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Human Resource Management > chapters 6-10 > Flashcards

chapters 6-10 Flashcards

1
Q

personnel selection?

A

organizations make decisions about who will or will not be allowed to join the org

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2
Q

6 steps of personnel selection?

A 
screen applications and resumes
test and review work samples
interview candidates
check references and background
make a selection
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3
Q

reliability?

A

indicates how free a measurement is from random error. generates consistent results

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4
Q

validity?

A

the extent to which performance on the measure is related to what the measure is designed to assess

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5
Q

criterion-related validity?

A

measure of validity based on showing a substantial correlation between test scores and job performance scores

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6
Q

predictive validation?

A

uses test scores of all applicants and looks for relationship between the scores and future performance

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7
Q

concurrent validation?

A

administers a test to people who currently hold a job, then compare their scores to existing measures of job performance

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8
Q

content validity?

A

consistency between the test items or problems and the kinds of situations or problems that occur on the job

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9
Q

construct validity?

A

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

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10
Q

generalizable method?

A

method that applies not only to the conditions in which the method was originally developed

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11
Q

utility?

A

methods that provide economic value greater than the cost of using them

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12
Q

application forms?

A

low cost way to gather info from many applicants

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13
Q

can resumes be biased?

A

yes, because applicants control the info

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14
Q

references?

A

former employers who can vouch for an applicants work experience

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15
Q

background checks?

A

verify that applicants are as they present themselves to be

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16
Q

what type of institutions tend to do credit checks?

A

financial institutions because someone with bad credit may be deemed as less honest

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17
Q

aptitude tests?

A

assess how well a person can learn or acquire skills and abilities

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18
Q

achievement tests?

A

measure a person’s existing knowledge and skills

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19
Q

are physical ability tests ever done? do they play a large role?

A

yes they tend to be done when necessary, not as large a role as in the past

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20
Q

cognitive ability tests?

A

intelligence tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability

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21
Q

assessment center?

A

wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their managerial potential

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22
Q

nondirective interview?

A

interviewer has great discretion in choosing questions

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23
Q

structured interview?

A

establishes set of questions for the interviewer to ask

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24
Q

situational interview?

A

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

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25
Q

behavior description interview?

A

situational interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past

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26
Q

panel interview?

A

several members of the org meet to interview each candidate, gives candidate chance to meet more people & see how they interact in the org

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27
Q

advantages of interviewing (2)

A

shows candidates communication and interpersonal skills, gives insight to a persons personality and interpersonal styles

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28
Q

disadvantages of interviewing? (2)

A

can be unreliable and low in validity, costly

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29
Q

multiple-hurdle pool?

A

based on a process where each stage and candidates that overcome the hurdle continue to the next stage

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30
Q

performance management?

A

the process through which managers ensure that employees’ activities and outputs contribute to the org.’s goals

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31
Q

purposes of strategic management? (3)

A

strategic, administrative, developmental

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32
Q

strategic purpose of PM?

A

help the org achieve its business objectives

33
Q

administrative purpose of PM?

A

the way the org uses the system to provide info for day-to-day decisions

34
Q

developmental purpose of PM?

A

basis for developing employees’ knowledge and skills

35
Q

criteria for effective PM? (5)

A

fit with strategy. validity. reliability. acceptability. specific feedback.

36
Q

simple ranking?

A

managers rank employees in their group from the highest performer to the poorest

37
Q

major downside of ranking?

A

validity

38
Q

forced-distribution method?

A

assigns a certain percentage of employees to each category in a set of categories

39
Q

paired-comparison method?

A

involves comparing each employee with each other employee to establish rankings

40
Q

two ways to rate individuals?

A

graphic rating scale & mixed-standard scales

41
Q

ways to rate behaviors? (4)

A

critical-incident method, behaviorally anchored rating scale (BARS), behavioral observation scale (BOS), and organizational behavior and modification (OBM)

42
Q

management by objectives (MBO)?

A

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

43
Q

total quality management assesses what? (2)

A

the employee and the system they use to work

44
Q

sources of performance information? (6)

A

360degree performance appraisal, managers, peers, subordinates, self, customers

45
Q

calibration meeting?

A

gathering at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors

46
Q

uniform guidelines on employee selection procedures? (2)

A

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

47
Q

training?

A

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

48
Q

instructional design?

A

process of systematically developing training to meet specified needs

49
Q

process of determining the need for training? (5)

A

assess the need for training. ensure employees ready for training. plan the training program. implement the program. evaluate the results.

50
Q

needs assessment?

A

evaluating the org, individual employees, and employees’ tasks to determine what type of training is necessary if any

51
Q

organization analysis? (3)

A

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

52
Q

person analysis?

A

determine individuals’ needs and readiness for training

53
Q

task analysis?

A

identifying the tasks, knowledge, skills, and behaviors that training should emphasize

54
Q

4 advantages of establishing objective of training?

A

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.

55
Q

orientation?

A

training designed to prepare employees to perform their job effectively, learn about the org., and establish work relationships

56
Q

objectives of orientation? (2)

A

make new employees familiar with the org.’s rules, policies, and procedures. teach social as well as technical aspects of the job

57
Q

employee development?

A

combination of formal education, job experiences, relationships, and assessment of personality & abilities to help employees prepare for the future of their careers

58
Q

is development always related to employees’ current jobs?

A

nope. prepares them for other positions in the org and increase their ability to move into jobs that may not exist yet

59
Q

protean career?

A

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

60
Q

what do employees want org.’s to provide? (2)

A

development opportunities & flexible work arrangements

61
Q

assessment?

A

collecting info and providing feedback to employees about their behavior, communication style, or skills

62
Q

purpose of performance appraisal system? (2)

A

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

63
Q

mentor?

A

experienced, productive senior employee who helps develop a less experienced employee, called the protege

64
Q

traits employees most likely to seek a mentor have? (3)

A

emotional stability, ability to adapt their behavior to the situation, and high needs for power and achievement

65
Q

likely cause of the glass ceiling keeping minorities and women down? (3)

A

lack of access to training programs, appropriate developmental job experiences, and developmental relationships such as mentoring

66
Q

why is keeping top performers difficult? (2)

A

loyal to their careers, not the org. competition tries to steal them.

67
Q

procedural justice?

A

judgment that fair methods were used to determine the consequences an employee receives.

68
Q

interactional justice?

A

judgment that the org carried out its actions in a way that took the employee’s feelings into account

69
Q

alternative dispute resolution?

A

method of solving a problem by bringing in an impartial outsider but now using the court system

70
Q

4 stages of ADR?

A

open-door policy, peer review, mediation, and arbitration

71
Q

open-door policy?

A

an org.’s policy of making managers available to hear complaints

72
Q

peer review?

A

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

73
Q

mediation?

A

neutral party from outside the org hears the case and tries to help the people in conflict arrive at a settlement

74
Q

arbitration?

A

if mediation fails, a pro arbitrator from outside the org hears the case and resolves it by making a decision (lawyer or judge)

75
Q

2 personal dispositions associated with job satisfaction?

A

negative affectivity - low levels of satisfaction with everything
core self-evaluations - opinions people have of themselves that may be positive or negative

76
Q

what do people with negative core self-evaluations tend to do?

A

blame others for their problems, including dissatisfying jobs

77
Q

role?

A

set of behaviors people expect of a person in that job

78
Q

two ways employees will seek help for dispute with management?

A

whistle-blowing & file lawsuits

79
Q

role analysis technique?

A

formally identifying expectations associated with a role.

Human Resource Management (3 decks)

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