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Staffing Class > Test 2 > Flashcards

Test 2 Flashcards

1
Q

What are the aspects of the recruiting process?

A

Locating individuals with right qualifications
Obtaining sufficient numbers of them
Apply for jobs

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2
Q

What are the considerations of strategic recruiting considerations?

A

diversity
regular vs. flex staffing
internal vs. external
organizational based vs. outsourcing

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3
Q

Overtime
Contracting
and temp employees are examples of what?

A

recruiting alternatives

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4
Q

define labor markets

A

external supply pool from which employers attract employees

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5
Q

define labor force population

A

All individuals available for selection if all

possible recruitment strategies are used

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6
Q

Applicant Population

A

A subset of the labor force available for
selection using a particular recruiting
approach.

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7
Q

Applicant Pool

A

All persons actually evaluated for selection

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8
Q

define active job seekers

A

need a job and actively looking

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9
Q

define semi-passive job seekers

A

interested in a new job and only

occasionally looking

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10
Q

Passive job seekers

A

not really looking for a job but could be

persuaded if the right opportunity comes along

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11
Q

internal recruiting sources

A 
succession planning
job posting
job bidding
skill inventory
employee referals
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12
Q

external recruiting sources

A 
job fairs
high schools/tech schools
employment agencies
consulting firms
labor unions
university
competitors
professional associations
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13
Q

what are the four steps of a planning and recruitment plan?

A
  1. desirable employee profiling
  2. analyze recruiting source effectiveness
  3. prioritize recruiting sources
  4. develop recruiting strategy
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14
Q

What are the aspects of a recruiting strategy?

A

Recruitment Ad 
Recruitment Sources
 Recruitment Plan—Who, what, where,
when, how

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15
Q

what should you include in an effective recruiting ad?

A
  1. job info and application process
  2. desired qualifications
  3. organizational info
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16
Q

HR policies can affect the nature of job vacancy characteristics with regard to:

A

Internal vs. External recruiting
opportunity for advancement
Market Leader Pay strategy Employment-at-Will policy Image Advertising-Employment
Branding

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17
Q

define employment branding

A

Positions the company as an “employer
of choice” in the minds of potential employees.
Creates an image that makes people
want to work for the organization.
Results in a steady flow of applicants. Uses the tools of marketing research,
PR, and advertising.

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18
Q

what are desirable recruiter characteristics?

A 
Functional Area
HR specialist v.
operating area
Traits
warmth, informative
Realism
realistic job preview
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19
Q

characteristics of good recruiter

A 
Self-confidence
 Extroversion 
Enthusiasm—job
and company
Trustworthiness Level in
company
Job familiarity Listening skills Communication
skills
Social skills
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20
Q

what are the steps to enhance recruiter impact

A 
Provide timely
feedback
Avoid rude
behavior
Recruit in teams
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21
Q

define ethnocentric sourcing

A

Recruiting from home country

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22
Q

define regiocentric sourcing

A

Recruiting on a regional basis

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23
Q

define polycentric sourcing

A

Each location recruits for own needs

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24
Q

define geocentric sourcing

A

Best candidate anywhere in the world

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25
Q

what are the aspects of recruiting research?

A

source
geography
success criteria

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26
Q

what are the aspects of evaluating recruiting efforts?

A

costs vs benefits
time required to fill openings
quality
quantity

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27
Q

what are some factors used to evaluate short-term recruiting efforts?

A 
Time to recruit
applicants
 Selection and
acceptance rates
 Cost per applicant
hired
 Quantity and quality
of applicants
 EEO implication
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28
Q

what are some factors used to evaluate long-term recruiting efforts?

A 
Performance of
hires
 Turnover  Absenteeism per
hire
 Training costs
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29
Q

define yield ratios

A

A comparison of the number of applicants at
one stage of the recruiting process to the
number at the next stage.

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30
Q

selection rate

A

The percentage hired from a given group of

candidates

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31
Q

T/F Selecting people for positions is a somewhat important human resource process.

A

F - It is the most important and valuable

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32
Q

What are the factors that affect selection?

A 
Organization hierarchy level 
The need for speed 
Applicant pool size 
What kind of organization is this? 
Probationary periods
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33
Q

When assessing job application information, what is the rule of thumb to use?

A

How job related is the information?

