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MGT 3102-HR > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

the process of identifying potential employees, communicating job and organizational attributes to them, and convincing them to apply for available jobs

A

recruitment

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2
Q

when an individual is _____, he or she has the knowledge, skills, and abilities (KSAs)-the competencies-to do the job and help the firm achieve its organizational goals

A

qualified

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3
Q

two parts of a solid recruitment plan

A

knowing the best sources for recruitment and carefully crafting a recruitment message

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4
Q

two ways to recruit

A

internally and externally

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5
Q

the process of seeking job applicants from within the company

A

internal recruiting

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6
Q

six guidelines for successful internal recruiting

A
  1. develop and communicate job pathways for promotions and lateral moves within the company 2. develop a process for job postings that is accessible to all employees 3. ensure job ads clearly communicate job requirements and expectations 4. use employee records to identify potential candidates and invite them to apply 5. follow up with all internal applicants to acknowledge their app and keep them informed of progress of search 6. treat internal candidates with same level of care as external
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7
Q

the most frequently used technique for notifying current employees about job openings within the company

A

job postings

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8
Q

a searchable database that can be used to identify employees who meet certain job requirements

A

employee inventory

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9
Q

another internal way of recruiting that is not as good or as reliable

A

word of mouth

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10
Q

the process of recruiting employees from outside the organization

A

external recruiting

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11
Q

the geographic location in which one can reasonably expect to find a sufficient supply of qualified applicants

A

relevant labor market

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12
Q

two factors that have the greatest impact on where recruiting should take place

A

the skill level of the job (higher the skills level, the harder it is to find qualified candidates) and the harder it is to find qualified candidates, the broader the geographic area in which you must search

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13
Q

ways to do recruit externally

A

advertising, educational institutions (externships and internships), career fairs, employment agencies and employee search firms, professional associations, temporary employees, employee referrals, sourcing applicants, re-recruiting

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14
Q

ways for employers to connect with students in the workplace who could become future employees

A

externships and internships

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15
Q

an opportunity for employers to interact with a large number of potential applicants at one time

A

career fair

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16
Q

not-for-profit employment agencies affiliated with local, state, or federal governments

A

public employment agencies

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17
Q

an agency that provides job search assistance for a fee, and often select professions only

A

private employment agency

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18
Q

an employment agency used by employers with payment made as a flat fee or percentage of the new hire’s first-year salary, and paid only if the search is successful

A

contingency recruiting agency

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19
Q

an agency sued for recruiting high level positions, such as CEOs and vice presidents, with the agency paid a retainer for the work it does

A

retained search agency

executive search firm or headhunter

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20
Q

an agency that charges based on the time it spends recruiting rather than paying an amount per hire

A

on-demand recruiting service

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21
Q

an agency that contracts with an employer to administer some or all of the employer’s recruitment functions

A

recruiting process outsourcing (RPO)

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22
Q

a person hired to work for the company for a short period of time but who may become a permanent employee

A

temp-to-hire

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23
Q

an independent contractor, also known as a freelancer, hired by an employer on a temporary basis to perform specialized work

A

gig worker

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24
Q

one of the most successful external recruiting programs

A

employee referral programs

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25
Q

the process of identifying, attracting, and screening potential applicants who are not actively in the market for a new job

A

sourcing

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26
Q

the process of enticing qualified former employees to return to the company to work

A

re-recruiting

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27
Q

advantages of internal recruiting

A

more cost effective, existing employees know company operations and culture, advancement opportunities to motivate employees, performance data available on applicants

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28
Q

disadvantages of internal recruiting

A

creates a new vacancy, employees are too entrenched in current ops and culture to make needed changes, employees not selected may become problematic or leave, existing employees may not have the needed skills

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29
Q

advantages of external recruiting

A

brings new ideas into the company, can bring in employees who can help change the culture, can bring in needed skills, opportunity to change diversity profile

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30
Q

disadvantages of external recruiting

A

more expensive, new hires have to learn company ops and culture, lack of performance data, existing employees not selected may be resentful

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31
Q

a marketing concept used to design the advertising message in such a wya that potential applicants can differentiate what one company offers to its employees from what other companies offer

A

recruitment value proposition

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32
Q

developing a long-term strategy to manage how a firm’s stakeholders, including its current and future employees, perceive the company

A

employer branding

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33
Q

individuals are more attracted to jobs in which they have more _______ in the recruitment message and how you craft that message is extremely important

A

information

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34
Q

a message that provide positive information about the job and company, as well as information that is likely to be less favorable to some potential applicants

A

realistic job preview (RJP)

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35
Q

what is one step in the recruiting process that it is extremely important not to forget even if these people don’t get jobs

