Chapter 7

Question 1

Describe the strategic importance of selecting employees to fit the job and the organization

Answer 1

Effective selection practices result in a capable workforce of people assigned to jobs (and even career paths) that match their competencies, personalities, and preferences.

Question 2

selection

Answer 2

the process of obtaining and using information about job applicants to determine who should be hired for long- or short-term positions

Question 3

economic utility

Answer 3

refers to the net monetary value associated with a selection procedure

Question 4

Explain how selection practices fit within an integrated HRM system

Answer 4

Other HR activities that should be aligned with selection practices include legal compliance, job analysis, recruitment, and training. Labor market conditions and changes in the legal environment are two external forces that influence selection practices. Company cultures influence selection practices as well.

Question 5

What is the role of the HR Triad in selecting employees

Answer 5

Applicants appreciate a process that is fast, fair and seems to be appropriate for the job. Line managers, HR Professionals, and other employees typically participate in making selection decisions

Question 6

What are the choices to be made when designing the selection process?

Answer 6

• What are the criteria of interest? - What predictors and assessment techniques will be used? - What sequence will be used to measure the predictors? - How will the information that is collected be combined to make the selection decision?

Question 7

criteria

Answer 7

the outcomes that selection decisions are intended to predict

Question 8

predictors

Answer 8

various pieces of information used to make selection decisions

Question 9

validity

Answer 9

the usefulness of the information for predicting job applicants’ job-related and organizational outcomes

Question 10

content validation

Answer 10

using job analysis and/or competency modeling to build a rational argument for why a predictor should be useful

Question 11

criterion-related validation

Answer 11

uses statistical data to establish a relationship between predictor scores and outcome criteria

Question 12

Validity generalization

Answer 12

assumes that the results of criterion-related validity studies conducted in other companies can be generalized to the situation in your company

Question 13

reliability of a predictor

Answer 13

the degree in which the predictor yields dependable, consistent results

Question 14

multiple-hurdles approach

Answer 14

an applicant must exceed fixed levels of proficiency on all of the predictors to be accepted

Question 15

compensatory approach

Answer 15

a high score on one predictor can compensate for a low score on another

Question 16

combined approach

Answer 16

the employer first screens out everyone who does not meet one or more hurdles and then uses a compensatory approach to comparing those applicants who have passed the required hurdles

Question 17

Explain the techniques used for assessing job applicants

Answer 17

Building on the results of job analysis and competency modeling, employers can develop valid selection practices that enable them to make job offers to this applicants who are most likely to perform well in the jobs, be good corporate citizens, and not leave the organization prematurely. Application forms, written and physical tests, work simulations, assessment centers, interviews and medical tests are among the selection techniques that organizations use.

Question 18

application blank

Answer 18

usually a short form that asks applicants to provide basic information about educational achievements and work experience

Question 19

biodata test

Answer 19

asks autobiographical questions related to subjects such as extracurricular activities, family experiences as a child, and both recent and current work activities

Question 20

ability test

Answer 20

measures the potential of an individual to perform, given the opportunity

Question 21

knowledge test

Answer 21

assesses what a person knows at the time when the test is taken

Question 22

personality test

Answer 22

assesses the unique blend of characteristics that define an individual and determine his or her pattern of interactions with the environment

Question 23

work simulation (work samples)

Answer 23

have applicants perform activities similar to those required on the job under structured “testing” conditions

Question 24

assessment centers

Answer 24

evaluate how well applicants or current employees might perform in a managerial or higher-level position

Question 25

unstructured job interview

Answer 25

the interviewer merely prepares a list of possible topics to cover and, depending on how the conversation proceeds, asks or does not ask questions about them

Question 26

structured job interview

Answer 26

all of the applicants are asked the same questions in the same order

Question 27

semistructured job interview

Answer 27

the same questions are asked of all candidates and responses are recorded. However, the interviewer also asks follow-up questions to probe specific areas in depth

Question 28

behavioral job interview

Answer 28

uses a structured or semistructured approach to asking questions that focus on behavior

Question 29

How do applicants judge the fairness of selection processes?

Answer 29

1 - The content of the measures used to select people
2 - The administration of the process
3 - The results of the process

Question 30

Explain the legal considerations in selection

Answer 30

An extensive framework of US legal regulations, court decisions, and guidelines provides US organizations with advice for how to conduct the selection process in a manner that enhances the performance of the workforce while avoiding unfair discrimination

Question 31

disparate treatment

Answer 31

a legal term used to describe illegal discrimination against an individual

Question 32

adverse impact (disparate impact)

Answer 32

a legal term used to refer to discrimination against an entire protected group

Question 33

80 Percent Rule (also called four fifths rule)

Answer 33

evaluates adverse impact by comparing the representation of a group in the applicant pool to the representation of that group among those who have been hired, fired, promoted, transferred, or demoted

Question 34

job-relatedness

Answer 34

the company must show that the information used in the selection decisions is related to success on the job

Question 35

business necessity

Answer 35

an employer must show that the selection decision was based on a factor that is essential to the safe operation of the business

Question 36

bona fide occupational qualification (BFOQ)

Answer 36

the employer must show that the discriminatory practice is “reasonably necessary to the normal operations of that particular business or enterprise”

Question 37

bona fide seniority system

Answer 37

one that a company establishes and maintains without the intent to discriminate illegally

Question 38

Describe two current issues in selection

Answer 38

The selection of international employees becomes a key determinant of success for organizations expanding into the global market. First, MNCs must decide whether to send an expatriate or hire an HCN. In addition, MNC’s must ensure that their selection practices are equally valid and fair across a wide array of cultures.