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HR Test 2 > Recruiting > Flashcards

Recruiting Flashcards

1
Q

Attempts to determine the supply and demand for various types of Human Resources to predict areas within the organization where there will be labor shortages or surpluses

A

Forecasting

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2
Q

Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year

A

Trend analysis

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3
Q

A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period

A

Transitional matrix

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4
Q

This identifies where people went and where they came from

A

Transitional matrix

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5
Q

Planned elimination of a large number of personnel with the goal of enhancing organization competitiveness

A

Downsizing

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6
Q

4 motives of downsizing

A

Reduce costs
Replace labor with technology
Mergers and acquisitions > overlap
Moving to more economical locations

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7
Q

4 concerns about downsizing

A

May result in loss of talented employees
May he cost effective in short term, but costs of hiring/training new employees (if need be) will mount
Companies that downsize often are left with a battered corporate image
Employees that remain may fear ‘being next’ or experience survivors’ guilt

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8
Q

Other sources for HR planning (4)

A

Contractors
Temporary workers
Outsourcing
Overtime and extended hours

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9
Q

Limits/eliminates costs associated with employee benefits

Not allowed to directly supervise

A

Contractors

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10
Q

Lower training costs and fresh perspectives

Role ambiguity for both incumbents and temps

A

Temporary workers

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11
Q

Capitalize on economies of scale > lower costs

Quality control concerns

A

Outsourcing

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12
Q

May work in the short term

Costly (time and a half and may increase turnover)

A

Overtime and extended hours

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13
Q

%of applicants who successfully move from one stage of the recruitment and selection process to the next

A

Yield ratio

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14
Q

By comparing the yield ratios of different recruitment sources, what can we determine?

A

Which source is the best or most efficient for the type of vacancy

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15
Q

Cost of using a particular recruitment source for a particular type of vacancy

A

Cost per hire

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16
Q

Two idealized types of HR practices

A

External market-focused

Internal market-focused

17
Q

Almost no training
Pay only for performance
Individual performance is emphasized

A

External market-focused

18
Q

Internal promotion
High levels of training
High pay for time-in-position
Commitment is emphasized

A

Internal market-focused

19
Q

Pros of internal labor market (4)

A

Positive employee reactions from hiring within organization
Quickly identify qualified applicants
Low costs
Less time to reach full productivity

20
Q

Cons of internal labor market

A

No new KSAOs brought into the organization
Small market to recruit from
Continued underrepresentation of women/minorities

21
Q

3 ways to identify current talent from an internal labor market

A

Internal posting
Performance
Managerial reviews

22
Q

How does internal posting help?

A

Helps find people who are interested

23
Q

Pros of external labor market (4)

A

Being in new KSAOs into organization
Larger number of women/minorities to draw from
Larger total labor pool to draw from
Possible new perspectives

24
Q

Cons of external labor market (4)

A

Negative reactions by internal applicants
Time consuming recruiting process
Costly search process
More time to reach full productivity

25
Q

Activity carried on by the organization with the primary purpose of identifying and attracting potential employees

A

Recruiting

26
Q

Who are frequently the ultimate decision makers when organizations are filling job vacancies?

A

HR managers

27
Q

If there is no specific employment contract saying otherwise, then employee or employer may end an employment relationship at any time

A

Employment-at-will

28
Q

4 specific recruiter behaviors that influence impressions of the organization

A

Provide timely feedback
Avoid offensive behaviors
Be perceived as competent
Diverse panel of recruiters

29
Q

6 predictors of recruiting outcomes

A

Recruiter characteristics (demographics/behaviors)
Job/organizational characteristics (pay, benefits, etc)
Perceptions of the recruitment process
Perceived fit
Perceived alternatives
Hiring expectancies

30
Q

4 recruiting outcomes

A 
Job pursuit intentions (to submit an application)
Job-organizational attraction (desire for the job)
Acceptance intentions (likelihood of accepting an offer if it came)
Job choice (actually choosing a job)
31
Q

The marketing effects uniquely attributable to the brand

A

Brand equity

32
Q

This theory states that recruiters and recruiting tactics are symbolic of broader organization characteristics

A

Signaling theory

33
Q

This is the presentation by an organization of both favorable and unfavorable job related information to job candidates

A

Realistic Job Previews (RJPs)

34
Q

These often require little more than a thorough job analysis and open discussion with incumbents (cheap!)

A

RJPs

35
Q

These programs could realize savings in reduced turnover, hiring/training costs, and productivity losses of unfulfilled position as well as increased performance, yet effect sizes are small

A

RJP programs

36
Q

Does applicant personality affect attraction to organization/job type?

A

Yes

37
Q

Using website-based self assessments, what did Dineen and Noe (2002) show?

A

How different configurations of info presented to recruits could result in leaner (cheaper) applicant pools with more valuable applicants

38
Q

Describe past experience and accomplishments positively in order to specific a perception of competence

A

Self-promotion

39
Q

Statements intended to evoke interpersonal liking and attraction between the organization representative and the candidate

A

Ingratiation

HR Test 2 (4 decks)

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