f Flashcards
1
Q
informs new employees
about the organization’s objectives, history,
philosophy, procedures, and rules includes a tour of
the entire facility.
A
organization orientation
2
Q
is a process whose
major objectives is to reduce the anxiety level that
all new employees feel; to familiarize them with the
job, the work unit, and the organization; and to
embed organizational values, beliefs, and accepted
A
orientation
3
Q
useful for physical
requirements and for insurance purposes related to
pre-existing conditions
A
physical examination
4
Q
- dedicated facilities in which
job candidates undergo a series of performance
simulation tests to evaluate their managerial
potential.
A
assessment centers
5
Q
is requiring applicants to actually
perform a task or set of tasks that are central to
successful job performance
A
work sampling
6
Q
testing an
applicant’s ability to perform actual job behaviors,
use required skills, and demonstrate specific
knowledge of the job.
A
performance simulation tests
7
Q
occur when a potential employer
contacts previous employers to verify information
that the applicant has provided. It is important to
ask good questions in order to get the information
necessary to make a good hiring decision
A
reference checks
8
Q
background investigation include?
A
reference checks
performance simulation tests
work sampling
assessment centers
physical examinations
orientation
9
Q
type of tests?
A
Intelligence: how smart are you?
Aptitude: can you learn to do it?
Attitude: how do you feel about it?
Ability: can you do it?
Interest: do you want to do it?
10
Q
rovide standardized sets of
questions, uniform methods of recording
information, and standardized ratings of the
qualifications of applicants. If interviews are not
well structured and standardized, they can be
biased.
A
structured interviews
11
Q
are conducive to
interviewer biases: favoring applicants who share
their values, giving undue weight to negative
information, and allowing the order in which
applicants are interviewed to influence evaluations.
A
unstructured interviews
12
Q
are valuable for assessing an applicant’s
intelligence, level of motivation, and interpersonal
skills.
A
interviews
13
Q
guidelines for conducting an interview
A
a. Plan the interview
b. Establish rapport
c. Ask questions
d. Close the interview.
e. Review the interview
14
Q
Candidates who exhibit stronger nonverbal behavior
such as eye contact and energy level are perceived
as stronger by the interviewers.
A
influence of nonverbal behavior
15
Q
When an adequate candidate is
preceded by either an outstanding, or a poor
candidate, by contrast he or she looks either less
satisfactory or much better.
A
candidate order
16
Q
Anytime an interviewer is told that he or she must
hire a certain number of people within a short time
frame, poor selection decisions may be made
A
pressure to hire
17
Q
When interviewers do not have a good
understanding of the job requirements, they do not
make good selections of candidates
A
poor knowledge of job
18
Q
When an interviewer has received negative
information about candidate, through references or
other sources, he or she will almost always view the
candidate negatively.
A
negative emphasis
19
Q
This is where the interviewer jumps to a conclusion
about the candidate during the first few minutes of
the interview.
A
snap judgements
20
Q
How to Avoid Common Interviewing Mistakes
A
snap judgements
negative emphasis
poor knowledge of job
pressure to hire
candidate order
influence of nonverbal behavior
21
Q
conveys job information to the applicant in an
unbiased manner, including both positive and
negative factors
A
realistic job previews
22
Q
Intentionally creates anxiety to determine how an
applicant will react to stress on the job.
A
stress interview
23
Q
One candidate is interviewed by several
representatives of the firm.
A
board interview
24
Q
Several applicants interact in the presence of one or
more company representatives.
A
group interview
25
In a typical employment interview, the applicant
meets one-on-one with an interviewer
one on one interview
26
methods of interviewing
one on one interview
group interview
board interview
stress interview
27
derived from behaviors of successful employees are
prepared for use in rating applicant responses.
Questions asked in behavior description
interviewing are legally safe because they are job
related.
benchmark answers
28
A structured interview that uses questions designed
to probe the candidate's past behavior in specific
situations.
behavior description interviewing
29
Seek to
determine the applicant's willingness to conform to
the requirements of the job
worker requirements questions
30
Involve
situations in which an applicant may be actually
required to perform a sample task from the job.
job sample simulation questions
31
Probe the applicant's
job-related knowledge.
job knowledge questions
32
Pose a hypothetical job
situation to determine what the applicant would do
in that situation.
situational questions
33
A structured interview typically contains
four types of question:
situational questions
job knowledge questions
job sample simulation questions
worker requirements questions
34
An interview consisting of a series of job-related
questions that are asked consistently of each
applicant for a particular job is known as structured
interview
The Structured (Directive or Patterned)
Interview
35
an interview where
probing, open-ended questions are asked
The Unstructured (Nondirective) Interview
36
types of interviews
The Unstructured (Nondirective) Interview
The Structured (Directive or Patterned)
Interview
Behavior Description Interviewing
37
ill-defined
but refers to management's perception of the degree
to which the prospective employee will fit ni with,
for example, the firm's culture or value system
hiring criterion that is not
prominently mentioned in the literature
organizational fit
38
normally
observed during the interview include physical
appearance, speaking ability, vocabulary, poise,
adaptability, and assertiveness.
