Chapter 6 Flashcards

Selecting Employees

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1
Q

Four Steps for Acquiring New Employees

A
  1. Planning
  2. Acquiring Applicants
  3. Selecting Applicants
  4. Hiring
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2
Q

Six Sources of Finding Applicants

A

Advertising, Employee Referral, Employment Agencies, Internet, School Recruiters, and Walk-Ins.

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3
Q

Two Elements in Employee Selection

A

Criterion and Predictor.

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4
Q

Criterion

A

Good employee performance.

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5
Q

Predictor

A

Anything assessed in job applicants that relates to the criterion.

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6
Q

Validation Study

A

Research study that attempts to show that the predictor relates to the criterion.

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7
Q

How to Conduct a Validation Study

A
  1. Conduct a job analysis.
  2. Specify job performance criteria.
  3. Choose predictors.
  4. Validate the predictors.
  5. Cross-validate.
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8
Q

Concurrent Validation Study

A

The criterion and the predictor scores are collected from a sample of current employees at more or less the same point in time.

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9
Q

Predictive Validity Study

A

The predictors are measured before the criterion.

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10
Q

Cross-Validate

A

Replicate the results of one sample with those of another sample.

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11
Q

Validity Generalization

A

Validities of selection devices are generalizable or transportable from job to job and organization to organization.

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12
Q

Multiple Hurdles

A

Sets a passing score for each predictor.

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13
Q

Regression Approach

A

Uses the score from each predictor in an equation to provide a numerical estimate or forecast of the criterion.

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14
Q

Cafeteria Benefits

A

Employees are allowed to choose their benefits from a long list of possibilities.

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15
Q

Realistic Job Previews

A

Used to give job applicants accurate information about the job and the organization.

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16
Q

Utility Analysis

A

The study of the value of a selection procedure.

17
Q

Baserate

A

The percentage of applicants who would be successful on the job if all of them were hired.

18
Q

Selection Ratio

A

Proportion of job applicants that an organization must hire.

19
Q

Validity

A

The magnitude of correlation between it and the criterion.

20
Q

Cutoff Score

A

On a predictor that is represented by the vertical line running down the center of the graph.

21
Q

Four Quadrants of an Accurate Selection Device

A

True Positives, False Positives, True Negatives, and False Negatives.

22
Q

True Positives

A

Upper right, those who would be successful on the job.

23
Q

False Positives

A

Lower right, those who would be hired if the predictor is used but who would be unsuccessful on the job.

24
Q

True Negatives

A

Lower left, those who would not be hired if the predictor is used and who would not be successful on the job.

25
Q

False Negatives

A

Upper left, those who would not be hired if the predictor is used but who would be successful on the job.

26
Q

Protected Classes

A

Certain groups of people who have been historically discriminated against are the target of protection under the law.

27
Q

Uniform Guidelines on Employee Selection Procedures

A

Acceptable legal practices for all organizations.

28
Q

Adverse Impact

A

Impact of a given selection practice on a protected class.

29
Q

Four-Fifths Rule

A

The selection ratio for the protected class is less than 80%, or four-fifths, of that of the comparison group.

30
Q

Essential Function

A

KSAOs that are an important part of the job.

31
Q

Reasonable Accommodation

A

An organization must make allowances that are feasible to enable a person with a disability to perform the job.

32
Q

Affirmative Action

A

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.