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CHRP - Labour Relations > Recruitment & Selection - Definitions > Flashcards

Recruitment & Selection - Definitions Flashcards

1
Q

Talent Management

A

An organization’s commitment to recruit, retain and develop the most talented and superior employees

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2
Q

HRIS

A

A computer-based system that tracks employee data, the needs of HR, and the requirements and competencies needed for different positions

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3
Q

Recruitment

A

The generation of an applicant pool for a position or job in order to provide the required number of candidates for a selection or promotion program

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4
Q

Selection

A

The choice of job candidates from a previously generated applicant pool in a way that will meet management goals and objectives, and legal requirements

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5
Q

KSAO’s (Recruitment

A

The employer must identify the KSAOs that are required for job success, and measure there KSAOs of all job applicants.

  • Knowledge
  • Skills
  • Abilities
  • Other Attributes
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6
Q

Constructs

A

Ideas or concepts constructed to explain relationships between observations. Constructs are collections of related behaviour

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7
Q

Variables

A

How something or someone varies on the construct of interest. Variables allow you to make statements about constructs

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8
Q

Reliability (Candidate Testing)

A

The degree to which observed scores are free from random measurement errors. It’s an indicator of the stability or dependability of a set of measurements over repeated applications of the measurement procedure

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9
Q

True Score

A

The average score that an individual would earn on an infinite number of tries on the same test (or parallel versions of the same test)

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10
Q

Error Score

A

The hypothetical difference between an observed score and a true score. Error scores are independent of the characteristic being measured. They are attributable to the measurement process (not the person)

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11
Q

Measurement Error

A

The hypothetical difference between an observed score and a true score (it combines both random and systematic error)

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12
Q

Standard Error Measurement

A

A statistical index that summarizes information related to measurement error

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13
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. Or simply, the legitimacy or correctness of the inferences that are drawn

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14
Q

Content Validity

A

Whether the items on a test appear to match the content or subject matter they are intended to assess. Provide evidence based on content

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15
Q

Construct Validity

A

The degree to which a test or procedure assesses an underlying theoretical construct it is supposed to measure. Provide evidence based on content

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16
Q

Criterion-Related Validity

A

The relationship between a predictor (test score) and an outcome measure. It provides evidence of validity based on relationships to other variables

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17
Q

Face Validity

A

The degree to which the test takers view the content of a test as relevant to the context in which the test is being administered

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18
Q

Predictive Validity

A

Strategies in which evidence is obtained about a correlation between predictor scores that are obtained before an applicant is hired, and criterion scores that are obtained at a later time

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19
Q

Concurrent Validity

A

Strategies in which evidence is obtained about a correlation between predictor and criteria scores from information that is collected at approximately the same time from a specific group of workers

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20
Q

Validity Generalization

A

The application of validity evidence, obtained through meta-analysis of data obtained from many situations, to other situations that are similar to those on which the meta-analysis is based

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21
Q

Bias

A

Systematic errors in measurement or inferences made from those measurements, that are related to different identifiable group membership characteristics (age, sex, race)

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22
Q

Fairness

A

The principle that every test taker should be assessed in an equitable manner. Fairness involves perceptions, not statistics

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23
Q

Discrimination (Recruitment)

A

Any refusal to employ or to continue to employ any person, or to adversely affect any current employee, on the basis of that individual’s membership in a protected group

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24
Q

Employment Equity

A

The elimination of discriminatory practices that prevent the entry or retention of members from designated groups in the workplace, and the elimination of unequal treatment in the workplace related to membership in a designated group

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25
Q

Public Service Employment Act (Recruitment)

A

Designates the Public Service Commission of Canada as the central staffing agency for the federal government.

