chapters 6-10 Flashcards
personnel selection?
organizations make decisions about who will or will not be allowed to join the org
6 steps of personnel selection?
screen applications and resumes test and review work samples interview candidates check references and background make a selection
reliability?
indicates how free a measurement is from random error. generates consistent results
validity?
the extent to which performance on the measure is related to what the measure is designed to assess
criterion-related validity?
measure of validity based on showing a substantial correlation between test scores and job performance scores
predictive validation?
uses test scores of all applicants and looks for relationship between the scores and future performance
concurrent validation?
administers a test to people who currently hold a job, then compare their scores to existing measures of job performance
content validity?
consistency between the test items or problems and the kinds of situations or problems that occur on the job
construct validity?
establishing that tests really do measure intelligence, leadership ability, etc as well as showing that mastery of this construct is associated with successful performance on the job
generalizable method?
method that applies not only to the conditions in which the method was originally developed
utility?
methods that provide economic value greater than the cost of using them
application forms?
low cost way to gather info from many applicants
can resumes be biased?
yes, because applicants control the info
references?
former employers who can vouch for an applicants work experience
background checks?
verify that applicants are as they present themselves to be
what type of institutions tend to do credit checks?
financial institutions because someone with bad credit may be deemed as less honest
aptitude tests?
assess how well a person can learn or acquire skills and abilities
achievement tests?
measure a person’s existing knowledge and skills
are physical ability tests ever done? do they play a large role?
yes they tend to be done when necessary, not as large a role as in the past
cognitive ability tests?
intelligence tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability
assessment center?
wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their managerial potential
nondirective interview?
interviewer has great discretion in choosing questions
structured interview?
establishes set of questions for the interviewer to ask
situational interview?
structured interview in which the interviewer describes a situation likely to arise on the job and asks the candidate what he or she would do in that situation
behavior description interview?
situational interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past
panel interview?
several members of the org meet to interview each candidate, gives candidate chance to meet more people & see how they interact in the org
advantages of interviewing (2)
shows candidates communication and interpersonal skills, gives insight to a persons personality and interpersonal styles
disadvantages of interviewing? (2)
can be unreliable and low in validity, costly
multiple-hurdle pool?
based on a process where each stage and candidates that overcome the hurdle continue to the next stage
performance management?
the process through which managers ensure that employees’ activities and outputs contribute to the org.’s goals
purposes of strategic management? (3)
strategic, administrative, developmental
strategic purpose of PM?
help the org achieve its business objectives
administrative purpose of PM?
the way the org uses the system to provide info for day-to-day decisions
developmental purpose of PM?
basis for developing employees’ knowledge and skills
criteria for effective PM? (5)
fit with strategy. validity. reliability. acceptability. specific feedback.
simple ranking?
managers rank employees in their group from the highest performer to the poorest
major downside of ranking?
validity
forced-distribution method?
assigns a certain percentage of employees to each category in a set of categories
paired-comparison method?
involves comparing each employee with each other employee to establish rankings
two ways to rate individuals?
graphic rating scale & mixed-standard scales
ways to rate behaviors? (4)
critical-incident method, behaviorally anchored rating scale (BARS), behavioral observation scale (BOS), and organizational behavior and modification (OBM)
management by objectives (MBO)?
people at each level of the org set goals in a process that flows from top to bottom so employees at all levels are contributing to the org.’s overall goals
total quality management assesses what? (2)
the employee and the system they use to work
sources of performance information? (6)
360degree performance appraisal, managers, peers, subordinates, self, customers
calibration meeting?
gathering at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors
uniform guidelines on employee selection procedures? (2)
avoid race and gender for basis of decisions, white and black raters gave higher ratings to people of their same ethnicity even after rater training
training?
an org.’s planned efforts to help employees acquire job-related skills, knowledge, and abilities, and behaviors with the goal of applying these on the job
instructional design?
process of systematically developing training to meet specified needs
process of determining the need for training? (5)
assess the need for training. ensure employees ready for training. plan the training program. implement the program. evaluate the results.
needs assessment?
evaluating the org, individual employees, and employees’ tasks to determine what type of training is necessary if any
organization analysis? (3)
starts off the needs assessment. determines the appropriateness of training by evaluating the characteristics of the org. looks at training needs in light of the org.’s strategy, resources available, and management’s support
person analysis?
determine individuals’ needs and readiness for training
task analysis?
identifying the tasks, knowledge, skills, and behaviors that training should emphasize
4 advantages of establishing objective of training?
will be more focused and likely to succeed. when trainers know objectives, can communicate them clearly to employees. employees learn best when know objective. provides basis for measuring whether it succeeded.
orientation?
training designed to prepare employees to perform their job effectively, learn about the org., and establish work relationships
objectives of orientation? (2)
make new employees familiar with the org.’s rules, policies, and procedures. teach social as well as technical aspects of the job
employee development?
combination of formal education, job experiences, relationships, and assessment of personality & abilities to help employees prepare for the future of their careers
is development always related to employees’ current jobs?
nope. prepares them for other positions in the org and increase their ability to move into jobs that may not exist yet
protean career?
todays employees more likely to have. career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
what do employees want org.’s to provide? (2)
development opportunities & flexible work arrangements
assessment?
collecting info and providing feedback to employees about their behavior, communication style, or skills
purpose of performance appraisal system? (2)
must tell employees specifically about their performance issues, & ways to improve their performance. they must have understanding of the diff between current performance and expected performance
mentor?
experienced, productive senior employee who helps develop a less experienced employee, called the protege
traits employees most likely to seek a mentor have? (3)
emotional stability, ability to adapt their behavior to the situation, and high needs for power and achievement
likely cause of the glass ceiling keeping minorities and women down? (3)
lack of access to training programs, appropriate developmental job experiences, and developmental relationships such as mentoring
why is keeping top performers difficult? (2)
loyal to their careers, not the org. competition tries to steal them.
procedural justice?
judgment that fair methods were used to determine the consequences an employee receives.
interactional justice?
judgment that the org carried out its actions in a way that took the employee’s feelings into account
alternative dispute resolution?
method of solving a problem by bringing in an impartial outsider but now using the court system
4 stages of ADR?
open-door policy, peer review, mediation, and arbitration
open-door policy?
an org.’s policy of making managers available to hear complaints
peer review?
process for resolving disputes by taking them to a panel of rep.’s from the org at the same levels as the people in the dispute
mediation?
neutral party from outside the org hears the case and tries to help the people in conflict arrive at a settlement
arbitration?
if mediation fails, a pro arbitrator from outside the org hears the case and resolves it by making a decision (lawyer or judge)
2 personal dispositions associated with job satisfaction?
negative affectivity - low levels of satisfaction with everything
core self-evaluations - opinions people have of themselves that may be positive or negative
what do people with negative core self-evaluations tend to do?
blame others for their problems, including dissatisfying jobs
role?
set of behaviors people expect of a person in that job
two ways employees will seek help for dispute with management?
whistle-blowing & file lawsuits
role analysis technique?
formally identifying expectations associated with a role.