Can you defend your answer?

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34
Q

What are the purposes of job applications?

A

Record of applicant’s interest in the job
 Provides a profile of the applicant
 Basic record for applicants who are hired
 Research effectiveness of the selection process

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35
Q

A candidate for employment submits a resume is informed that she must also complete an application form. Why?

A

The application

requires applicants to verify the information

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36
Q

Weighted Application Bank

A

The idea is to determine whether individual questions on the application can distinguish between successful and unsuccessful employees (as defined by some predetermined criterion; for example, in our case, job tenure). Once those application items are identified that can, in fact, differentiate to some degree among applicants, they are weighted to reflect their degree of success in differentiating good and poor performers.

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37
Q

Why has the use of tests declined since the 1960’s?

A 
– Title VII
 – Griggs v. Duke Power Company
 – Albermarle Paper Company v. Moody 
– Uniform Guidelines
• Employer fears 
• Societal fears and distrust
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38
Q

In which type of job is testing most utilized?

A

office jobs

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39
Q

what are the advantages of testing?

A
  • Objectivity
  • Cost effectiveness
  • Validity
  • Legal Defensibility
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40
Q

what are the disadvantages of testing?

A 
Tests do not measure motivation
 • More predictive of failures than successes 
• More group predictive than individual 
• Dishonesty susceptibility 
• Testing anxiety 
• Subject to legal challenge
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41
Q

Test standardization

A

uniformity of the procedures and conditions involved in administering and scoring tests.

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42
Q

Test score objectivity

A

If all persons scoring a given test obtain the same results, the test is said to be objective.

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43
Q

What types of tests are most objective?

A

multiple choice

true and false

44
Q

test-retest for reliability

A

This method of reliability determination requires giving the test twice to the same group of people and correlating the scores from the two testing instances.

45
Q

equivalent forms for test reliability

A

two tests that are similar but not identical.

The scores on each test are then correlated to establish the reliability of the first instrument.

46
Q

split halves for test reliability

A

examines the reliability of a test by dividing it into two parts and then correlating the results from each half.

47
Q

define validity

A

(test measures what it says it measures)

48
Q

define objective measures

A

Rules used to assign numbers to attribute are predetermined, communicated, and applied
through a system

49
Q

define subjective measures

A

Scoring system is more elusive, often involving a rater who assigns the numbers

50
Q

what are the five selection method standards for evaluation purposes?

A
  • Reliability
  • Validity
  • Generalizability
  • Utility
  • Legality
51
Q

define scatter diagrams

A

Used to plot the joint distribution of the two sets of scores

52
Q

define correlation coefficient

A

Correlation between two variables does not imply causation between them

53
Q

define reliability

A

The degree to which a measure is consistent over time.

54
Q

define test-retest reliability

A

How scores on the measure at one time relate to scores on the same measure at another time.

55
Q

inter-rater reliability tests

A

Two different human judges rate the person on the dimensions of interest, it is then correlated.

56
Q

define validity

A

The extent to which performance on a measure is related to job performance.

57
Q

define criterion related validity

A

does it predict performance?

58
Q

define content related validity

A

does it sample the right competencies

59
Q

define construct related validity

A

how does it measure a trait?

60
Q

define generalizability

A

Degree to which one can extend validity to other contexts

61
Q

what are the three contexts of generalizability?

A

situations
samples of people
time periods

62
Q

define utility

A

Degree to which information from selection method enhances bottom line effectiveness.

63
Q

identify the big five personality factors

A 
conscientiousness
emotional stability
extraversion
agreeableness
openness to new experiences
64
Q

What are two of the most effective predictors of job success?

A

cognitive abilities

work samples

65
Q

of the big five character traits, which is the most promising?

A

conscientiousness

66
Q

of the big five character traits, which is the least promising?

A

agreeableness

67
Q

define ability tests

A

Measures that assess an individual’s

capacity to function in a certain way

68
Q

what are the two types of ability tests?

A

aptitude

achievement

69
Q

what are the four classes of ability tests?

A

cognitive
psychomotor
physical
sensory/perception

70
Q

despite the advantages of cognitive ability tests, there are some disadvantages. What are they?

A

adverse impact

71
Q

what is the purpose of interviews?