A

recruitment follow-up

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36
Q

what three things send signals not only to potential employees but also to the world at large

A

value proposition (also ethics of the company), truth-in-hiring, and the groups they target

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37
Q

a tool that provides a metric of effectiveness of recruitment sources

A

yield ratio

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38
Q

the costs related to the recruitment part of hiring a new employee

A

cost-per-hire

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39
Q

a measure of the length of time it takes from the time when a job opening is announced until someone begins work in the job

A

time-to-fill rate

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40
Q

the firm’s total recruiting costs divided by the total starting compensation of new hires

A

staffing efficiency ratio

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41
Q

gauges performance of the employee and is a way to measure employee contribution to the company

A

quality of hire

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42
Q

the hiring manager satisfaction with the performance of the firm’s recruiters and his or her new employees

A

hiring manager satisfaction

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43
Q

the number of employees who leave a firm divided by the firm’s total number of employees in a year

A

first-year turnover

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44
Q

captures information about where applicant learned about job and which sources result in most and highest quality hires

A

referral rates from various sources

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45
Q

involves identifying the strategies used by other organizations in your industry that are similar in size and location

A

benchmarking

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46
Q

what does recruitment focus on

A

focuses on finding a sufficient number of qualified applicants to choose from

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47
Q

what does recruitment involve

A

all the activities involved in sourcing potential candidates short of selection

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48
Q

what is important to understand before you begin recruiting

A

why you are recruiting and the type of employees needed

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49
Q

external recruitment involves identifying the ____

A

relevant labor market

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50
Q

which recruitment source has the highest first year survival rate?

A

employee referrals

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51
Q

an important factor that determines applicant attraction to the company and job

A

the recruiter

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52
Q

the systematic process of deciding which applicants to hire

A

selection

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53
Q

making a determination about how likely it is that candidates selected will be successful in the job based on their current ability to do the job or the potential they have to able to learn to do the job and do it well

A

prediction

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54
Q

selection is about ___

A

prediction

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55
Q

three primary decisions of selection

A
  1. which applicants should be hired as new employees 2. which employees should be promoted 3. which employees should be moved to other jobs within the company that do not involve a promotion
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56
Q

the extent to which there is a good match between the characteristics of a potential employee, such as knowledge, skills, values, and the requirements of the job

A

person-job fit

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57
Q

the extent to which a selection measure yields consistent results over time or across raters

A

reliability

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58
Q

at a minimum, all parts of the selection process need to be

A

reliable, valid, and unbiased

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59
Q

what kind of fit is harder to assess and/or put into words

A

person-culture fit

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60
Q

most people are cut because they are not a good _____ fit

A

culture

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61
Q

questions recruiters are trying to get answers to

A
  1. can this person do the job (ability) 2. will you like the job (motivation) 3. will we enjoy working with you (culture fit)
62
Q

is focused on using selection methods that are both reliable and valid

A

psychometrics

63
Q

two types of reliability

A

test-retest reliability and inter-rater reliability

64
Q

shows consistency over time; can the same person get a similar score at different times

A

test-retest reliabilty

65
Q

a high correlation between the two tests (r value) means that the test is

A

reliable

66
Q

if three people interview an applicant for a job and are using similar questions and the same scoring, they should evaluate them in a similar manner

A

inter-rater reliability

67
Q

________ reliability is typically lower

A

inter-rater reliability

68
Q

the extent to which a selection method measures what it is supposed to measure and how well it does so

A

validity

69
Q

when one’s personal views are allowed to affect the outcome of the decision-making process

A

selection bias

70
Q

4 common types of bias

A
  1. influence of personal characteristics 2. the contrast effect 3. the halo/devil’s horn effect 4. impression management
71
Q

4 types of validity

A

content validity, concurrent criterion related validity, predictive criterion related validity, construct validity

72
Q

the extent to which the selection test focuses on job relevant information that mirrors aspects of the job; face validity

A

content validity

73
Q

provides additional evidence of the validity of a measure by establishing a statistical relationship between the selection test and some measure of job performance; evidence you establish by collecting two sets of data at the same time and look at the correlation

A

concurrent criterion related validity

74
Q

a type of criterion related validity that involves examining the relationship between selection measure scores taken prehire and performance scores collected at a later date; administer test to sample and then measure on the job performance after a few months

A

predictive criterion related validity

75
Q

bias that results when an evaluation of one or more job applicants is artificially inflated or deflated compared to another job applicant

A

contrast effect

76
Q

a positive or negative characteristic of a job candidate that has more influence on the outcome of the evaluation than do other attributes considered

