I/O

Question 1

A realistic job preview is most important for

Answer 1

A realistic job preview involves providing job applicants with accurate information about the job and the organization. Research on realistic job previews has confirmed that they help reduce turnover which, in turn, reduces costs related to selection and training.

Question 2

Multiple regression is a compensatory technique

Answer 2

Multiple regression is a compensatory technique for combining test scores. When using this technique, a low score on one test can be offset (compensated for) by a high score on another test.

Question 3

Meta-analyses conducted in the past 10 to 20 years suggest that, across jobs and organizations, the best predictor of job performance is

Answer 3

Although the research is far from consistent, the meta-analyses of the research suggest that the general mental (cognitive) ability tests outperform most other predictors across jobs and organizations.

Question 4

The personnel director where you work is reluctant to use the selection test you’ve developed because its validity coefficient is only .35. Your best argument for using this test is that

Answer 4

A predictor’s incremental validity (decision-making accuracy) is affected by its validity coefficient, the selection ratio, and the base rate. A predictor with a low validity coefficient can improve decision-making accuracy when the selection ratio is low (e.g., 1:50) and the base rate is moderate (around .50).

Question 5

Use of a selection test produces a hiring rate of 55% for applicants from racial/ethnic minority groups and a hiring rate of 75% for applicants from the majority group. Based on these figures, you can use the 80% rule to determine which of the following

Question 6

Use of a selection test produces a hiring rate of 55% for applicants from racial/ethnic minority groups and a hiring rate of 75% for applicants from the majority group. Based on these figures, you can use the 80% rule to determine which of the following?

Answer 6

The 80% rule is used to determine if use of a selection test or other employment procedure results in discrimination against members of a minority group (i.e., whether it is having an adverse impact). In this situation, 80% of 75% is 60% (.80 X .75 = .60). Thus, the hiring rate for applicants from racial/minority groups would need to be 60% to show that the test is not having an adverse impact. Since the hiring rate is below 60%, the 80% rule is demonstrating that the test does have an adverse impact on applicants from racial/minority groups.

Answer A: Differential validity is another cause of adverse impact. Differential validity occurs when there is a significant difference in the validity coefficients obtained for subgroups, and the correlations found in one or both of the groups are significantly different from zero. Although differential validity is another cause of adverse impact, it is not calculated using the 80% rule as described in the question.

Question 7

Performance assessments

Answer 7

Performance assessments are most often conducted in organizations to facilitate decisions about employee raises and bonuses and provide employees with feedback about their performance, but they are also used to help determine training needs, make decisions about promotions, and validate selection procedures.

Question 8

job analysis

Answer 8

is a systematic method for collecting the information needed to describe job requirements. Its results serve as the basis for developing criterion measures and also provide information that facilitates recruitment, selection, workforce planning, training program design, and performance management.

Job analysis results also provide the basis job redesign, and help identify the causes of accidents and other safety-related problems

Question 9

Methods of Job Analysis:

Answer 9

Job-oriented methods provide information about the characteristics of the tasks that are performed on the job, while worker-oriented methods provide information about the knowledge, skills, abilities, and other characteristics (“KSAOs”) that a worker needs to perform the job successfully.

Question 10

The Position Analysis Questionnaire (PAQ)

Answer 10

It is completed by the job holder, the supervisor, or a job analyst and provides quantitative information on six dimensions of worker activity (e.g., information input, work output, interpersonal activities).

In contrast to job-oriented methods, the PAQ and other worker-oriented methods produce data that are more helpful for designing training programs and deriving criterion measures that provide useful employee feedback.