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26
Q

Parliamentary Employment and Staff Relations Act

A

It provides a mechanism for collective bargaining between the federal government as employer and the various unions certified to represent federal workers. This legislation is administered by the Public Service Staff Relations Board (PSSRB)

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27
Q

Canadian Privacy Act

A

Governs the collection, use, and disclosure of personal information with respect to enterprises that fall under federal jurisdiction through various employment and labour laws

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28
Q

Personal Information Protection and Electronic Documents Act (PIPEDA)

A

Sets out the ground rules on how private enterprises under federal jurisdiction collect, use, or disclose personal information in the course of commercial activities across Canada

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29
Q

Adverse Effect Discrimination

A

a situation where an employer, in good faith, adopts a policy or practice that has an unintended, negative impact on members of a protected group. Also called indirect discrimination

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30
Q

Adverse Impact

A

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

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31
Q

Four-Fifths Rule (Adverse Impact)

A

If the selection rate for a certain group is less than 80 percent of that of the group with the highest selection rate, there is adverse impact on that group

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32
Q

Bona Fide Occupational Requirement (BFOR)

A

A procedure used to defend a discriminatory employment practice or policy on the grounds that the policy or practice was adopted in an honest and good-faith belief that it was reasonably necessary to assure the efficient and economical performance of the job without endangering employees or the general public

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33
Q

Accomidation

A

Where discrimination has occurred, the employer is under a duty to accommodate the complainant, short of undue hardship

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34
Q

Sufficient Risk

A

An argument that an occupational requirement that discriminates against a protected group is reasonably necessary to ensure that work will be performed successfully and in a manner that will not pose harm or danger to employees or the public

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35
Q

Outreach Recruiting

A

A recruitment practice where the employing organization makes a determined and persistent effort to make potential job applicants, including designated group members, aware of available positions within the employing organization

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36
Q

Undue Hardship

A

The limit beyond which employers and service providers are not expected to accommodate a member of a protected group. undue hardship usually occurs when an employer cannot bear the costs of the accommodation.

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37
Q

Work Analysis

A

Any systematic gathering, documenting, and analyzing of information about the content of work performed by people in organizations; the worker attributes related to work performance; or the context, both psychological and physical, in which the work is performed

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38
Q

Job Analysis

A

The process of collecting information about jobs. In its simplest terms, a job analysis is a systematic process for gathering, documenting, and analyzing data about the work required for a job

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39
Q

Job Specification

A

The KSAO’s or competencies that are needed by a job incumbent to perform well on the job

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40
Q

Job

A

A collection of positions that are similar in their significant duties

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41
Q

Position

A

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

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42
Q

Job Family

A

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

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43
Q

Work-Oriented Job Analysis

A

Job analysis techniques that emphasize work outcomes and descriptions of the various tasks performed to accomplish those outcomes

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44
Q

Worker-Oriented Job Analysis

A

Job analysis techniques that emphasize general aspects of jobs, describing perceptual, interpersonal, sensory, cognitive, and physical activities. They tend more to characterize the generalized human behaviours involved

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45
Q

Task Statement

A

A discrete sentence containing one action verb that concisely describes a single observable activity performed by a job incumbent. Conducted after data collection in job analysis

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46
Q

Task Inventories

A

Work-oriented surveys that break down jobs into their component tasks.
They are efficient to use with large numbers of employees and are easily translated into quantifiable measurements

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47
Q

Functional Job Analysis (FJA)

A

An analyst convenes a focus group of approximately 6 job incumbents who have a broad range of experience in the position. The focus of the workshop is on obtaining two types of information:

  • What a worker does
  • How a task is performed
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48
Q

Critical Incident Technique (CIT)

A

Critical incidents are examples of effective and ineffective work behaviours that are related to superior or inferior performance.
The critical incident technique generates behaviourally focused descriptions of work activities

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49
Q

Position Analysis Questionnaire (PAQ)

A

a structured job analysis questionnaire designed to collect detailed information about the duties and responsibilities of the position

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50
Q

Worker Trait Inventories

A

Methods used to infer employee specifications from job analysis data. Worker traits inventories are designed to identify the traits or KSAOs that predict job success. It does not provide information on the job as a whole or any tasks associated with it, but only certain requirements needed to carry out the job

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51
Q

Fleishman Job Analysis Survey (F-JAS)

A

A system for identifying which and to what degree an array of empirically derived ability constructs are critical to perform a specific job effectively. The FJAS consists of a total of 73 knowledge and skill scales for a variety of abilities from the cognitive, the psychomotor and the sensory domain as well as interactive and social domains.

