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TOS I/O Psych > Module 9: Staffing/Workforce Planning > Flashcards

Module 9: Staffing/Workforce Planning Flashcards

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1
Q

Staffing

A

+ determining what type of people should be hired, recruiting prospective employees, selecting employees, setting performance standards, compensating employees, evaluating performance, counselling, training, and developing employees
+ execution of the plans from Manpower Planning
+ deciding what positions the firm will have to
fill and how to fill them
+ identify and address the gaps between the employer’s workforce today, and its projected workforce needs

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2
Q

Trend Analysis

A

studying variations in the firm’s employment levels over the past few years

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3
Q

Ratio Analysis

A

+ means making forecasts based on the historical ratio between (1) some causal factor and; (2) the number of employees required
+ assumes that things like productivity remains about the same

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4
Q

Scatter Plot

A

shows graphically how two variables, such as sales and your firm’s staffing levels, are related

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5
Q

Managerial Judgment

A

+ to adjust the forecast
+ forecasting starts within the organization (Internal Recruitment)

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6
Q

Personnel Replacement Charts

A

+ show the present performance and promotability for each position’s potential replacement
+ managerial judgment

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7
Q

Markov Analysis

A

+ mathematical process to forecast availability of internal job candidates
+ managerial judgment

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8
Q

Job Analysis

A

+ systematic process for collecting and analyzing information about a job
+ job Analysis is the cornerstone of personnel selection

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9
Q

What factors are analyzed in a job analysis?

A

a. Tasks or work activity
b. KSAOs
c. Level of Job Performance
d. Workplace Characteristics

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10
Q

What is important to remember when it comes to job analysis?

A

Every essential knowledge, skill, and ability
identified in the job analysis that is needed on the first day of the job should be tested, and every test must somehow relate to the job analysis

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11
Q

Recruitment

A

attracting people with right qualifications to apply for the job

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12
Q

Internal Recruitment

A

within the org, enhance employee morale and motivation; done thru Job Postings or rehiring a employee who already left the organization

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13
Q

External Recruitment

A

recruitment outside the organization

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14
Q

Recruiting Yield Pyramid

A

gauge the staffing issues it needs to address

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15
Q

Schneider’s Attraction-Selection-Attrition (ASA) Framework

A

proposes that the three interrelated processes of attraction-selection-attrition determine the kind of people in an organization, and consequently defines the organization’s culture, structures and processes

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16
Q

What are the three processes of Schneider’s ASA Framework?

A

+ Similar people are selected and attracted by organizations, while dissimilar people are likely to leave these organizations due to attrition
+ Individuals are attracted to orgs whose members are similar to themselves in terms of personality, values, interests, and other attributes. And so, orgs select those who possess similarities to their existing members
+ People find orgs differentially attractive as a function of their implicit judgment of the alignment between those of the org’s goals and their own personalities

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17
Q

Selection

A

refers to the formal and informal procedures used by companies in the recruitment and hiring people with attributes they desire

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18
Q

Attrition

A

people leaving the organization

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19
Q

What are ways to reach people?

A
  1. Media Advertisement
  2. Employee Agencies and Search Firms
  3. Employee Referrals
  4. Direct Mail
  5. Internet
  6. Job Fairs
  7. Nontraditional Population
  8. Passive Applicants
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20
Q

Media Advertisements

A

Newspaper Ads, Blind Box, Electronic Media, Situation-Wanted Ads, Point-of- Purchase Methods, Recruiters

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21
Q

Employee Agencies

A

outsourced agencies that helps the company for recruitment

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22
Q

Executing Search Firms

A

the jobs they represent tend to be higher-paying, non-entry level positions

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23
Q

Public Employment Agencies

A

designed primarily to help the unemployed find work, but they often offer services such as career advisement and resume preparation

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24
Q

Employee Referrals

A

+ current employees recommend someone for hiring
+ most effective but at risk for possible discrimination

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25
Q

Direct Mail

A

an employer obtains a mailing list and send help-wanted letters or brochures to people through the mail

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26
Q

Internet

A

employer-based websites, internet recruiters

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27
Q

Job Fairs

A

designed to provide information in a personal fashion to as many applicants as possible

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28
Q

Nontraditional Population

A

developing recruitment strategies for minorities, inmates, PWDS etc.

