Midterms 3 Flashcards

1
Q
  • the extent to which a score from
    a test or from an evaluation is consistent and
    free from error.
A

Reliability

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2
Q

Types of Reliability

A

Test retest reliability- temporal
stability
● Alternate forms reliability- form
stability
● Internal stability- consistency of
stability
● Scorer reliability

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3
Q
  • the degree to which interferences
    from test scores are justified by the
    evidence.
A

Validity

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4
Q

Types of validity

A

Content Validity
Criterion Validity-
Concurrent Validity
Predictive Validity
Construct Validity
Face Validity
Cost Efficiency

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5
Q

extent to which
tests or test items sample the
content that they are supposed to
measure.

A

Content Validity-

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6
Q

extent to which
test score is related to some
measure of job performance

A

Criterion Validity-

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7
Q
  • form of
    criterion validity that correlates test
    scores with measures of job
    performance for employees
    currently working for an
    organization.
A

Concurrent Validity

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8
Q
  • in which test
    scores of applicants are compared
    at a later date with a measure of job
    performance.
A

Predictive Validity

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9
Q
  • a test actually measures
    the construct that it purports to measure.
A

Construct Validity

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10
Q

which a test appears to be
valid. Weakiest

A

Face Validity

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11
Q

MAKING the HIRING DECISION

A

Unadjusted top-down Decision Selection
Rules of three
Passing scores
Banding

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12
Q

● Applicants are rank-ordered on the
basis of their test score.

A

Unadjusted top-down Decision Selection

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13
Q

● Names of the top three scorers are
given to the person making the
hiring decision. This person can
then choose any of the three based
on the immediate needs.

A

Rules of three

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14
Q

● Means for reducing adverse impact
and increasing flexibility. With this
system, an organization determines
the lowest score on a test that is
associated with acceptable
performance on the job.

A

Passing scores

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15
Q

● Attempts to hire the top test scorers
while still allowing some flexibility
for affirmative.

A

Banding

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16
Q

USE of EMPLOYEE COMPARISONS,
OBJECTIVE MEASURES, or RATING

A

Rank order
Forced distribution
Graphic rating scale
Behavioral Checklists
Behaviorally Anchored Rating Scales
(BARS)
Forced Choice Rating Scales
Mixed Standards Scales
Behavioral Observation Scales (BOS)

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17
Q
  • easiest and most common of
    these method
A

Rank order

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18
Q
  • a predetermined
    percentage of employees are placed in each
    of the 5 categories.
A

Forced distribution

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19
Q
  • most common rating
    scale is the
A

Graphic rating scale

20
Q

consists of a list of
behavior, expectations, or results for each
dimension. This list is used to force the
supervisor to concentrate on the relevant
behaviors that fall under a dimension.

A

Behavioral Checklists

21
Q

ISSUES in RATING FORMS

A

Leniency Error
Central Tendency Error
Strictness Error
Halo Error
Proximity Error
Contrast Error
Recency Error
Infrequent observation

22
Q
  • which a rater consistently
    gives all employees high ratings, regardless
    of their actual levels of performance.
A

Leniency Error

23
Q
  • which a rater
    consistently rates all employees in the
    middle of their actual levels of performance.
A

Central Tendency Error

24
Q
  • which a rater consistently
    gives all employees low ratings, regardless
    of their actual levels of performance.
A

Strictness Error

25
- when a rater allows either a single attribute or an overall impression of an individual to affect the ratings that she makes on each relevant job dimension.
Halo Error
26
- when a rating made on one dimension affects the rating made on the dimension that immediately follows it on the rating scale.
Proximity Error
27
- performance rating one person receives can be influenced by the performance of a previously evaluated person.
Contrast Error
28
- performance appraisal is typically conducted once a year.
Recency Error
29
- the idea that supervisors do not see most of an employee’s behavior.
Infrequent observation
30
LEGAL REASONS to TERMINATE an EMPLOYEE
Probationary Period Inability to Perform Economically Caused Reduction in Force (Layoffs)
31
- employees are given a probationary period in which to prove that they can perform well.
Probationary Period
32
- employees can also be terminated for an inability to perform the job.
Inability to Perform
33
employees can be terminated if it's in the best economic interest of an organization to do so.
Economically Caused Reduction in Force (Layoffs)-
34
● the “systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance”
Training
35
DETERMINING TRAINING NEEDS
Needs Analysis Organizational Analysis Task Analysis Person Analysis
36
- focus on the goals the organization wants to achieve, the organization’s ability to conduct training and the extent to which employees are willing and able to be trained.
Organizational Analysis
37
- the tasks performed by each employee, the conditions under which these tasks are performed, and the competencies (knowledge, skills, abilities) needed to perform the tasks.
Task Analysis
38
- which employees need training and in which areas. based on the recognition that not every employee needs further training for every task ●
Person Analysis
39
PROVIDING INDIVIDUAL TRAINING
Programmed Instruction Computer Based or Web-based Programmed Instruction On-the-job Training Job Rotation Apprentice Training
40
- using Books, Videos, or Interactive Video
Programmed Instruction
41
- informal training that works best for teaching skills that require supervision to learn, are best learned through repetition, and benefit from role modeling
On-the-job Training
42
employee performs several different jobs within an organization
Job Rotation-
43
- typically found in crafts and trades such as carpentry and plumbing.
Apprentice Training
44
● experienced employees working with new employees.
Coaching
45
- a veteran in the organization who takes a special interest in a new employee and helps him not only to adjust to the job but also to advance in the organization. Typically, mentors are older and at least one level or position above the employee being mentored.
Mentoring
46
● If a firefighter is learning to perform CPR, he must overlearn the task through constant practice.
Overlearning