Lecture 2 Flashcards
job design
the process of improving organizational effiency and employee satisfaction through technological and human considerations
work simplification
an approach to job design that involves assigning most of the administrative aspects of work such as planning and organizing to supervisors and managers, while giving lower level employees narrowly defined tasks to perform according to methods established and specified by management
industrial engineering
a field of study concerned with analyzing work methods; making work cycles more efficient by modifying, combining, rearranging, or eliminating tasks; and establishing time standards
job enlargement (horizontal loading)
a technique to relieve monotony and boredom that involves assigning workers additional tasks at the same level of responsibility to increase the number of tasks they have to perform
job enrichment (vertical loading)
any effort that makes an employee’s job more rewarding or satisfying by adding more meaningful tasks and duties
human capital theory
the accumulation of firm-specific knowledge and experience involves a joint investment by both the employee and employer; therefore both parties benefit from maintaing a long-term relationship
nepotism
a preference for hiring relatives of current employees
construct validity
degree to which a test is an accurate measure of the construct it purports to measure
criterion-related validity
degree to which scores on a test are related to a specific outcome
content validity
degree to which a test covers all facets of a given construct
face validity
degree to which a test is subjectively viewed as measuring what it is supposed to measure –> low if applicant doesnt understand relevancy of test
selection ratio
the ratio of the number of applicants hired to the total number of applicants
multiple-hurdle strategy
An approach to selection involving a series of successive steps or hurdles. only candidates clearing the hurdle are permitted to move on to the next step.
reliability
the degree to which interviews, tests, and other selection procedures yield comparable data over time; in other words, the degree of dependability, consistency, or stability of the measures used
validity
the accuracy with which a predictor measures what it is intended to measure
differential validity
confirmation that the selection tool accurately predicts the performance of all possible employee subgroups, including white males, women, visible minorities, persons with disabilities, and aoriginal people
management assessment centre
a comprehensive, systematic procedure used to assess candidates’ management potential that uses a combination of realistic exercises, management games, objectives testing, presentations, and interviews
contrast or candidate-order error
an error of judgment on the part of the interviewer because of his or her having interviewed one or more very good or very bad candidates just before the interview in question
statistical strategy
a more objective technique used to determine which candidate the job should be offere to; involves identifying the most valid predictors and weighting them through statistical methods, such as multiple regression (basically, top score overall wins)
openness
imaginative, inventive, curious, insightful
conscientiousness
efficient, organized, reliable, prompt, punctuality
extraversion
outgoing, energetic, assertive, talkative
agreeableness
friendly, compassionate, cooperative,considerate
neuroticism/emotional stability
moody, tense, nervous, irritable
test re-test reliability
test administered at different points in time for the same individual should yield similar results
inter rater reliability
external radars assessing a given candidate, if judged by multiple people should yield similar scores. i.e. coworker and supervisor scores for an individual should be similar