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29
Q

Passive Applicants

A

recruiters try to find ways to identify hidden talent and convince them to apply for a job with their company

e.g., kpop casting managers

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30
Q

Interviews

A

most commonly used method to select
employees

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31
Q

Kinds of Questions in an Interview

A
  1. Clarifiers
  2. Disqualifiers
  3. Skill-Level Determiners
  4. Future-Focused Questions/Situational Questions
  5. Past-Focused Questions/Patterned Behavior Description Interviews/Behavioral Questions
  6. Organizational-Fit Questions
32
Q

Clarifiers

A

allow the interviewer to clarify information in the resume, cover letter, and application, fill in gaps, and obtain necessary information

33
Q

Skill-Level Determiners

A

tap an interviewee’s level of expertise

34
Q

Disqualifiers

A

questions that must be answered a particular way or the applicant is disqualified

35
Q

Future-Focused Questions/Situational
Questions

A

ask what they would do in a particular situation

36
Q

Past-Focused Questions/Patterned Behavior Description Interviews/Behavioral Questions

A

focused on previous behavior

37
Q

Organizational-Fit Questions

A

tap the extent to which the applicant will fit into the culture of an organization or with the leadership of a particular supervisor

38
Q

Structures of Interviews.

A
  1. Structured
  2. Unstructured
39
Q

Structured

A

+ source is job analysis, all participants
are asked with the same questions and there is a standardized scoring key
+ more reliable and valid

40
Q

Unstructured

A

freely asking anything they want

41
Q

Concepts of Unstructured Interviews

A
  1. Primacy Effects
  2. Contrast Effects
  3. Negative-Information Bias
  4. Interviewer-Interviewee Similarity
42
Q

Primacy Effects

A

first impression affected the evaluation

43
Q

Contrast Effects

A

the interview performance of one applicant may affect the interview score given to the next applicant

44
Q

Negative-Information Bias

A

negative information apparently weighs more heavily that positive information

45
Q

Interviewer-Interviewee Similarity

A

interviewee will receive a higher score if she is similar to the interviewer in terms of personality, attitude, gender, or race

46
Q

Styles of Interview

A
  1. One-on-One
  2. Serial
  3. Return
  4. Panel
  5. Group
  6. Serial-Panel-Group
47
Q

One-on-One Interview

A

one interviewer, one applicant

48
Q

Serial Interview

A

series of single interviews

e.g., first interview with recruitment manager, then HR head, to immediate supervisor, then CEO

49
Q

Return Interview

A

similar to serial interviews with difference being a passing of time between the first and subsequent interviews

e.g., returning the next day for another interview

50
Q

Panel Interview

A

multiple interviewers, one applicant

51
Q

Group Interview

A

multiple applicants were interviewed at the same time

52
Q

Serial-Panel-Group Interview

A

series of panel and group interviews

53
Q

Medium of Interviews

A
  1. Face-to-Face
  2. Telephone
  3. Videoconference
  4. Written
54
Q

Face-to-Face Interview

A

both the applicant and interviewer are at the same room

55
Q

Telephone Interview

A

often used to screen applicants but do not allow the use of visual cues

56
Q

Videoconference Interview

A

the applicant and the interviewer can hear and see each other, but the interview is remote

57
Q

Written Interview

A

involve the applicant answering a series of written questions

58
Q

Resume

A

+ summaries of an applicant’s professional and educational background
+ views as a history of your life or an
advertisement of your skills

59
Q

Types of Resumes

A
  1. Chronological
  2. Functional
  3. Psychological
60
Q

Chronological Resume

A

lists previous jobs in order from the most to least recent

61
Q

Functional Resume

A

organizes jobs based on skills required to perform them rather than the order they were worked

62
Q

Psychological Resume

A

contains the strengths of both chronological and functional styles

63
Q

Averaging versus Adding Model of Impression Formation

A

implies that activity quality is more important than quantity

64
Q

Taylor-Russell Tables

A

designed to estimate the percentage of future employees who will be successful in the job if an organization uses a particular test

65
Q

Proportion of Correct Decisions

A

the only info needed is employee test scores and scores on criterion

▪ Type 1 Error: False Positive (Q3)
▪ Type II Error: false negative (Q1)
▪ True Positive (Q2)
▪ True Negative (Q4)

66
Q

Lawshe Tables

A

probability that a particular applicant will be successful (Content Validity Ratio)

67
Q

Brogden-Cronbach-Gleser Utility Formula

A

computing the amount of money an organization would save if it used the test to select employees

68
Q

Top-Down Selection

A

applicants are rank-ordered on the basis of their test scores

69
Q

Rule of Three

A

the names of top three scorers are given to the person making the hiring decision

70
Q

Passing Scores

A

determines the lowest score on a test that is associated with acceptable performance on the job

71
Q

Multiple-Cutoff Approach

A

+ the applicants would be administered all of the test at one time
+ simultaneous

72
Q

Multiple-Hurdle Approach

A

+ applicant is administered one test at a time
+ one at a time

73
Q

Banding

A

attempts to hire the top scorers while allowing some flexibility for affirmative action

74
Q

Leading

A

getting others to get the job done, maintaining morale, and motivate subordinates

75
Q

Controlling

A

setting standards such as sales quota, quality standards, or production levels, checking to see how actual performance compared with the standards, taking corrective action as needed

TOS I/O Psych (16 decks)

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