References and Testing Flashcards

Midterm

1
Q

best predictor of future performance

A

past performance

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2
Q

How must an employer obtain information about the quality of previous performance?

A

relying on an applicant’s references, either by calling those references directly or asking for letters of recommendation from previous
employers.

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3
Q

the process of confirming the accuracy
of information provided by an applicant.

A

Reference Check

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4
Q

the expression of an opinion, either orally or
through a written checklist, regarding an applicant’s ability, previous performance, work habits, character, or potential for future success.

A

Reference

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5
Q

a letter expressing an opinion regarding an applicant’s ability, previous performance, work
habits, character, or potential for future success.

A

letter of recommendation

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6
Q

lying on their resumes about what experiences or education they actually have

A

Resume Fraud

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7
Q

One should check for

A

Discipline Problems

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8
Q

If an organization hires an applicant
without checking his references and background and he
later commits a crime while in the employ of the organization.

A

Negligent hiring

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9
Q

Reference checkers should always obtain specific behavioral examples and try to get consensus from several references..

A

Discovering new information about the applicants.

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10
Q

References and letters of recommendation are ways to try to predict future performance by looking at a past performance.

A

Predicting Future Performance

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11
Q

references and letters of recommendation have validity of coefficient .18 with a corrected validity of .29 which is low validity due to
some problems with:

A

(a) leniency
(b) knowledge of the applicant
(c) low reliability, and
(d) extraneous factors

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12
Q

an organization’s failure to meet his legal duty to supply relevant information to a prospective employer about a former employer’s potential for legal trouble.

A

Negligent Reference

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13
Q

The person writing the letter often does not know the applicant well, has not
observed all aspects of an applicant’s behavior, or both.

A

Knowledge of the Applicant

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14
Q

Lack of agreement between two people who provide references for the same
person

A

Low Reliability

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15
Q

Letters that contained specific examples were rated higher than those general examples

Letters written by references who like applicants are longer than those written by those who do not.

The longer the recommendation letter, the more positively the letter was perceived.

A

Extraneous Factors

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16
Q

Ethical Guidelines that Reference
Provides should follow:

A
  1. Explicitly state your relationship with the person you are recommending.
  2. Be honest in details.
  3. Let the applicant see your reference before
    sending it.
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17
Q

found that better-educated employees had higher performance, were more likely
to engage in organizational citizenship behaviors, less likely to be absent, and less likely to be engage in on-the-job substance abuse than were employees with lower levels of education.

A

Ng and Feldman (2009)

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18
Q

designed to measure how much a person knows about a job.

A

Job knowledge tests

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19
Q

includes such dimensions as oral and
written comprehension, oral and written expression, numerical facility, originality, memorization, reasoning (mathematical, deductive, inductive), and general learning.

A

Cognitive ability

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20
Q

one of the most widely
used cognitive ability tests in industry.

A

Wonderlic Personnel Test

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21
Q

consists of vision (near, far, night, peripheral), color discrimination, depth perception,
glare sensitivity, speech (clarity, recognition), and hearing (sensitivity, auditory attention, sound localization)

A

Perceptual Ability

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22
Q

are often used for jobs that require physical strength and stamina.

A

Physical ability tests

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23
Q

Physical ability is measured in one of two
ways:

A

job simulations and physical agility
tests.

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24
Q

strength requiring repetitions.

A

Dynamic Strength

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25
Q

stooping or bending over.

A

Trunk Strength

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26
Q

jumping or throwing objects.

A

Explosive Strength

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27
Q

strength not requiring repetitions.

A

Static Strength

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28
Q

speed of bending, stretching, twisting.

A

Dynamic Flexibility

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29
Q

degree of bending, stretching, twisting.

A

Extent Flexibility

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30
Q

Equilibrium balance.

A

Gross Body

31
Q

coordination when body is in motion.

A

Gross Body Coordination

32
Q

ability to exert effort over long periods of time.

33
Q

Physical ability tests have tremendous
adverse impact against women, they have
been criticized on three major points:

A

job relatedness, passing scores, and the time at which they should be required.

34
Q

Measures the extent to which an applicant
already has a job-related skill. The two
most common methods for doing this are
the

A

work sample and the assessment center.

35
Q

Work Samples

A

the applicant performs actual job-related
tasks

a secretarial applicant might be asked to
type a letter

an applicant for a Graphic Artist position is
asked to layout a marketing campaign for the
company.

36
Q

Work Samples

A

they are directly related to job tasks.

scores from work samples tend to predict actual work performance.

job applicants are able to see the connection
between the job sample and the work performed on the job.

have lower racial differences in test scores than do written cognitive ability tests

37
Q

a selection technique characterized by the use of multiple assessment methods that allow multiple assessors to actually observe applicants perform simulated job tasks.