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52
Q

Competency

A

Groups of related behaviours or attributes that are needed for successful job performance in an organization

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53
Q

Competency Model

A

A collection of competencies that are relevant to performance in a particular job, job family, or functional area

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54
Q

Competency Framework

A

A broad framework for integrating, organizing, and aligning various competency models that are based on an organization’s strategy and vision

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55
Q

Core Competencies

A

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

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56
Q

Functional Competencies

A

Characteristics shared by different positions within an organization (i.e., a group of related or similar jobs).

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57
Q

Job-Specific Competencies

A

Characteristics that apply only to specific positions within the organization. Only those people in the position are expected to possess these competencies

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58
Q

Competency

A

A demonstrable characteristic and/or skill that enables and improves the efficiency or performance of a job

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59
Q

Proficiency Level

A

The level at which competency must be performed to ensure success in a given functional group or position

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60
Q

Proficiency Scales

A

A series of behavioural indicators expected at specific levels of a competency. A part of the competency dictionary

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61
Q

Competency Profile

A

A set of proficiency ratings related to a function, job, or employee.
A functional competency profile would include the proficiency levels for all of the core and functional competencies related to the occupational family that form the functional group.

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62
Q

Job performance

A

Behaviour (the observable things people do) that is relevant to accomplishing the goals of an organization

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63
Q

Criteria (Job Performance)

A

They are the performance standards for judging success or failure on the job.
Criteria also provide guidance on the standards that must be met by someone

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64
Q

Task Performance

A

Duties related to the direct production of goods and services and to the direct contribution to the efficient functioning of the organization that form part of a job. These duties are part of the worker’s formal job description.

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65
Q

Contextual Performance

A

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

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66
Q

Adaptive Performance

A

A worker’s behavioural reactions to changes in a work system or work role.

67
Q

Counterproductive Work Behaviours

A

Voluntary behaviours that violate significant organizational norms and in so doing threaten the well-being of an organization, its members, or both

68
Q

Job Performance Domain

A

The set of job performance dimensions (i.e., behaviours) that is relevant to the goals of the organization, or the unit, in which a person works

69
Q

Performance Dimensions

A

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

70
Q

Presenteeism

A

A measure of lost productivity that occurs when employees show up for work but are not fully engaged in their jobs because of personal health and life issues

71
Q

Workplace Deviance

A

A voluntary violation of significant organizational norms in a way that threatens the well-being of the organization, coworkers, or both

72
Q

Interpersonal Workplace Deviance

A

Acts of interpersonal workplace deviance are directed against people rather than the organization and generally involve coworkers, supervisors, or clients.

73
Q

Criterion Deficiency

A

Those job performance behaviours or competencies that are not measured by the criterion

74
Q

Criterion Contamination

A

The degree to which the criterion measure is influenced by, or measures, behaviours or competencies that are not part of job performance

75
Q

Practicality (Measuring Performance)

A

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

76
Q

Ultimate Criterion

A

The concept that a single criterion measure reflects overall job success

77
Q

Maximum Performance (Job Performance)

A

Occurs in situations where individuals are aware that they are being observed or evaluated, or where they are under instructions to do their best.

78
Q

Typical Performance (Job Performance)

A

When individuals are not aware that their performance is being observed and evaluated, in which they are not consciously attempting to perform to the best of their ability, and in which performance is monitored over an extended period of time.

