Chapter 6 Flashcards
Staffing decisions
Decisions associated with recruiting, selecting, promoting, and separating employees
High-performance work practices
Practices such as formal job analysis, selection from within key positions, merit-based promotions, and formal assessment devices for selection
Stakeholders in staffing process
Line managers, co-workers, applicants
Multinational staffing
Procedures that involve staffing for organizations in more than one country
-individualist vs collectivist countries clash (less likely to hire people with other beliefs)
Validity
How accurate inferences make based on test or performance data-also whether measure accurately represents what was intended to be measured
Criterion-related validity
Correlating test scores with a performance measure; improves researcher confidence that ppl with higher test score have better performance
Selection ratio
Divide number of positions available by the number of applicants to find out ratio of positions to applicants
False positive
Prediction that the applicant would perform well was false
False negative
The applicant was rejected, but would have performed well
True negative
Applicant was rejected and would have performed poorly if they were hired
True positive
Applicant was hired and performs very well
Cut score
The minimum score someone needs to get in order to not be rejected
Criterion-referenced cut scores
Considering the desired level of performance for a new hire and finding the test score that corresponds to that desired level of performance
>Ex: could have current employees take a test, measure their job performance, and then see what test corresponds to acceptable performance as rated by their supervisor
Norm-referenced cut scores
Score based on some index of the test takers’ scores rather than any notion of job performance
-based on average of test takers scores
>Ex: student who gets a 60 or less on a test fails and does not get any credit for the work they did in the course
Utility analysis
Assesses the cost/benefit ratio of one staffing strategy vs another
-cost, how many candidates
Base rate
Percentage of current workforce that is performing successfully
Comprehensive staffing model
Gathers enough high-quality information about the candidates to predict how likely they are to succeed in the job
Clinical decision making
Uses judgement to combine information and make decisions about the value of different candidates
Statistical decision making
Combines information according to math formula
Compensatory system
Good scores on test can compensate for a lower score on another test
Hurdle system
An individual has no option to compensate at a later assessment stage because a low score in an earlier stage removes them from the pool
Multiple hurdle system
Multiple hurdles constructed so applicants who did not exceed each of the minimum scores are excluded from consideration
Termination for cause
When an employee was fired for a particular reason that they have been warned about and did not correct it
Layoffs
Job loss due to employer downsizing; comes without warning or if warned, they are warned as a company
-have stats to back up why they are let go in case of lawsuit
Expert witness
Witness in a lawsuit that is permitted to voice and opinion about organizational practices
Adverse treatment
When the plaintiff attempts to show that the employer treated them differently from the other employees; intentional discrimination
Adverse impact
The employer may not have intended to discriminate against a plaintiff, but an employer practice did not have a negative impact on the group the plaintiff belongs to
80 percent rule
Guideline for assessing whether there is adverse impact; 80% of protected group needs to have desirable outcomes like promotions
Discovery
Process in which lawyers are given access to potential witnesses who will be called by the other side, as well as any documents relevant to the plaints
Class certification
Judge’s decision based on several criteria that determine whether individual plaintiffs can file together under a class action suit
Deposition
Interview under oath taken by an opposing attorney in a lawsuit
Settlement discussion
Discussions conducted by the parties in a lawsuit in an attempt to reach a mutually satisfying solution before proceeding with other steps of the trial
