Recruiting

Question 1

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

Answer 1

Forecasting

Question 2

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

Answer 2

Trend analysis

Question 3

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

Answer 3

Transitional matrix

Question 4

This identifies where people went and where they came from

Answer 4

Transitional matrix

Question 5

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

Answer 5

Downsizing

Question 6

4 motives of downsizing

Answer 6

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

Question 7

4 concerns about downsizing

Answer 7

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

Question 8

Other sources for HR planning (4)

Answer 8

Contractors
Temporary workers
Outsourcing
Overtime and extended hours

Question 9

Limits/eliminates costs associated with employee benefits

Not allowed to directly supervise

Answer 9

Contractors

Question 10

Lower training costs and fresh perspectives

Role ambiguity for both incumbents and temps

Answer 10

Temporary workers

Question 11

Capitalize on economies of scale > lower costs

Quality control concerns

Answer 11

Outsourcing

Question 12

May work in the short term

Costly (time and a half and may increase turnover)

Answer 12

Overtime and extended hours

Question 13

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

Answer 13

Yield ratio

Question 14

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

Answer 14

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

Question 15

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

Answer 15

Cost per hire

Question 16

Two idealized types of HR practices

Answer 16

External market-focused

Internal market-focused

Question 17

Almost no training
Pay only for performance
Individual performance is emphasized

Answer 17

External market-focused

Question 18

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

Answer 18

Internal market-focused

Question 19

Pros of internal labor market (4)

Answer 19

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

Question 20

Cons of internal labor market

Answer 20

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

Question 21

3 ways to identify current talent from an internal labor market

Answer 21

Internal posting
Performance
Managerial reviews

Question 22

How does internal posting help?

Answer 22

Helps find people who are interested

Question 23

Pros of external labor market (4)

Answer 23

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

Question 24

Cons of external labor market (4)

Answer 24

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

Question 25

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

Answer 25

Recruiting

Question 26

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

Answer 26

HR managers

Question 27

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

Answer 27

Employment-at-will

Question 28

4 specific recruiter behaviors that influence impressions of the organization

Answer 28

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

Question 29

6 predictors of recruiting outcomes

Answer 29

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

Question 30

4 recruiting outcomes

Answer 30

``` 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) ```

Question 31

The marketing effects uniquely attributable to the brand

Answer 31

Brand equity

Question 32

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

Answer 32

Signaling theory

Question 33

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

Answer 33

Realistic Job Previews (RJPs)

Question 34

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

Answer 34

RJPs

Question 35

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

Answer 35

RJP programs

Question 36

Does applicant personality affect attraction to organization/job type?

Answer 36

Yes

Question 37

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

Answer 37

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

Question 38

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

Answer 38

Self-promotion

Question 39

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

Answer 39

Ingratiation