Chapter 5 Flashcards

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1
Q

A ______
is the process of confirming the accuracy of information provided by an
applicant.

A

reference check

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2
Q

A ______is the expression of an opinion, either orally or through
a written checklist, regarding an applicant’s ability, previous performance, work
habits, character, or potential for future success.

A

reference

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3
Q

A ____ is a letter expressing an opinion regarding an applicant’s ability, previous performance, work habits, character, or potential for future success. The content and format of a letter of recommendation are determined by the letter writer.

A

letter of recommendation

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4
Q

lying on their résumés about what experience or education

they actually have.

A

résumé fraud

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5
Q

– if an organization hires an applicant without checking references & background, if there’s a crime,
then the company is liable

A

Negligent hiring

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6
Q

the best predictor of future performance is

A

past performance

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7
Q

most of the recommendations are positive

A

Leniency

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8
Q

if a company fails to divulge a fact to other company

A

Negligent reference

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9
Q

– the person writing the letter often does not know the applicant well

A

Knowledge of the applicant

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10
Q

– involves lack of agreement between two people who provide references for the same person. Letters of
recommendation may say more about the person writing the letter than about the person for whom it is being
written

A

Reliability

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11
Q

– the method used by the letter writer is often more important than the actual content. Thus
letters of recommendations often are not great predictors of performance.

A

Extraneous factors

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12
Q

3 ETHICAL GUIDELINES THAT REFERENCE PROVIDERS SHOULD FOLLOW:

A

a. Explicitly state your relationship
b. Be honest in providing details
c. Let the applicant see your reference before sending it & give him the chance to decline to use it

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13
Q

The use of GPA is most predictive in the first few years of graduation. It will result in high levels of adverse impact.

A

PREDICTING PERFORMANCE USING APPLICANT TRAINING & EDUCATION

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14
Q

• Used primarily in the public sector, especially for promotions
• Job Knowledge Tests – designed to measure how much a person knows about a job. They have excellent content &
criterion validity

A

PREDICTING PERFORMANCE USING APPLICANT KNOWLEDGE

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15
Q

designed to measure how much a person knows about a job. They have excellent content &
criterion validity

A

Job Knowledge Tests

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16
Q

– tap the extent to which an applicant can learn or perform a job related skill. Used primarily for occupations
in which applicants are not expected to know how to perform the job at the time of hire.

A

Ability Tests

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17
Q

– oral & written comprehension, oral & written expression, reasoning. Important for professional, clerical,
& supervisory job. Commonly used because they are excellent predictor of employee performance. It has high level of
adverse impact & lack face validity, difficulty of setting a passing score. It is thought to predict work performance in 2 ways:
o By allowing employees to quickly learn job-related knowledge
o By processing information resulting in better decision making
o Wonderlic Personnel Test – most widely used cognitive ability test in industry. 12 mins.

A

Cognitive ability

18
Q

– most widely used cognitive ability test in industry. 12 mins.

A

Wonderlic Personnel Test

19
Q

consists of vision (near, far, night, peripheral), color discrimination, depth perception, glare sensitivity, speech (clarity, recognition), and
hearing (sensitivity, auditory attention, sound localization)

A

Perceptual ability

20
Q

– finger dexterity; useful for jobs as carpenter, police officer etc.

A

Psychomotor ability

21
Q

– jobs that require physical strength & stamina

A

Physical ability tests

22
Q

– relative standards indicates how well an individual scores compared to others. Absolute passing
score are set at the minimum level needed to perform a job

A

Passing score

23
Q

– the applicant performs actual job-related tasks. When a simulation does not involve situational exercise

A

WORK SAMPLE

24
Q

– applicants meet in small groups and are given a job-related problem to solve or
a job-related issue to discuss

A

Leaderless group discussions

25
Q

– allow the applicant to demonstrate such attributes as creativity, decision making & ability to
work with others

A

Business games

26
Q

– selection technique characterized by the use of multiple assessment methods that allow multiple
assessors to actually observe applicants perform simulated job tasks

A

ASSESSMENT CENTER

27
Q

– designed to simulate the types of daily information that appear on a manager’s or
employee’s desk.

A

In-basket technique

28
Q

– enable assessors to see an applicant “in action”. Includes role plays, work samples, place an
applicant in a situation that is similar as possible to one that will be encountered on the job

A

Simulations

29
Q

– experience by itself is not enough

A

EXPERIENCE RATINGS

30
Q

– a selection method that considers an applicant’s life, school, military, community and work
experience. Good predictor of job performance and best predictor of future employee tenure.

A

Biodata

31
Q

– obtain information from personnel files on employee’s previous employment,
education, interests & demographics

A

File approach

32
Q

– biographical questionnaire that is administered to all employees &
applicants

A

Questionnaire approach

33
Q

– predict performance better than was once thought

A

PERSONALITY INVENTORIES

34
Q

– determine whether individuals have serious psychological problems
ex ( Projective tests,Rorschach Ink Blot Test, TAT)

A

psychopathology

35
Q

→ asks individuals to indicate whether they like or dislike 325 items such as
bargaining, repairing electrical wiring & taking responsibility. Answers shows how similar a person is to people
already employed in 89 occupations that have been classified into 23 basic interest scales

A

Strong Interest Inventory (SII)

36
Q

– helping people find the careers for which they are best suited

A

Vocational Counseling

37
Q

→ tell an employer the probability that an applicant would steal money or
merchandise.

A

Integrity tests (honesty tests)

38
Q

s → tap a variety of personality traits related to counterproductive
behavior such as theft, absenteeism & violence.

A

Personality based integrity test

39
Q

→ the researcher does not know which of the employees is responsible for
the theft

A

PROBLEMS: “shrinkage”

40
Q

→ reduce inaccurate responses & get a more accurate picture of a
person’s tendency to engage in aggressive/counterproductive behavior

A

Conditional reasoning tests

41
Q

→ “handwriting”

A

Graphology