measurement ocasions (times), raters, equivalent instruments

156
Q

___________ is a neccesary condition for high validity, (but high reliability does not ensure validity)

A

High reliability

157
Q

__________ is represented by a correlation coefficient (between measurement occasions, raters, or equivalent instruments)

A

level of reliability

158
Q

In general, ______ of a selection method should be .80 or higher

A

reliability

159
Q

_______: correlation between measurement occasions, raters, equivalent instruments

A

reliability

160
Q

_________:

  • An index reflecting the linear relationship between two variables
  • ranges from -1.00 to 1.00
A

correlation

161
Q

An index reflecting the ______ between two variables.

A

linear relationship

162
Q

corelation ranges from ___________

A

-1.00 to 1.00

163
Q

________something with values that can change (e.g. personal characteristics such as KSOAC, performacnce level, gender, age…..)

A

Variable

164
Q

________: reflects the frequencies (or probabilities) for all the values of a variable.

A

distribution

165
Q

___________: The most common distribution underlying many variables, including most KSAOCs

A

Normal distribution (the bell curve)

166
Q

Two variables are positively related if observations tend to have similar relative positions in both distrbiutions. In other words, if an observation (individual ) has a high value in one variable (e.g., test score), he/ she is likely to have a high value in the other variable(e.g., job performance rating).

A

Linear relationship

167
Q

__________(in general) concerns whether a measure is actually measuring what it claims to be measuring.

A

Validity

168
Q

__________: empirical or criterion- related validity: the linear relationship between performance or scores on some predictor or selection methods and perfromnce on some criterion measure such as on-the-job performance, turnover, and/ or other outcomes of interest to organizations.

A

(in the context of personel selection)

169
Q

________ indicate stronger validity for the selection method.

A

higher correlations

170
Q

_________ asseses the degree to which the content of a selection method represesnts (or assesses) the requirements of the job (i.e. the captruing the relavent KSAOCs)

A

Content validity

171
Q

Evidence of validity of a selection procedures can be used to demonstrate the __________ of the procedure.

A

job- relatedness

172
Q

_______ determines utility, which is of critical importance to any organizations.

A

Validity

173
Q

Review of important statistical concepts: _______

A

linear relationship

174
Q

________ concerns the economic gains derived from using a particular selection method.

A

utility

175
Q

Estimate the increase in revenue as a function of the use of the selection method (compared to random selection) after _________ the cost of the method.

A

subtracting

176
Q

_____ is a function of the quality of selected job applicants (i.e., expected level of performance of selected job applicants)

A

Utility

177
Q

Methods with high validity and low cost —-> _______

A

high quality

178
Q

For high quality, an organization must 1. _________ 2. be selective (low selection ration)

A

use selection methods with high validity

179
Q

______ a test that yields unfairly favorable results to one or more subgroup (usually the majority subgroup)

A

test bias

180
Q

________: Any tests resulting in different means for different subgroups are biased.

A

misconception

181
Q

________________: Test bias is the situation when a test yields differential predictions of job performance (or another criteria interest to the organization) for members of different subgroups.

A

professional/ appropriate definition of test bias

182
Q

_______ is not the only cause for disparate/ adverse impact; an unbiased selection test can result in disparate/ adverse impact.

A

test bias

183
Q

For general mental ability tests (IQ tests) the lower the _________ (i.e, the more selective), the more likely that the tests will result in disparate/ adverse impact.

A

selection ratio

MGT 367 (6 decks)

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