personal qualities
39
If an individual cannot
work well with other employees, chances for
success are slim.
interpersonal skills
40
In the absence of
significant work experience, a person's academic
background takes on greater importance
academic achievement
41
requires
determining the applicant's skills, abilities, and
willingness to handle responsibility
occupational experience
42
content of the interview
occupational experience
academic achievement
interpersonal skills
personal qualities
organizational fit
43
essential to effective
employment interviews.
interview planning
44
goal-oriented conversation in which
the interviewer and applicant exchange information.
interviews
45
The Internet is increasingly being used to test
various skills required by applicants.
internet testing
46
For many years, another means used to verify
background information has been the
honest test/polygraph tests
47
determine
whether a person carries the gene mutation for
certain diseases, including heart disease, colon
cancer, breast cancer, and Huntington's disease
genetic testing
48
necessary to ensure workplace
safety, security, and productivity.
drug and alcohol testing
49
have not been
as useful as other types of tests
emphasize
subjective interpretation, the services of a qualified
psychologist are required.
personality test
50
It indicates the occupation in which a person is most
interested and is most likely to receive satisfaction.
vocational interest test
51
It identifies a task or set of tasks that are
representative of the job.
work sample tests (simulation)
52
This sort of test is designed to measure a candidate's
knowledge of the duties of the position for which he
or she is applying.
job knowledge tests
53
This type of test is used to measure strength,
coordination, and dexterity
psychomotor abilities tests
54
It measures an individual's ability to learn, as well
as to perform a job.
cognitive aptitude test
55
It measures an individual's ability to learn, as well
as to perform a job.
cognitive aptitude test
56
types of employment tests
cognitive aptitude test
psychomotor abilities tests
job knowledge tests
work sample tests
vocational interest tests
personality tests
drug and alcohol testing
genetic testing
honest test/polygraph tests
internet testing
57
It is a test validation method to determine whether a
test measures certain traits or qualities that are
important in performing the job.
construct validity
58
It is a test validation method whereby a person
performs certain tasks that are actually required by
the job or completes a paper-and-pencil test that
measures relevant job knowledge.
content validity
59
It is determined by comparing the scores on
selection tests to some aspect of job performance. A
close relationship between the score on the test and
job performance suggests the test is valid.
criterion related validity
60
types of validation studies
criterion related validity
content validity
construct validity
61
The extent to which a test measures
what it purports to measure
validity
62
The extent to which a selection test
provides consistent results.
reliability
63
This provide a frame of reference for
comparing applicants' performance with that of
others
norms
64
This is achieved when all
individuals scoring a given test obtain the same
results.
objectivity
65
This refers to the uniformity of
the procedures and conditions related to
administering tests.
standardization
66
Characteristics of Properly Designed Selection
Tests
standardization
objectivity
norms
reliability
validity
67
is a valuable way to measure
individual characteristics. H
personnel testing
68
is a formal record of an
individual's application for employment.
application blank
69
presented with the job application
is considered as source of information that can be
used for the initial screening process.
personal resume
70
purpose of screening?
to decrease the number of
applicants being considered for selection.
71
to remove
individuals who obviously do not meet the position
requirements.
initial screening
72
Steps in the selection process
1. Initial Screening
2. Application Blank
3. Pre-employment Testing
4. Interview
5. Background Checks
6. Conditional job offer
7. Medical Exam/Drug Tests
8. Final Selection Decision
73
pre employment testing
General Intelligence Tests
• Aptitude Tests
• Personality and Interest Tests
• Achievement Tests
• Honesty Tests
74
types of interview
Unstructured interview
structured interview
mixed interview
75
Selection Criteria:
Education
2. Competencies
3. Experience
4. Skills and abilities
5. Personal characteristics.
76
permits
evaluating an employee's ability based on
performance
probationary period
77
The number of applicants for a
particular job can also affect the selection process.
applicant pool
78
Different approaches to
selection are generally taken for filling positions at
different levels in the organization
organizational hierarchy
79
The time available to
make the selection decision can have a major effect
on the selection process.
speed of decision making
80
Legislation, executive
orders, and court decisions have a major impact on
human resource management
legal consideration
81
Environmental factors affecting the selection
process
Legal consideration
speed of decision making
organizational hierarchy
applicant pool
82
refers to the relationship of the selection
tool to some relevant factor in the job.
validity
83
refers to the degree that the selection tool
measures the same thing from one time to another.
reliability
84
process of screening job applicants
to ensure that the most appropriate candidates are
hired.
