HRM 5 and 6 Flashcards
The process of identifying qualified individuals and labor markets from which to recruit.
Sourcing
Activities that affect either the number or type of people willing to apply for and accept job offers.
Recruiting
A person actively looking for information about job opportunities.
Active Job Seeker
A person at least somewhat interested in finding a new job, but who inconsistently looks for one.
Semi-Passive Job Seeker
Someone not actively looking for a new job but could be tempted by the right opportunity.
Passive Job Seeker
Locates talent currently working for the company that would be a good fit with another position.
Internal Recruiting Source
Locates people looking for work outside of the organization.
External Recruiting Source
The ongoing process of preparing employees to assume other positions within the organization.
Succession Management
Communicate information about internal job openings to employees.
Internal Job Posting Systems
Proactively searching the Internet to locate semi-passive and passive job seekers with the characteristics and qualifications needed for a position.
Internet Data Mining
A place where multiple employers and recruits meet to discuss employment opportunities.
Job Fair
Opening a location in another country or outsourcing work to an existing company abroad.
Offshoring
Watching people work in similar jobs for other companies to evaluate their potential fit with your organization.
Observation
Websites that help job seekers and employers find one another.
Online Job Board
A searchable database of pre-screened resumes.
Resume Database
An independent company that specializes in the recruitment of talent.
Search Firm
People who apply for a job based on a sign on company property.
Walk-in
Positive or negative unintended consequences of recruiting activities.
Recruitment Spillover Effects
Software that helps manage the recruiting process.
Applicant Tracking System
Metrics that track how efficiently a firm is hiring.
Efficiency-Oriented Recruiting Metrics.
Recruiting metrics that track recruiting processes and outcomes that influence the organization’s performance, competitive advantage, or strategic execution.
Strategic Recruiting Metrics
Presenting both positive and negative information about a job in an objective way.
Realistic Job Preview (RJP)
A person’s general impression of an organization based on both feelings and fact.
Organizational Image
An organization’s reputation as an employer.
Employer Image
A symbolic picture of all the information connected to a company or a product, including its image.
Brand
Summary of what an employer offers to employees.
Employer Brand
The hiring process of gathering and evaluating the information used for deciding which applicants will be hired.
Selection
The fit between a person’s abilities and the job’s demands and the fit between a person’s desires and motivations and the jobs attributes and rewards.
Person-Job Fit
Match between an individual and his or her workgroup and supervisor.
Person-Group Fit
The fit between an individual’s values, attitudes, and personality and the organization’s values, norms, and culture.
Person-Organization Fit
Assessment method that reduces the pool of applicants to a group of job candidates.
Screening Assessment Method
Assessment method used to evaluate job candidates which will help identify whom to hire.
Evaluative Assessment Methods
Assessment method used for determining whether a candidate has a job offer if they pass.
Contingent Assessment Methods
Written information about skills and education, job experience, and other relevant job information.
Job Application
Assesses general mental abilities including reasoning, logic, and perceptual abilities.
Cognitive Ability Test
Assesses visual, auditory, and speech perception.
Sensory Test
Assesses strength, physical dexterity, and coordination.
Psychomotor Test
Assesses attitudes and experiences related to reliability, trustworthiness, honesty, and moral character.
Integrity Test
Measures the knowledge required of a job.
Job Knowledge Test
Situation in which varying questions are asked across interviews, and there are usually no standards for evaluating answers.
Unstructured Interview
Uses consistent, job-related questions with predetermined scoring keys.
Structured Interview
Uses information about what the applicant has done in the past to predict future behaviors.
Behavioral Questions
The candidate is given a business situation or problem and asked to present a well-thought-out solution.
Case Question
Ask how the applicant might react to hypothetical situations.
Situational Interview Questions
Evaluates the performance of factual or simulated work tasks.
Work Sample
A type of work sample that gives candidates actual job tasks to perform or simulates critical events that might occur to assess how well candidates handle them.
Simulation
Assesses factors including personal and credit characteristics, criminal history, and reputation.
Background Check
When candidates must receive a passing score on an assessment before being allowed to continue in the selection process.
Multiple Hurdle Approach
When high scores on some assessments can compensate for low scores on other assessments.
Compensatory Approach
The perceived fairness of the hiring outcomes.
Distributive Fairness
The perceived fairness of the policies and procedures used to determine the outcome when hiring.
Procedural Fairness
The degree of respect and the quality of the interpersonal treatment received during the hiring process.
Interactional Fairness