79
Q

Subjective Rating Systems (Performance Appraisal)

A

A subjective measurement (rating) system that compares the overall performance of one employee to that of others to establish a rank order of employee performance

80
Q

Rank Order (Performance Appraisal)

A

The rater arranges the employees in order of their perceived overall performance level

81
Q

Paired Comparisons (Performance Appraisal)

A

The rater compares the overall performance of each worker with that of every other worker who must be evaluated

82
Q

Forced Distribution (Performance Appraisal)

A

The rater is forced to place a predetermined number or percentage of workers into each of the rating categories on the basis of a normal frequency distribution

83
Q

Relative Percentile Method (RPM) (Performance Appraisal)

A

Allows raters to compare individuals on job performance dimensions that have been derived through job analytic procedures
RPM requires raters to use a 101-point scale (0 to 100)

84
Q

Absolute Rating Systems

A

Compare the performance of one worker with an absolute standard of performance; can be used to assess performance on one dimension or to provide an overall assessment

85
Q

Graphic Rating Scales

A

A performance appraisal method that lists desired traits and behaviours for each role, then rates workers on each of those on a numbered scale

86
Q

Behaviourally Anchored Rating Scales (BARS)

A

Uses the critical incident technique to empirically derive job behaviours that are rated and then used to anchor the values placed on a rating scale

87
Q

Behaviour Observation Scales (BOS)

A

An analysis of critical job incidents by those knowledgeable about the job to establish performance dimensions is done. Supervisors then monitor the frequency with which employees exhibit each behaviour over a standardized time period and the frequency data are reviewed through an item analysis, where the response to each item is correlated to a performance score for a dimension.

88
Q

Management by Objective (MBO)

A

A performance measurement system that emphasizes completion of goals that are defined in terms of objective criteria

89
Q

Balanced Scorecard

A

Organizational effectiveness is a multidimensional concept and that the major elements of the system, including individual performance, must be in alignment with accepted organizational objectives

90
Q

Applicant Pool

A

The set of potential candidates who may be interested in, and who are likely to apply for, a specific job

91
Q

Person–Job (P-J) Fit

A

It concerns whether the job applicant has the knowledge, skills, abilities, or other attributes and competencies required by the job

92
Q

Person–Organization (P-O) Fit

A

The recruiter’s belief that the candidate fits with the organization’s values and culture; that is, the candidate has the contextual attributes that the company is looking for

93
Q

Realistic Job Preview (RJP)

A

A procedure designed to reduce turnover and increase satisfaction among newcomers to an organization by providing job candidates with accurate information about the job and the organization

94
Q

Designated Targeted Groups

A

The four groups (women, visible minorities, Aboriginal people, and people with disabilities) designated in the federal government’s Employment Equity Act that receive legal “protection” in employment policies and practices because of their underrepresentation in the workforce

95
Q

False Positives (Screening)

A

Individuals who, based on their screening outcomes, are expected to perform well in the target job, but who do not

96
Q

False Negative (Screening)

A

Individuals who, based on their screening outcomes, are expected to be unsuccessful in the job, but who nonetheless would have performed satisfactorily if given the chance

97
Q

Application Blank

A

A form completed by job candidates that provides a prospective employer with basic information concerning things such as applicant knowledge, skills, education, and previous work experience

98
Q

Weighted Application Blank (WAB)

A

A formal method for quantitatively combining information from application blank items by assigning weights that reflect the value of each item in the prediction of job success

99
Q

Criterion Measures

A

Measures of employee job-related outcomes important to the employer (e.g., absenteeism, turnover, and supervisory ratings of performance) used to establish the validity (i.e., the appropriateness and meaningfulness) of screening and selection tools

100
Q

Biodata

A

Biographical data gathered from applicant Biographical Information Blanks, application blanks, or other sources

101
Q

Biographical Information Blank (BIB)

A

A pre-selection questionnaire that requires applicants to provide detailed job-related information concerning their personal background and life experiences

102
Q

Negligent Hiring

A

Refers to a circumstance wherein an employer places an employee in an employment situation that causes harm or injury to another person. Liability is determined on the basis of whether the employer knew or should have known that the employee was unfit for the job at the time of hiring