A

Assessment Centers

38
Q

is an assessment center exercise designed to stimulate the types of information that daily come across a manager’s or employee’s desk in order to observe the applicant’s responses to such information.

A

In- basket technique

39
Q

Exercise are the real backbone of the
assessment center because they enable assessors to see an applicant “in action.”

A

Simulation

40
Q

In this exercise, applicants meet in small groups and are given a job-related problem to solve or a job-related issue to discuss.

A

Leaderless Group Discussions

41
Q

are exercises that allow the applicant to
demonstrate such attributes as creativity, decision making, and ability to work with others.

A

Business Games

42
Q

Applicant experience is typically measured in
one of four ways:

A
  1. experience ratings of application/résumé
    information
  2. biodata
  3. reference checks
  4. and interviews
43
Q

In giving credit for experience, one must
consider the amount of experience, the level
of performance demonstrated during the
previous experience, and how related the
experience is to the current job.

A

Experience Ratings

44
Q

a selection method that considers an
applicant’s life, school, military, community,
and work experience.

45
Q

A psychological assessment designed to measure various aspects of an applicant’s personality.

A

Personality Inventory

46
Q

the most widely used objective test of psychopathology.

A

Minnesota Multiphasic Personality Inventory- (MMPI-2)

47
Q

based on Carl Jung Theory

A

Myers Briggs Type

48
Q

based on theory of Henry Murray.

A

Edwards Personal Preference Schedule

49
Q

by Raymond Cattel with 16 personality dimensions

50
Q

bright, inquisitive

A

Openness to experience

51
Q

reliable, dependable

A

Conscientiousness

52
Q

outgoing, friendly

A

Extraversion

53
Q

works well with others, a team player

A

Agreeableness

54
Q

not anxious, tense

A

Emotional stability

55
Q

Common measures of personality used in
employee selection;

A

Hogan Personality Inventory

California Psychological Inventory

NEO-PI (Neuroticism, Extraversion
Openness Personality Inventory

56
Q

a subjective test in which a subject is asked to
perform relatively unstructured tasks, such as
drawing pictures, and in which a psychologists
analyzes his or her responses.

A

Projective Test

57
Q

a projective personality test

A

Rorschach Inkblot Test

58
Q

A projective personality test in which test-takers are shown in pictures and asked to tell stories. It is designed to measure various need levels.

A

Thematic Apperception Test (TAT)

59
Q

A type of personality test that is structured to limit the respondent to a few answers that will be scored by standardized keys.

A

Objective Tests

60
Q

are designed to tap vocational interests.

A

Interest Inventories

61
Q

the answer to these questions provides a profile that shows how similar a person is to people already employed in 89 occupations that have been classified into 23 basic interest scales and 6 general occupational themes

A

Strong Interest Inventory (SII)

62
Q

also called honesty tests

tell an employer the probability that an
applicant would steal money or
merchandise.

A

Integrity Tests

63
Q

A type of honesty test that asks questions about applicant’s attitudes toward theft and their previous theft history.

A

Overt Integrity Test

64
Q

A type of test that measures personality traits thought to be related antisocial behavior.

A

Personality- Based Integrity Test

65
Q

get a more accurate picture of a person’s
tendency to engage in aggressive or
counterproductive behavior.

A

Conditional Reasoning Tests

66
Q

Statement: “A coworker takes credit for your idea in a meeting.”

A

Possible Responses:
A. It’s best to let it go; confronting them may cause unnecessary conflict.
B. Speak to them privately to clarify the misunderstanding.
C. Publicly call them out so they don’t do it again.
D. Plan a way to make them look bad in future meetings.

67
Q

To analyze a person’s handwriting, a graphologist looks at the size, slant, width, regularity, and pressure of a writing sample. From these writing characteristics, infor mation about temperament and mental, social, work, and moral traits is obtained.

A

Graphology

68
Q

Tests that indicate whether an applicant has
recently used a drug.

A

Drug Testing

69
Q

In jobs involving public safety, it is common for
employers to give psychological exams to
applicants after a conditional offer of hire has been made.

A

Psychological Exams

70
Q

Physician is given a copy of the job description and asked to determine if there are any medical conditions that will keep the employee from safely performing the job.

A

Medical Exams

71
Q

A letter from an organization to an applicant informing the applicant that he or she will not receive a job offer.

A

Rejection Letter

72
Q

Rejection Letter should contain the
following:

A

A personally addressed and signed letter.

The company’s appreciation about his/her
application.

A compliment about the applicant’s
qualifications.

A comment about the high qualifications
possessed by other applicants.

A wish of good luck in the future endeavor.

A promise to keep the resume on file.

73
Q

Guidelines on how to probably start a
good rejection letter

A

Send rejection letters or emails to
applicants.

Don’t send the rejection letter immediately.

Be as personable and as specific as
possible in the letter.

Do not include the name of a contact person.