A

Obtain information from applicants
Give applicants information about the job
Create a positive feeling toward the
prospective employer

72
Q

what are the four aspects of interview planning?

A

Job background
Interview objectives
Review resume or application
Interview logistics

73
Q

what are the three types of interviews?

A

structured
non-structured
non-directive

74
Q

define structured interview

A

Uses a set of standardized questions asked of

all job applicants.

75
Q

what are the advantages of a structured interview?

A

Obtains consistent information needed for selection
decision
Is more reliable and valid than other interview
formats
Meets EEO guidelines for the selection process

76
Q

which interview style is most effective?

A

structured

77
Q

Locating sufficient numbers of individuals with appropriate qualifications and
getting them to apply for jobs in an organization

A

Recruiting

78
Q

The most common alternative to recruiting

A

overtime

79
Q

Efforts to bring together a large number of applicants by organizations who
need to employ substantial numbers of people relatively quickly

A

Job fairs or open houses

80
Q

Information regarding where successful employees were recruited, used to
keep recruiting costs down

A

Recruitment research

81
Q

A comparison of the number of applicants at one stage of the recruiting
process to the number at the next stage.

A

yield ratio

82
Q

After the applicant pool has been established, the first stage in the selection
process

A

applicant screening

83
Q

The yield ratio of the number of persons hired for a particular job compared to
the number of applicants interviewed.

A

selection ratio

84
Q

Legal information concerning a person’s involvement with the police; a prima
facie violation of the EEOC standards if it appears on applications

A

Arrest records

85
Q

The two rules of thumb in considering what type of information to use on
applications

A
  1. Which information is job
    related 2. Can you
    defend your answer
86
Q

Conveys important job and organizational information to an applicant in an
unbiased manner

A

Realistic job preview

87
Q

Guidelines that make it clear that any selection device is subject to the same
validation requirements as paper-and-pencil tests.

A

Uniform Guidelines on
Employee Selection
Procedures

88
Q

The Supreme Court ruled that any test uside in selection or promotion
decisions must be validated

A

Albemarle Paper v. Moody

89
Q

The efficacy of a test in predicting an individual’s performance in specified
situations.

A

Criterion-related validity

90
Q

Refers to the scoring of test results

A

objectivity

91
Q 
Using different cut-off scored for different protected class groups; outlawed by 
the Civil Rights Act of 1991 for most protected classes
A

race norming

92
Q

A directed, goal-oriented discussion by two parties to make an intelligent
decision about a job opening; the most basic selection tool

A

Employment interview

93
Q

Consists of a series of job-related questions with predetermined acceptable
answers; has the highest validity of any type of employment interview

A

structured interview

94
Q

The major reason for job failure

A

Inability to work effectively with

others

95
Q

Type of interviewer bias where the interviewed has a preconceived notion of
the ideal candidate

A

stereotyping

96
Q

Barriers to upward mobility for minorities and females

A

Glass ceiling

97
Q

A scale that allowes the rater to indicate an employee’s performance on a
continuuman; the most common method of performance appraisal

A

graphical rating scale

98
Q

Listing all employees from highest to lowest; the simplest method of
performance appraisal

A

ranking

99
Q

A variation of rating scales where specific behaviors are identified for each
point on the scale

A

Behaviorally anchored rating

scales (BARS)

100
Q

Specifying the performance goals an individual and manager agree to attain
within an appropriate period of time

A

Management by Objectives

MBO

101
Q

Rater bias resulting from evaluating an employee based on the primary
purpose of the evaluation

A

use bias

102
Q

Process whereby a new employee is familiarized with the organization, job,
work group, and the terms and conditions of employment

A

employee orientation

103
Q

A career path containing a number of vertical and horizontal career options

A

dual career path

104
Q

An executive has a conflict with other executives or the organization, or is not
considered a team player; the primary reason for executive termination

A

lack of fit

105
Q

The company intentionally forces the employ into a situation where it had good
reason to believe the employee would terminate employment

A

constructive discharge

106
Q

The consequences of restructuring

A 
Increased: productivity, 
workloads , risk taking, 
competence, customer 
service. Decreased: morale, 
employee commitment and 
job satisfaction
107
Q

The number of states affording some protection to the givers of employee
reference information

A

A Majority of States (37 by my

last count)

Staffing Class (2 decks)

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