103
Q

Abilities

A

Enduring, general traits or characteristics on which people differ and which they bring to a work situation

104
Q

Skill

A

An individual’s degree of proficiency or competency on a given task, which develops through performing the task

105
Q

Aptitude

A

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

106
Q

Cognitive Abilities

A

Intelligence, general mental ability, or intellectual ability. Thought to be the primary ability underlying intellectual capacity

107
Q

Practical Intelligence

A

The ability to apply ideas in “real world” contexts. Practical knowledge is related to knowing how to get things done

108
Q

Tacit Knowledge

A

Knowledge that is derived from experience when learning is not the primary objective

109
Q

Job Knowledge

A

Knowledgeable of issues and/or procedures deemed essential for successful job performance

110
Q

Emotional Intelligence (EQ)

A

The ability to accurately perceive and appraise emotion in oneself and others, and to appropriately regulate and express emotion

111
Q

Psychomotor Abilities

A

Traits or characteristics that involve the control of muscle movements

112
Q

Sensory/Perceptual Abilities

A

Traits or characteristics that involve different aspects of vision and audition, as well as the other senses

113
Q

Genetic Testing

A

The testing or monitoring of genetic material to determine a genetic propensity or susceptibility to illness resulting from various workplace chemicals or substances.

114
Q

Work Samples and Simulations

A

Testing procedures that require job candidates to produce behaviours related to job performance under controlled conditions that approximate those found in the job

115
Q

Situational Exercises

A

Assess aptitude or proficiency in performing important job tasks by using tasks that are abstract and less realistic than those performed on the actual job

116
Q

Situational Judgment Test (SJT)

A

Type of situational exercise designed to measure an applicant’s judgment in work-place or professional situations.

117
Q

Assessment Centre (AC)

A

A standardized procedure that involves the use of multiple measurement techniques and multiple assessors to evaluate candidates for selection, classification, and promotion

118
Q

Personality

A

A set of characteristics or properties that influence, or help to explain, an individual’s behaviour

119
Q

Personality Traits

A

Stable, measurable characteristics that help explain ways in which people vary

120
Q

Self-Report (Personality) Inventories

A

Short statements reflecting various personality traits which individuals rate on the degree to which they are self-descriptive

121
Q

Screening Interview

A

Preliminary interviews designed to fill gaps left on the candidate’s application form or résumé, sometimes serving recruitment as well as selection functions

122
Q

Speed Interviewing

A

A series of short (5–15 minute), consecutive interviews

123
Q

Knowledge Structures

A

Interviewers’ beliefs about the requirements of the job and the characteristics of applicants

124
Q

Impression Management

A

Attempts by applicants to create a favourable impression by monitoring interviewer reactions and responding accordingly

125
Q

Structured Interviews

A

Interviews consisting of a standardized set of job-relevant questions; a scoring guide is used

126
Q

Serial Interviews

A

A series of interviews where the applicant is interviewed separately by each of two or more interviewers. Also known as “Sequential Interviews”

127
Q

Situational Interview (SI)

A

A highly structured interview in which important or decisive situations employees are likely to encounter on the job are described and applicants are asked what they would do in these situations

128
Q

Dilemna

A

A choice in an interview question between two alternatives that appear equally desirable or undesirable

129
Q

Scoring Guide

A

A behavioural rating scale consisting of sample answers to each question that is used by the interviewer to evaluate and score the applicant’s answers

130
Q

Behaviour Description Interview (BI)

A

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

131
Q

Probes

A

Follow-up questions or prompts used by the interviewer to guide the applicant’s descriptions of situations or events or to provide scorable elaboration of answers

132
Q

Experience-Based Interview (EBI)

A

Experience-based interview assesses applicant qualifications such as work experience and education using job knowledge or work sample questions

133
Q

Frame-of-Reference (FOR) (Interviewing)

A

helping interviewers understand the performance dimensions they are assessing, defines and describes behavioural examples of different performance levels for each dimension or interview question, and provides opportunity for practice and feedback