selection
85
Major Sources of Potential Job Candidates
internet
internal
compant websites
employee referrals
college recruiting
advertisement
professional recruiting organization
86
Main Principles of Recruitmen
clear policy of recruitment
observation of government rules and regulation
policy of recruitment in accordance with the objectives of enterprise
impartially
flexibility
recruitment by a committee
job security
opportunity of development to the employees
87
is the process of attracting the best
qualified individuals to apply for a given job
recruitment
88
Succession analysis
Replacement charts
Transition matrix (Markov matrix)
89
Forecasting External HR Suppl
Net migration for an area
• Individuals entering and leaving the
workforce
• Individuals graduating from schools and
colleges
• Changing workforce composition and
patterns
• Economic forecasts
• Technological developments and shifts
• Actions of competing employers
• Government regulations and pressures
• Other factors affecting the workforce
90
Forecasting the Supply for Human Resources
External Supply
• Internal Supply
91
Forecasting Periods
Short-term—less than one year
• Intermediate—up to five years
• Long-range —more than five years
92
Judgmental methods
Estimates-—asking managers' opinions, topdown or bottom-up
• Rules of thumb using general guidelines
• Delphi technique-asking a group of experts
• Nominal groups —reaching a group
consensus in open discussion
93
Mathematical methods
Statistical regression analysis
• Simulation models
• Productivity factors
• Staffing ratios
94
use of information from the past and
present to identify expected future conditions.
forecasting
95
Components of an organizational capabilities
inventor
Workforce and individual demographics
• Individual employee career progression
• Individual job performance data
96
sources of information about
employces' knowledge, skills, and abilities (KSAs)
HRIS databases
97
Environment Changes Impacting HR
Govermental regulations
• Economic conditions
• Geographic and competitive concerns
(globalization, technology)
• Workforce composition
98
- is the process of studying
the environment of the organization to pinpoint
opportunities and threats.
environmental scanning
99
the
means used to anticipate and manage the supply of
and demand for human resources.
organizational objectives and strategies
100
hr planning process
forecasting
organizational need for people
survey of people available
hr strategies and plans
101
hr planning issues
Attracting and retaining qualified outsiders
• Management succession between
generations of owners
• Evolution of HR activities as business grows
• Family relationships and HR policies
• The HR Planning Process
102
Factors that determine Human Resource Plan
strategy of the organization
culture of the organization
financial environment
current organizational situation
103
benefits of hr planning
Better view of the HR dimensions of
business decisions
• Lower HR costs through better HR
management.
• More timely recruitment for anticipated HR
needs
• More inclusion of protected groups through
planned increases in workforce diversity.
• Better development of managerial talent
104
top HR executive
and subordinates gather information from other
managers to use in the development of HR
projections for top management to use in strategic
planning and setting organizational goals
hr planning responsibilities
105
steps in hr planning
Assessing current human resources
• Assessing future needs for human resources
• Developing a program to meet those future
needs
106
HRP is done at different
levels
corporate, intermediate, and operations
levels
107
Two major ways in which societal trends
affect employmen
consumer markets
labor markets
108
which affect the demand for goods and services,
consumer markets
109
which affect the supply of
people needed to produce goods and services.
labor markets
110
relatively new
management process that is being used increasingly
to help control labor costs, assess talent needs, make
informed business decisions, and assess talent
market risks as part of overall enterprise risk
management.
strategic hr planning
111
involves analyzing and forecasting the
talent that companies need to execute their business
strategy, proactively rather than reactively
hr planning
112
the process by
which managers ensure that they have the right
number and kinds of people in the right places, and
at the right times,
hr planning
113
are usually located at the
headquarters of an organization
hr specialist
114
policy-making body that serves
a policy, advisory, and regulatory purpose similar to
that of the home office HR unit of a business
central hr unit
115
500 to 5,000
employees)
medium size organization
116
under 500
employees)
smaller organization
117
procedures are collected and
put into manuals, usually called
standard operating
procedures (SOPs).
118
is a specific direction to action.
procedure or rule
119
general guide that expresses limits
within which action should occur.
policy
120
the pattern or plan that
integrates the major objectives, policies, and
procedures into a cohesive whole.
hrm strategy
121
1 HR specialist per
100 employees
true or false
true bitch
122
One study found that in the largest
headquarters unit there were ??
150 people
123
encouraged to understand the business so they can
become strategic partners with line managers
hrm units
124
have the authority to make final
decisions concerning their operations
line managers
125
typically
supports the primary functions such as marketing
and production by providing advice, counsel, and
information
staff person
126
contracting with a vendor to
perform on a recurring basis an HRM activity
previously performed by a firm, is growing in
popularity.
outsourcing
127
typically created when the number of employes
reaches 200 to 500, depending on the nature of the
organization.
hr department
128
are employed in organizations with
about 100 to 150 employees,
hr specialists
129
they are responsible for
effective utilization of at the resources at their
disposal.
operating managers
130
who are under operating managers
supervisors,
department heads, vice- presidents)
131
Who Performs HRM Activities
HR manager-specialists and operating
managers.
132
Three crucial
elements are needed for firms to be effective:
(1)
mission and strategy, (2) organizational structure,
and (3) HRM.
133
play a major role in ensuring that an
organization will survive and prosper.
hrm activities
134
described in this book in terms of such criteria and
components as performance, legal compliance,
employee satisfaction, absenteeism, turnover,
training effectiveness and return on investment,
grievance rates, and accident rates.
organizational effectiveness or ineffectiveness
135
title of chapter 2 and 3
Personnel and HRM Department in an
Organization
Human Resource Planning, Recruitment,
Selection and Placemen
