Test 2 Flashcards
As part of the strategic importance of employee selection, What is Multiple- hurdle strategy
An approach to selection involving a series of successive steps or hurdle.
Only candidates clearing the hurdle are permitted to move onto the next step
What are the 6 hurdles in the selection process?
Preliminary applicant screening: People have to start by passing the screening
Selection testing: having someone complete a test to see if the fit the needs
Selection Interview
Reference checking/background investigation seeing if people have the qualifications they say they do
Supervisory interview (secondary level interview)/ and realistic job preview: interview with the hiring manager and then interviewing with the
Hiring decision and candidate notification
Step 2 in the selection process is what? and involves what two key factors?
Step two: selection testing
The two factors are Reliability: the degree to which selection procedures yield comparable data over time. Its the degree of dependability, consistency, or stability of the measures used. AND Validity: the accuracy with witch a predictor measures what it is intended to measure
The 4 different types of Validity: Differential Validity
Differential Validity:
confirmation that the selection tool accurately predicts the performance of all possible employee subgroups without bias
The 4 different types of Validity: Criterion-related validity
Criterion- Related Validity: extent to which a selection tool predicts or correlates with important elements of work behaviour
The 4 different types of Validity: content validity
extent to which a selection tool (test), adequately samples the knowledge and skills needed to preform the job
-ie; a work sample> doing a test to confirm they’re right for the job
The 4 different types of Validity: construct validity
extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job successfully
-ie, like competencies needs for the job, intelligence, leadership, etc
According to the Special Forces Assessment and Selection (SFAS) video, what selection tools/tests were used
Physical examination
Situational testing (how they would work when they’re alone, working in a group)
Management assessment center (going for a higher position)
Emotional intelligence test
Cognitive testing
Types of interviews, in step 3 of the selection process
- Degree of structure: unstructured(unplanned q’s) & structured (standard q’s)
- Content: situational (hypothesis q’s), behavioural (performance?)
- knowledge based
Administering the interview, involves what?
- one-on-one, or panel
- sequentially, or all at once
- face-to-face, or tech enabled
Common Interviewing Mistakes
poor planning, snap judgements, negative emphasis, halo effect, poor job knowledge, contrast error, influence of nonverbal behave, leading, too much/ too little talking, similar to me bias
How to become a learning organization:
Learning organization
an organization skilled at creating, acquiring, and transferring knowledge and at modifying its behaviour to reflect new knowledge and insights (organization that adapts)
How to become a learning organization: Orientation
a long-term, continuous socialization process in which employee and employee and employer expectations or obligations are considered (not just a one day event)
How to become a learning organization: Training
short-term, discrete efforts in which organizations impart information and instructions in an effort to help the recipient gain the required skills or knowledge to perform the job at adequate levels
What is the procedure for providing new employees with basic background info about: the firm/organization, and the job.
Employee Onboarding (orientation)
the ongoing process of instilling in all employees the prevailing attitudes, standards, values, and patterns of behaviour that are expected by the organization
Socialization
helps to clarify the organization’s expectations of an employee regarding his or her job, thus helping to reduce the new employee’s first-day jitters and reality shock (also referred to as cognitive dissonance)
the discrepancy between what the new employee expected from his or her new job and its realities
Orientation
Content of orientation programs include
- internal publications (handbooks, newsletters company history)
- facility tour and staff introductions (show them where everything they need is)
- job-related documents and explanation of duties and responsibilities
- expected training to be received
- performance appraisal criteria
Responsibility for orientation
HR specialist- explains corporate info & follows up over time
Supervisor- explains nature of the job & introduction of colleagues
Buddy or mentor- assists with day-to-day items (someone the new hire can go to if they have q’s)
the theory that there are six basic personal orientations that determine the sorts of careers to which people are drawn
Occupational Orientation
Jon Holland :test found that its not their fam name or where their born to determine their career. Their personality will have an impact on your career
a concern or a value that a person will not give up
Career Anchors
Edgar Schein
Identify Career Anchors
Technical/functional(make career decisions that enables them to grow in their field) ex: welders Managerial competence Creativity (need to build/create things) Autonomy and independence Security Service/dedication Pure challenge Lifestyle
Three questions to unlock your authentic career- Ashley Stahl- TED talk
1) What am I good at: take inventory at what your good at
2) What do ppl tell me Im good at
3) Ask yourself, what’s holding me back:
Performance Management Process:
Step 1: defining performance expectations
Task Performance: direct contribution to job-related processes (ex: increasing sales, product creation)
- contextual performance: indirect contribution to the organization’s social responsibility values, & indirect, unseen/untrackable things (social responsibility values, helping others, positive attitude)
- Legal Considerations: correlate performance expectations to job activities
Performance Management Process:
Step 2: Providing ongoing coaching and feedback
important to have open two-way communication
employee responsible for monitoring own performance and asking for help
manager responsible for communicating changing strategies and objectives if applicable
Performance Management Process:
Step 3: Conduct performance appraisal and evaluation discussion
Formal Appraisal Methods:
-graphic rating scale( lists a number of traits and a range of performance for each
the employee is given a rating that best describes the level of performance for each trait)
-alternation ranking
-paired comparison( rank employees by trait based on number of “+” scores)
-forced distribution(predetermined percentages of ratees are placed in various performance categories)
-critical incident(records)
-narrative forms(free form report of performance)
-behaviorally anchored rating scales (BARS)(An appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance)
-management by objectives (MBO)(view the 6 steps, slide 21, chap 10)
short answer, name a few of these
Performance Appraisal Problems
- leniency or strictness
- appraisal bias
- recency effect
- similar-to-me bias
- unclear performance standards
- halo effect
- central tendency
Social Exchange Theory: six types of resources
Money, information, goods, services, status and love
Voluntary Turnover
Decision made by employee (quit, retirement, resignation)
Involuntary Turnover
Decision made by employer (dismissal, layoff)
Costs of turnover
Separation Costs: separation interview ( why is someone leaving your company)
Vacancy costs: hire temp workers
Replacement costs: recruiting/hiring replacement
Training costs: for replacement
Voluntary turnover
- unanticipated challenges of replacing employee
- reasons for voluntary turnover:
- suboptimal hiring practices
- difficult managerial style
- lack of recognition
- lack of competitive compensation systems
- toxic workplace environments
Involuntary Turnover
- reasons for involuntary turnover:
- unacceptable job performance
- economic/financial pressures
- new strategic direction
- should be fair, after all reasonable steps taken to rehabilitate employment relationship
Fair and Just, disciplinary process: foundations
- rules and regulations
clear expectations of acceptable behaviour - progressive discipline(levels)
Verbal warning, written warning(formal doc), suspension, termination - appeals process
allow employee to present case - distributive justice
-fairness of a decision outcome
-Other ppl in department that messed up, what happened to them? If they aren’t in trouble you shouldn’t be
-Same behave= same outcome - procedural justice
-fairness of the process used to make a decision - interactional justice
fairness in interpersonal interactions by treating others with dignity and respect
The effect that states: “ the better you treat your employees, the less likely they are to leave and sue you”
The Vendetta Effect
An employee dismissal that does not comply with the law or does not comply with a written or implied contractual arrangement.
Wrongful Dismissal
-Employee can allege wrongful dismissal if:
Notice is not provided
Notice is not considered reasonable
employer makes unilateral changes in the employment contract that are unacceptable to the employee
Constructive Dismissal
Never actually says youre fired but gives hints that they are to push employee out of the door and essentially quits
Not as common, 8-11% pay reduction*
The 6 types of occupational orientations
Realistic, investigative, social, conventional, enterprising, and artistic