134
Q

Satisficing

A

Making an acceptable or adequate choice rather than the best or optimal choice

135
Q

Organizational Fit

A

Applicants’ overall suitability for the organization and its culture

136
Q

Implicit Theories

A

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

137
Q

False Positive Error

A

Occurs when an applicant who is assessed favourably turns out to be a poor choice

138
Q

False Negative Error

A

Occurs when an applicant who is rejected would have been a good choice

139
Q

Pure Judgment Approach

A

An approach in which judgmental data are combined in a judgmental manner

140
Q

Trait Rating Approach (Applicant Data)

A

An approach in which judgmental data are combined statistically. The ratings are combined using a mathematical formula, which produces an overall score for each applicant

141
Q

Profile Interpretation

A

An approach in which statistical data are combined in a judgmental manner

142
Q

Pure Statistical Approach

A

An approach in which data are combined statistically. A formula or regression equation is used, which produces an overall combined score. Applicants are then selected in order of their scores

143
Q

Judgemental Composite

A

An approach in which judgmental and statistical data are combined in a judgmental manner

144
Q

Statistical Composite

A

An approach in which judgmental and statistical data are combined statistically

145
Q

Incremental Validity

A

The value in terms of increased validity of adding a particular predictor to an existing selection system. Each predictor adds value to the selection system, and the validity of the system increases

146
Q

Cutoff Score

A

A threshold; those scoring at or above the cutoff score pass, those scoring below fail

147
Q

Selection Ratio

A

The proportion of applicants for one or more positions who are hired

148
Q

Unit Weighting (Decision-Making)

A

when you add together the scores applicants received on the various selection tools that were used and give each score the same weighting

149
Q

Rational Weighting

A

When you have managers or other subject-matter experts determine the appropriate weights in a rational or logical way based on their experience

150
Q

Multiple Regression Model

A

The applicant’s scores on each predictor (e.g., tests) are also weighted and summed to yield a total score (e.g., predicted job performance)/ Weights are determined through prior research

151
Q

Multiple Cutoff Model

A

Applicants are rejected if their scores on any of the predictors fall below the cutoff scores

152
Q

Multiple Hurdle Model

A

Applicants must pass the minimum cutoff for each predictor, in turn, before being assessed on the next predictor.

153
Q

Multiple Cutoff Combination Model

A

A combination of multiple cutoff and regression approaches

154
Q

Multiple Hurdle Combination Model

A

A combination of multiple hurdle and regression approaches

155
Q

Profile Matching Model

A

Current employees who are considered successful on the job are assessed on several predictors. Their average scores on each predictor are used to form an ideal profile of scores required for successful job performance.

156
Q

Correlation Method

A

Correlating an applicant’s scores on the predictors with the predictor scores of the ideal profile

157
Q

D2 Method

A

calculating differences between an applicant’s scores and ideal profile scores on each predictor, squaring the differences, and summing the squared differences to yield D2. The larger the D2, the poorer the match

158
Q

Top-Down Selection

A

Ranking applicants on the basis of their total scores and selecting from the top down until the desired number of candidates has been selected

159
Q

Banding

A

Grouping applicants based on ranges of scores

160
Q

Inter-Rater Reliability (Estimating Reliability)

A

The degree of agreement among independent observers who rate, code, or assess the same phenomenon. (e.g. 2 raters score a candidate consistently)

161
Q

Split-half Reliability/Internal consistency Reliability (Estimating Reliability)

A

A test for a single knowledge area is split into two parts and then both parts given to one group of students at the same time

162
Q

Test-Retest Reliability (Estimating Reliability)

A

When a person achieves the same score when tested twice using the same test.

163
Q

Systematic Discrimination

A

Patterns of behaviour, policies or practices that are part of the structures of an organization, and which create or perpetuate disadvantage for racialized persons

164
Q

PIPEDA

A

It governs how private sector organizations collect, use and disclose personal information in the course of commercial business

CHRP - Labour Relations (9 decks)

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