Chapter 6 Flashcards
Selecting Employees
Four Steps for Acquiring New Employees
- Planning
- Acquiring Applicants
- Selecting Applicants
- Hiring
Six Sources of Finding Applicants
Advertising, Employee Referral, Employment Agencies, Internet, School Recruiters, and Walk-Ins.
Two Elements in Employee Selection
Criterion and Predictor.
Criterion
Good employee performance.
Predictor
Anything assessed in job applicants that relates to the criterion.
Validation Study
Research study that attempts to show that the predictor relates to the criterion.
How to Conduct a Validation Study
- Conduct a job analysis.
- Specify job performance criteria.
- Choose predictors.
- Validate the predictors.
- Cross-validate.
Concurrent Validation Study
The criterion and the predictor scores are collected from a sample of current employees at more or less the same point in time.
Predictive Validity Study
The predictors are measured before the criterion.
Cross-Validate
Replicate the results of one sample with those of another sample.
Validity Generalization
Validities of selection devices are generalizable or transportable from job to job and organization to organization.
Multiple Hurdles
Sets a passing score for each predictor.
Regression Approach
Uses the score from each predictor in an equation to provide a numerical estimate or forecast of the criterion.
Cafeteria Benefits
Employees are allowed to choose their benefits from a long list of possibilities.
Realistic Job Previews
Used to give job applicants accurate information about the job and the organization.
Utility Analysis
The study of the value of a selection procedure.
Baserate
The percentage of applicants who would be successful on the job if all of them were hired.
Selection Ratio
Proportion of job applicants that an organization must hire.
Validity
The magnitude of correlation between it and the criterion.
Cutoff Score
On a predictor that is represented by the vertical line running down the center of the graph.
Four Quadrants of an Accurate Selection Device
True Positives, False Positives, True Negatives, and False Negatives.
True Positives
Upper right, those who would be successful on the job.
False Positives
Lower right, those who would be hired if the predictor is used but who would be unsuccessful on the job.
True Negatives
Lower left, those who would not be hired if the predictor is used and who would not be successful on the job.
False Negatives
Upper left, those who would not be hired if the predictor is used but who would be successful on the job.
Protected Classes
Certain groups of people who have been historically discriminated against are the target of protection under the law.
Uniform Guidelines on Employee Selection Procedures
Acceptable legal practices for all organizations.
Adverse Impact
Impact of a given selection practice on a protected class.
Four-Fifths Rule
The selection ratio for the protected class is less than 80%, or four-fifths, of that of the comparison group.
Essential Function
KSAOs that are an important part of the job.
Reasonable Accommodation
An organization must make allowances that are feasible to enable a person with a disability to perform the job.
Affirmative Action
To address the lingering effects of past discrimination in hiring by allowing certain groups to catch up in acquiring jobs that were at one time unavailable to them.