A

halo/devil’s horn effect

77
Q

occurs when job applicants engage in actions to present themselves in a positive light to the interviewer with the idea of biasing the outcome of the interview in their favor

A

impression mangement

78
Q

preliminary review of the information provided by job applicants and the collection of additional information to decide which applicants are worthy or more serious consideration for the job

A

initial screening

79
Q

taking a more in depth look at the applicants who make it through the initial screening prior to hiring them, including reviewing references, conducting background checks, and conducting additional interviews

A

final screening

80
Q

a standardized form used by employers to collect job-related information about applicants

A

application

81
Q

an overview of an applicant’s qualifications including education, previous work experience, and special skills and interests

A

resume

82
Q

a short interview, typically conducted by telephone, to confirm the applicant is still interested in the position and to verify information provided by the firm

A

screening interview

83
Q

a test that measures general intelligence or levels of specific aptitudes, such as numeric fluency, general reasoning, verbal comprehension, mechanical reasoning, logical evaluation, and memory span

A

cognitive ability test

84
Q

a test that focuses on physical attributes of job candidates, such as endurance, strength, and general fitness

A

physical ability

85
Q

a measure of an applicant’s current knowledge or skill level in relation to the job requirements

A

achievement test (or competency test)

86
Q

a test in which the person actually performs some or all aspects of a job

A

work sample

87
Q

measures the extent to which an applicant has mastered the subject matter required to do a job

A

knowledge test

88
Q

a selection measure that identifies the extent to which an applicant possesses certain characteristics, such as assertiveness, self-confidence, conscientiousness, motivation, and interpersonal attributes

A

personality inventory

89
Q

a type of interview process in which several people interview an applicant at the same time

A

panel interview

90
Q

a type of interview in which questions are asked without a defined formate, and the same type of information is not collected from all interviewees

A

unstructured interview

91
Q

a type of interview that uses a set of predetermined questions related to the job and usually includes a scoring system to track and compare applicant responses

A

structured interview

92
Q

a type of interview based on the premise that past behavior is the best predictor of future behavior; involves asking job candidates to respond to questions about how they have handled specific job-related types of situations in the past

A

behavioral interview

93
Q

contacting individuals whose names are provided by job applicants for the purpose of verifying employment information and gathering other job related data about an applicant to use in making the hiring decision

A

reference check

94
Q

occurs when someone makes written or verbal comments about a person and those comments are not true and cause harm to the individual, such as causing the person to be rejected for the job

A

defamation of character

95
Q

a hiring process in which an employer does not conduct a background check on an employee and that person commits a crime at work similar to the crime he or she committed in the past

A

negligent hiring

96
Q

an action taken against an applicant, such as turning the applicant down for the job

A

adverse action

97
Q

a process of engaging job candidates in a series of simulations designed to evaluate their ability to perform aspects of the jobs they are seeking

A

assessment center

98
Q

a shortened name for biographical data; refers to a standardized questionnaire that asks applicants to provide personal and biographical information to be compared with the same information for successful employees

A

biodata

99
Q

an individual with the skills, knowledge, and expertise related to a particular job

A

subject matter expert (SME)

100
Q

how well a selection tool, such as a test, measures the job related characteristics that it claims to measure

A

construct validity

101
Q

weighing each application question and tally all responses to come to an overall score

A

weighted application blank (WAB)

102
Q

three types of employee tests

A

ability tests, achievement/competency tests, and personality inventories

103
Q

two types of honesty tests

A

overt honesty test and personality test

104
Q

the ADA specifies that a medical examination can be required only after

A

an offer of employment has been made

105
Q

how high should the reliability coefficient be in order for the test to be considered reliable

A

0.85 at least and preferably 0.9

106
Q

is it legal to use IQ tests in selection

A

it depends but mostly no

107
Q

4 possibly parts of initial screening

A

applications, resumes, behavioral assessments, and screening interviews

108
Q

what act limits how you can do and use credit checks

A

the Fair Credit Reporting Act (FCRA)

109
Q

what do assessment centers usually focus on _____ and they involve____

A

internal promotions

in basket exercises, leadership group discussions, and role play

110
Q

can you do drug tests

A

yes; Drug Free Workplace Act of 1988

111
Q

are recovering drug and alcohol users protected

A

yes under the ADA

112
Q

brain teasers?

