Chapter 6 Selection and Hiring Flashcards
selection
the process of gathering and evaluating the information used for deciding which applicants will be hired
the lower the quality of the assessment pool the better the assessment system must be to week out any poor fits and identify the applicants most likely to succeed
person-job fit
the fit between a person’s abilities and the job’s demands and the fit between a person’s needs and motivations and the job’s attributes and rewards
person-group fit
the match between the person and his or her workgroup and supervisor
person-organization fit
the fit between an individual’s values, attitudes and personality and the organization’s values, norms, and culture
Uniform Guidelines on Employee Selection Procedures (UGESP)
advises employers in legal compliance in candidate assessment and selection
screening assessment methods
reduces the pool of job applicants to job candidates
evaluative assessment methods
identify whom to hire
contingent assessment methods
background check, drug screen, medical exam
types of evaluative assessment methods
- cognitive ability test
2. noncognitive ability test
cognitive ability test
computerized or paper and pencil tests to assess general mental abilities, including reasoning, logic and perceptual abilities
noncognitive ability tests
measure sensory and psychomotor abilities
sensory tests
assess visual, auditory, and speech perception
psychomotor tests
assess strenght, physical dexterity, and coordination
The Big Five personality factors
- extraversion
- conscientiousness
- emotional stability
- agreeableness
- openness to experience
integrity tests
assess candidates’ attitudes and experiences related to their reliability, trustworthiness, honesty, and moral character
job knowledge tests
measure job-related knowledge required for success. technical
unstructured interview
ask varying questions across interviews and usually lack standards for evaluating candidates’ answers
structured interview
uses consistent, job-related questions; a formal scoring system
a. ask all applicants the same questions
b. develop questions systematically to assess specific job relevant questions
c. use a formal scoring system to consistently evaluae answers
behavioral questions (past)
use information about what the applicant has done in the past to predict future behaviors
case questions (present)
the candidate is given a business situation, challenge, or problem and asked to present a carefully planned solution
situational interview questions (future)
asking people how they might react to future hypothetical situations
work samples
evaluate the performance of actual or simulated work tasks
simulation
a type of work sample that gives candidates and actual job task to perform or simulates crucial events that might occur to assess how well a candidate handles them
assessment center
puts candidates through a variety of evaluation techniques to evaluate their potential fit with and ability to do the job
2 ways of combining assessment scores
multiple hurdles
compensatory approaches
multiple hurdles
candidates must receive a passing score on an assessment before being allowed to continue in the selection process
compensatory approach
high scores on some assessments can compensate for low scores on other assessments
cut score
hiring only those who exceed a minimum score
rank order
ordering candidates from highest to the lowest based on their overall score and hiring from the top of the list down
3 types of fairness
- distributive fairness
- procedural fairness
- interactional fairness
distributive fairness
the perceived fairness of the outcomes received
procedural fairness
the perceived fairness of the policies and the procedures used to determine the outcome
interactional fairness
reflects perceptions of the degree of respect and the quality of the interpersonal treatment received during the decision-making process
best alternative to a negotiated agreement BATNA
what you would do instead if you can’t reach an agreement
explicit employment contract
written or verbal employment contract
implicit employment contract
an understanding that is not part of a written or verbal contract
succession management
the identification of critical jobs too important to be left vacant and creating a strategic plan to quickly fill them when they become available
Equal employment opportunity and affirmative action goals are the two primary ________ factors that influence the content of a job offer
a. organizational
b. finalist
c. external
d. legal
d. legal
If Judy believes that she was not given a fair chance at a promotion because the hiring manager had an implicit favorite and did not give her a chance to demonstrate her skills, she would perceive low _______ fairness
a. perceived
b. interactional
c. distributive
d. procedural
c. distributive
