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Nipissing U > Recruitment and Selection- Final > Flashcards

Recruitment and Selection- Final Flashcards

1
Q

Job Analysis

A

Systematic study of a job, ensures accurate representation of skills, effort, responsibility, and working conditions

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2
Q

Job evaluation

A

Using job analysis data to establish the worth/value of a job. Used to establish compensation rates.

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3
Q

Job

A

A collection of positions that are similar in their significant duties

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4
Q

Position

A

A collection of duties assigned to individuals in an organization at a given time

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5
Q

Job family

A

A set of different but related jobs that rely on the same set of KSAOs

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6
Q

Subject matter experts (SME)

A

People who are most knowledgeable about a job and how its currently performed; generally job incumbents and their supervisors

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7
Q

Work oriented job analysis

A

Job analysis focused on work results and a listing of the various tasks performed to achieve these results

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8
Q

Worker oriented job analysis

A

Job analysis focused on the overall elements of the job and listing visual, interpersonal, sensory, intellectual, and physical requirements

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9
Q

Job analysis techniques

A

Interviews
direct observation
Structured job analysis questionnaires and inventories
position analysis question
task inventories
functional job analysis

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10
Q

Interviews

A

Most common technique. Time consuming and expensive

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11
Q

Direct Observations

A

Job shadowing. Incumbent may alter behaviour

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12
Q

Structured Job analysis questionnaires

A

Incumbent or supervisor responds to pre-set questions. Has to be easy to read and understand

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13
Q

Position analysis question

A

Focuses on overall job behaviours. Worker oriented, too difficult to read and understand

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14
Q

Task inventories

A

Work-oriented surveys that break down jobs into their component task

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15
Q

Functional job analysis

A

Difference between what is done and what is accomplished. Clearly details what an employee does and the outcome their actions

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16
Q

Job analysis techniques

A

Worker traits inventories, threshold traits analysis system, fleishman job analysis survey (F-JAS), job element method

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17
Q

Competencies

A

Groups of related behaviours that are needed for successful job performance in an organization. Used to identify the KSAOs that distinguish superior performers

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18
Q

Core competencies

A

Characteristics that every member of an organization regardless of position, function, level of responsibility or job is expected to possess

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19
Q

Functional competencies

A

Shared characteristics by different positions within an organization

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20
Q

Competency dictionary

A

Lists all the competencies that are required by an organization to achieve its mandate

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21
Q

Competency profile

A

A set of proficiency ratings related to a function, job, or employee

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22
Q

Job performance

A

Actions or behaviours related to the job that can be observed

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23
Q

Job performance domains

A

job tasks behaviours (direct contributions)
contextual behaviours (contribute to the organizational culture)
counterproductive behaviours (work against the organization’s expectations)

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24
Q

Performance dimensions

A

Sets of related behaviours that are derived from an organization’s goals and linked to successful job performance

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25
Q

A multidimensional model of job performance

A

John Campbell attempted to specify a theory of work performance. Job behaviours fall into 8 performance dimensions

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26
Q

8 Performance dimensions

A

-job specific task proficiency
-non-job specific task theory
-written and oral communication task proficiency
-demonstrating effort
-maintaining personal discipline
-facilitating peer and team performance
-supervision/leadership
-management/administration

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27
Q

Job Task behaviours

A

-job-specific behaviours
-non-job specific behaviours
-leadership/supervision
-management/admin

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28
Q

Contextual behaviours

A

-communication proficiency
-demonstrating effort
-facilitating peer and team performance

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29
Q

Counterproductive behaviours

A

maintaining personal discipline

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30
Q

Contextual performance

A

The activities or behaviours that are not part of a worker’s formal job description but remain important for organizational effectiveness

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31
Q

Categories of contextual performance

A

-persisting with enthusiasm and extra effort
-volunteering to carry out activities not part of the job
-helping + cooperating
-following rules and procedures
-endorsing, supporting, and defending organizational objectives

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32
Q

Individual factors that can influence job performance

A

Declarative knowledge (understanding facts and rules), procedural knowledge and skills (cognitive, physical, interpersonal, and self-discipline), motivation

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33
Q

effective performance measures

A

relevant, reliable, practical

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34
Q

Criterion relevance

A

Does it capture behaviours that constitute job performance?

