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HRM > CHAPTER 6 > Flashcards

CHAPTER 6 Flashcards

1
Q

What is the aim of employee selection

A

achieve person-job fit

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2
Q

Why is employee selection important

A

a candidate might be “right for a job, but wrong for the organization

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3
Q

Means hiring employees with criminal record

A

negligent hiring

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4
Q

A sample of a person’s behavior

A

test

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5
Q

What is the two characteristics of screening tool

A

reliability and validity

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6
Q

It is the consistency of the scores obtained by the same person when retested with the identical tests or with alternate forms of the same test

A

Reliability

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7
Q

It is a form of reliability that administer a test to a group one day, re-administer the same test several days later to the same group and then correlate the first set of scores with the second

A

Test - retest reliability estimates

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8
Q

form of reliability wherein you administer a test and then administer what experts believe to be an equivalent

A

Equivalent or alternate form estimate

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9
Q

Give some things that can cause a test to be unreliable

A
  1. physical conditions
  2. differences in test taker
  3. differences in test administration
  4. questions may do a poor job of sampling the material
  5. temperature
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10
Q

shows the degree to which two measure are correlated

A

reliability coefficient

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11
Q

Tells you whether the test is measuring what you think it’s supposed to be measuring

A

Validity

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12
Q

The accuracy with which a test, interview, and so on, measures what it purports to measure or fulfills the function it was designed

A

test validity

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13
Q

type of validity based on showing that scores on the test are related to job performance

A

criterion validity

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14
Q

type of validity that contains a fair sample of tasks and skills actually needed for the job in question

A

content validity

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15
Q

type of validity that requires a demonstration that the test measures the construct or characteristic it claims to measure

A

construct validity

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16
Q

It involves revolutionizing employee selection and includes numbers-crunching data analysis tools

A

Talent analytics

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17
Q

who usually conducts validation study

A

industrial psychologist

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18
Q

Steps in validation process

A
  1. analyze the job
  2. choose the tests
  3. administer the test
  4. relate your scores and criteria
  5. cross - validate and revalidate
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19
Q

steps in validation process
- write job descriptions and job specifications
- aim is to specify the human traits and skills you believe are required for job performance

A

Analyze the job

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20
Q

In analyzing the job, what are the standards of success criteria

A
  1. production related criteria
  2. personnel data
  3. worker performance
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21
Q

steps in validation process

  • decide how to test them
  • employers usually base this choice on experience, previous research, and “best guesses”
A

Choose the test

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22
Q

Aims to measure an array of possible predictors

A

Test Battery

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23
Q

A validation that administers the test on the employees currently on the job

A

concurrent validation

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24
Q

What is the advantage and disadvantage of concurrent validation

A

Advantage - data on performance are readily available

disadvantage - current employees may not be representative of new applicants

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25
Q

A validation that is more dependable way to validate a test

A

predictive validation

26
Q

a validation that administer the test before hiring the applicant

A

predictive validation

27
Q

steps in validation process

  • ascertain if there is a significant relationship between the test scores and performance
A

relate your scores and criteria

28
Q

Graph showing the relationship between test scores and job performance for a group of people

A

expectancy chart

29
Q

steps in validation process

  • revalidate the test periodically
A

cross-validate and revalidate

30
Q

The process that describes, predicts and/or explains what determines the usefulness or desirability of decision options, and examines how that information affects decision

A

Utility Analysis

31
Q

measure of job performance in dollars, applicants’ average test scores, cost testing an applicant, and the number of applicants tested and selected

A

Selection Measure

32
Q

refers to the degree to which evidence of a measure’s validity obtained in one situation can be generalized to another situation without further study

A

Validity Generalization

33
Q

Test takers have rights such as?

A
  1. the confidentiality of test results
  2. to informed consent regarding use of these results
  3. to expect the test is fair
  4. to expect that only people qualified to interpret the scores will have access to them, or that sufficient information will accompany the scores to ensure their appropriate
34
Q

what measures of specific mental abilities, such as deductive reasoning, verbal comprehension, memory, and numerical ability

A

Specific Cognitive abilities

35
Q

measure motor abilities such as finger dexterity, manual dexterity and reaction time

A

Tests of motor and physical abilities

36
Q

measures basic aspects of an applicant’s personality such as introversion, stability, and motivation

A

personality tests

37
Q

compare one’s interests with those of people in various occupations

A

interest inventories

38
Q

measure what someone has learned

A

Achievement tests

39
Q
  • actual job tasks used in testing applicants’ performance
  • tests that require applicants to perform tasks or work activities that mirror the tasks employees perform on the job
A

Work Samples

40
Q
  • Involves real activities an employee might do in the role
  • offer a way to assess a candidate on real - life skills and abilities required for the role in question
A

Simulations

41
Q
  • a testing method based on measuring performance on actual basic job tasks
  • tries to predict job performance by requiring job candidates to perform one or more samples of the job’s tasks
A

Work Sampling Technique

42
Q

Personnel tests “designed to assess an applicant’s judgment regarding a situation encountered in the workplace”

A

Situational Judgment Tests

43
Q
  • A simulation in which management candidates are tasked to perform realistic tasks in hypothetical situations and are scored on their performance
  • involved testing and the use of management games
  • 2 to 3 days simulation in which 10 to 12 candidates perform realistic management
A

Management Assessment Centers

44
Q

Typical simulated tasks

A
  1. The in - basket
  2. Leaderless group discussion
  3. Management games
  4. Individual Oral presentations
  5. Testing
  6. The interview
45
Q
  • gets reports, memos, notes of incoming phone calls, e-mails, and other materials collected
  • must take appropriate action on each item
  • evaluators review the candidate’s efforts
A

In - basket

46
Q
  • give a question and tell members to arrive at a group decision
  • evaluate each member’s interpersonal skills, acceptance by the group, leadership ability, and individual influence
A

leaderless group discussion

47
Q
  • solve realistic problems as members of simulated companies competing in a marketplace
A

management games

48
Q

trainers evaluate each participant’s communication skills and persuasiveness

A

individual oral presentations

49
Q

these may include tests of personality, mental ability, interests and achievements

A

testing

50
Q

most require an interview with a trainer to assess interests, past performance and motivation

A

the interview

51
Q

test that requires examines to respond to situations representative of the job

A

situational test

52
Q

a situational test in which examinees respond to video simulations of realistic job situations

A

video - based simulations

53
Q

applicants with actual samples of the job, inherently content relevant and valid

A

miniature job training and evaluation tests

54
Q

involves training candidate to perform several of the job’s tasks, and then evaluating the candidates’ performance prior to hire

A

Miniature job training and evaluation approach

55
Q
  • sometimes, a dose of realism makes the best screening tool
  • in general, applicants who receive realistic job previews are more likely to turn down job offers, but their employers are more likely to have less turnover
A

realistic job previews

56
Q

the number of hired candidates compared to the total number of candidates

A

selection ratio

57
Q

a device that measures physiological changes like increased perspiration

A

polygraph

58
Q

psychological tests designed to predict job applicants’ proneness to dishonesty and other forms of counter productivity

A

written honesty tests

59
Q

the use of handwriting analysis to determine the writer’s basic personality traits

A

graphology

60
Q

device that can be able to identify lying just by watching candidates

A

human lie detectors

HRM (6 decks)

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