A

most managers who use these are narcissistic and incompetent and use them to feel powerful

113
Q

two AI hiring companies

A

HireVue and deepsense

114
Q

interview best practices

A

structured format, behavioral questions, systematic scoring, multiple interviewers, interviewer training, implicit bias training

115
Q

STAR

A

situation, task, action, results

116
Q

a process for deriving a final score for each candidate in the selection process by weighting outcomes on multiple selection measures differently so that some items are weighted more heavily than others and a high score on one part can offset a low score on another

A

compensatory approach

117
Q

an approach in which applicants have to pass each step (hurdle) successfully to continue in the selection process

A

multiple hurdle approach

118
Q

an approach in which an applicant performs all the measures of the job assessment process and has to reach a minimum score on each one to remain in the running for a particular job

A

multiple cutoff approach

119
Q

the process of managing two related activities; 1. effectively evaluating the performance of your employees against the standards set for them 2. helping them develop action plans to improve their performance

A

performance management

120
Q

the use of a single score to reflect an individual employee’s overall performance

A

global performance measure

121
Q

the specific tasks and activities employees must perform to do their jobs, and the competencies employees need to successfully perform those tasks and activities

A

performance dimensions

122
Q

an incomplete appraisal of an individual’s performance, in which important aspects are not measured

A

deficient performance measure

123
Q

a performance measure that is irrelevant to an individual’s actual job performance

A

contaminated performance measure

124
Q

the level of expected performance

A

performance standards

125
Q

the clarity of performance standards

A

specificity

126
Q

an evaluation approach in which employees are evaluated from best to worst along some performance dimension or by virtue of their overall performance

A

ranking approach

127
Q

an evaluation approach in which each employee in a business unit is compared to every other employee in the unit

A

paired comparison

128
Q

a form of individual comparison whereby managers are forced to distribute employees into one of several predetermined categoreis

A

forced distribution

129
Q

the evaluation of employees’ performance by comparing employees against certain “absolute” standards along a number of performance dimensions; each evaluation is independent of others and looks at traits, behaviors, and attributes

A

absolute approach

130
Q

a method of evaluating employees based on various traits or attributes they possess that are relevant to their performance

A

graphic rating scale

131
Q

a behavior based evaluation where the evaluation criteria consist of statements or examples of exceptionally good or poor performance employees display over the course of the evaluation period

A

critical incident approach

132
Q

a behavior based evaluation approach where managers must choose among a set of alternative statements regarding the person being rated

A

forced choice

133
Q

a behavior based evaluation approach where raters must evaluate individuals along a number of performance dimensions with each performance rating standard anchored by a behavioral example

A

behaviorally anchored rating scale (BARS)

134
Q

a behavior based evaluation approach that requires raters to evaluate how often an employee displays certain behaviors on the job

A

behavioral observation scale (BOS)

135
Q

a results based evaluation approach in which managers measure the outcomes of employees’ work such as their sales, productivity, or absenteeism

A

direct measures approach

136
Q

a results based evaluation approach where managers meet with their employees and jointly set goals for the employees to accomplish during a particular time period

A

management by objectives (MBO)

137
Q

the process of an employee evaluating his or her own performance

A

self-appraisal

138
Q

a comprehensive measurement approach that involves gathering performance data from as many sources as possible - supervisors, peers, subordinates, and customers

A

360 degree appraisal

139
Q

a bias that occurs when a rater’s earlier impressions of an individual bias his or her later evaluations of the person

A

primacy error

140
Q

a bias that occurs when a rater narrowly focuses on an employee’s performance that occurs near the time of the evaluation

A

recency error

141
Q

a bias that occurs when evaluators rate employees who resemble them in some way more highly than they rate employees who are dissimilar

A

similar-to-me errors

142
Q

a bias that occurs when a rater consistently rates employees on the low end of an evaluation scale

A

strictness error

143
Q

a bias that occurs when raters are unwilling to rate individuals as very. high or very low on an evaluation scale

A

error of central tendancy

144
Q

training that aims to help raters understand performance standards and performance dimensions

A

frame-of-reference training

145
Q

what does a performance management system help with

A

it helps direct and motivate employees to maximize their efforts on behalf of the organization

146
Q

5 steps in the performance management process

A
  1. identifying performance dimensions 2. developing performance measures 3. evaluating performance 4. providing feedback 5. developing action plans to improve performance
147
Q

3 types of performance appraisal formats

A

comparative, results based, and absolute standards

148
Q

3 comparative appraisal formats

A

straight ranking, paired comparison, and forced distribution

149
Q

two results based formats

A

management by objective and direct index

150
Q

3 absolute standards formats

A

graphic rating scales, behaviorally anchored rating scales, and behavioral observation scales

151
Q

overall positive or negative view of employees’ performance biases the ratings given on individual criteria

A

halo/horn error

152
Q

manager artificially inflate or deflates an employees rating after comparing employee to another individual

A

contrast effect

MGT 3102-HR (3 decks)

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