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35
Q

Criterion deficiency

A

Are job performance behaviours not being measured by the criterion?

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36
Q

Criterion contamination

A

Is the criterion measuring behaviours that are not part of the job performance?

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37
Q

Ultimate measures

A

one single measure of job performance

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38
Q

Global vs. multiple measures

A

Global: good for overall assessment
Multiple: more accurately reflects complexity of work

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39
Q

Composite vs. multiple measures

A

importance of one criteria heavily outweighs others

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40
Q

consistency job performance

A

Training vs job proficiency criteria
typical vs max job performance
dynamic vs stable criteria

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41
Q

Types of performance measures

A

Objective and subjective

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42
Q

Types of rating errors

A

-leniency
-severity
-central tendency
-halo

43
Q

Reducing rating errors

A

-relative rating systems
-rank order
-paired comparisons
-forced distribution
-relative percentile method
-absolute rating systems

44
Q

Improving ratings through:

A

rater training, rater accountability

45
Q

Who does the rating

A

supervisors, peers, subordinate, self, clients, 360 or multi-source feedback

46
Q

Nontraditional methods for measuring performance

A

Job knowledge/skill testing & hands-on testing and simulation

47
Q

People apply for jobs based on:

A

Their interest in the job, their beliefs in the KSAOs

48
Q

Recruitment

A

an outcome of HR planning which takes into consideration internal + external factors and job + organizational analysis

49
Q

The formation of job expectations

A

organizational context
an individual’s interests and values
individual’s job search
corporate image

50
Q

Recruitment strategy

A

seen as a part of a staffing system where internal decisions influence how staffing occurs

51
Q

External recruitment factors

A

The labour market, the legal environment

52
Q

Internal recruitment factors

A

business plan
job level and type
recruiting strategy and organizational goals
describing the job

53
Q

Internal recruitment sources

A

internal postings
replacement charts
HR resource information systems
nominations

54
Q

External recruitment sources

A

Job advertisements (AIDA formula)
walk-ins
employment agencies
educational institutions
internet

55
Q

Job description

A

A written description of what job occupants are required to do, how do to it, and rationale for required procedures

56
Q

Job specification

A

The knowledge, skills, abilities and other attributes or competencies needed by a job incumbent to perform well

57
Q

National Occupational Classification systems (NOC)

A

Systematically describes occupations in the Canadian labour market based on extensive occupational research and is available at the employment and social development Canada website

58
Q

Practicality

A

The degree to which a criterion measure is available, plausible, and acceptable to organizational decision making

59
Q

Effective recruitment and selection practices are:

A

minimum KSAOs established by job analysis
valid measures
reliable measures
complying with legislation

60
Q

Reliability

A

The degree to which observed scores are free from random measurement errors.

61
Q

Factors that introduce error into any set of measurements

A

temporary individual characteristics
lack of standardization
chance

62
Q

Measures for estimating reliability

A

Test and retest
alternate forms
internal consistency
inter-rater reliability

63
Q

Validity

A

The degree to which accumulated evidence and theory support specific interpretations of test scores in the context of the test’s proposed use.

64
Q

Validation Strategies

A

Construct and content validity provide evidence based on test content
Criterion validity provides evidence based on relationships to other variables

65
Q

Factors affecting validity coefficients

A

Range restriction (homogeneity of group)
measurement error
sampling error (smaller samples)

66
Q

Bias

A

systematic errors in measurement or inferences made from measurements. Related to identifiable group membership characteristics (age, race, sex)

67
Q

Four legal sources that affect Canadian R&S

A

Constitutional law
human rights law
employment equity legislation
labour law

68
Q

4 designated employment equity groups

A

women
visible minorities
aboriginal people
people with disabilities

69
Q

Adverse effect discrimination

A

employer unintentionally has a process or policy that negatively impacts members of a protected group

70
Q

Adverse impact

A

occurs when the selection rate for a protected group is lower than that for the relevant comparison group

71
Q

Bonafide Occupational requirement (BFOR)

A

discriminatory employment practice that is defendable based upon reasonable requirements. Must demonstrate that is it is impossible to accommodate the individual.

72
Q

Reasonable accommodation

A

employer must change discriminatory practices to meet needs of protected groups

73
Q

Undue hardship

A

When discrimination has occurred, the employer is under a duty to accommodate the individual. Consideration is given to:
financial cost
collective agreement
impact on other employees
flexibility of work force
risk

74
Q

Screening

A

First stage of the selection pool used to narrow down the selection pool. Identifies candidates with minimum qualifications.

75
Q

Selection ratio

A

proportion of applicants for one or more positions who are hired

76
Q

False positives

A

Strong pre-selection scores but poor performers

77
Q

False negatives

A

Weak pre-selection scores but strong performers

78
Q

Weighted application blanks

A

method for quantitatively combining information from application blank items by assigning weights reflecting each item’s value in job success

79
Q

Biographical information blank

A

pre-selection questionnaire that asks applicants to provide job-related information on their personal background and life experiences

80
Q

Interviews

A

Most popular selection device in North America. Criticism of poor validity and reliability. Can be improved by developing questions based on job analysis

81
Q

Psychological testing

A

a standardized procedure used to obtain an assessment of a person’s psychological construct and to describe that construct with the aid of some measurement scale

82
Q

Abilities

A

The enduring, general traits or characteristics on which people differ

83
Q

Skill

A

an individual’s degree of proficiency or competency on a given task

84
Q

Aptitude

A

A specific, narrow ability or skill that may be used to predict job performance

85
Q

Cognitive abilities

A

related to intelligence or intellectual abilities, strong predictor of job performance and training success

86
Q

Physical fitness & medical examination

A

Should be administered only after the applicant has been given an offer of employment conditional on the applicant passing the test

87
Q

Big Five personality test

A

tests on openness to experience, conscientiousness, extraversion, agreeableness, and emotional stability.

88
Q

Assessment centres

A

ability and aptitudes test, personality test, situational exercises and interviews

89
Q

Structured interviews

A

used to increase predictive validity and reliability

90
Q

Situational interviews

A

highly structured interviews in which hypothetical situations are described and applicants are asked what they would do. Use of a scoring guide to evaluate each answer

91
Q

Comprehensive structured interviews

A

Highly structured interview consisting of a combination of situational interview, job knowledge, job simulation and worker characteristic questions

92
Q

Behavioural description interview

A

A structured interview in which the applicant is asked to describe what he or she did in given situations in the past

93
Q

Implicit errors

A

Personal beliefs that are held about how people or things function without objective evidence and often without conscious awareness

94
Q

Techniques for collecting information

A

statistical & judgemental

95
Q

Techniques for combining information

A

Statistical combination & judgemental combination

96
Q

Pure judgement approach

A

judgemental data are combined in a judgement manner

97
Q

Trait rating approach

A

judgemental data are combined statistically

98
Q

Profile interpretation

A

Statistical data is combined in a judgemental manner

99
Q

Judgemental composite

A

judgemental data and statistical data are combined in a judgemental manner

100
Q

Pure statistical approach

A

statistical data are combined statistically

101
Q

Statistical composite

A

Judgemental data and statistical data are combined statistically

102
Q

Incremental validity

A

The value in terms of increased validity of adding a particular predictor to an existing selection system

103
Q

Cut-off score

A

A threshold; those scoring at or above the cut-off score pass, those scoring below fail

104
Q

Utility analysis

A

A decision-making procedure used to evaluate selection systems

Nipissing U (15 decks)

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