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HRM 200 > Test 2 > Flashcards

Test 2 Flashcards

1
Q

As part of the strategic importance of employee selection, What is Multiple- hurdle strategy

A

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

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2
Q

What are the 6 hurdles in the selection process?

A

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

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3
Q

Step 2 in the selection process is what? and involves what two key factors?

A

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

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4
Q

The 4 different types of Validity: Differential Validity

A

Differential Validity:

confirmation that the selection tool accurately predicts the performance of all possible employee subgroups without bias

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5
Q

The 4 different types of Validity: Criterion-related validity

A

Criterion- Related Validity: extent to which a selection tool predicts or correlates with important elements of work behaviour

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6
Q

The 4 different types of Validity: content validity

A

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

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7
Q

The 4 different types of Validity: construct validity

A

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

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8
Q

According to the Special Forces Assessment and Selection (SFAS) video, what selection tools/tests were used

A

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

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9
Q

Types of interviews, in step 3 of the selection process

A
  1. Degree of structure: unstructured(unplanned q’s) & structured (standard q’s)
  2. Content: situational (hypothesis q’s), behavioural (performance?)
  3. knowledge based
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10
Q

Administering the interview, involves what?

A
  • one-on-one, or panel
  • sequentially, or all at once
  • face-to-face, or tech enabled
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11
Q

Common Interviewing Mistakes

A

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

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12
Q

How to become a learning organization:

Learning organization

A

an organization skilled at creating, acquiring, and transferring knowledge and at modifying its behaviour to reflect new knowledge and insights (organization that adapts)

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13
Q

How to become a learning organization: Orientation

A

a long-term, continuous socialization process in which employee and employee and employer expectations or obligations are considered (not just a one day event)

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14
Q

How to become a learning organization: Training

A

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

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15
Q

What is the procedure for providing new employees with basic background info about: the firm/organization, and the job.

A

Employee Onboarding (orientation)

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16
Q

the ongoing process of instilling in all employees the prevailing attitudes, standards, values, and patterns of behaviour that are expected by the organization

A

Socialization

17
Q

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

A

Orientation

18
Q

Content of orientation programs include

A
  • 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
19
Q

Responsibility for orientation

A

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)

20
Q

the theory that there are six basic personal orientations that determine the sorts of careers to which people are drawn

A

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

21
Q

a concern or a value that a person will not give up

A

Career Anchors

Edgar Schein

22
Q

Identify Career Anchors

A 
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
23
Q

Three questions to unlock your authentic career- Ashley Stahl- TED talk

A

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:

24
Q

Performance Management Process:

Step 1: defining performance expectations

A

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
25
Q

Performance Management Process:

Step 2: Providing ongoing coaching and feedback

A

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

26
Q

Performance Management Process:

Step 3: Conduct performance appraisal and evaluation discussion

A

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

27
Q

Performance Appraisal Problems

A
  • leniency or strictness
  • appraisal bias
  • recency effect
  • similar-to-me bias
  • unclear performance standards
  • halo effect
  • central tendency
28
Q

Social Exchange Theory: six types of resources

A

Money, information, goods, services, status and love

29
Q

Voluntary Turnover

A

Decision made by employee (quit, retirement, resignation)

30
Q

Involuntary Turnover

A

Decision made by employer (dismissal, layoff)

31
Q

Costs of turnover

A

Separation Costs: separation interview ( why is someone leaving your company)
Vacancy costs: hire temp workers
Replacement costs: recruiting/hiring replacement
Training costs: for replacement

32
Q

Voluntary turnover

A
  • 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
33
Q

Involuntary Turnover

A
  • 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
34
Q

Fair and Just, disciplinary process: foundations

A
  1. rules and regulations
    clear expectations of acceptable behaviour
  2. progressive discipline(levels)
    Verbal warning, written warning(formal doc), suspension, termination
  3. appeals process
    allow employee to present case
  4. 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
  5. procedural justice
    -fairness of the process used to make a decision
  6. interactional justice
    fairness in interpersonal interactions by treating others with dignity and respect
35
Q

The effect that states: “ the better you treat your employees, the less likely they are to leave and sue you”

A

The Vendetta Effect

36
Q

An employee dismissal that does not comply with the law or does not comply with a written or implied contractual arrangement.

A

Wrongful Dismissal

-Employee can allege wrongful dismissal if:
Notice is not provided
Notice is not considered reasonable

37
Q

employer makes unilateral changes in the employment contract that are unacceptable to the employee

A

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*

38
Q

The 6 types of occupational orientations

A

Realistic, investigative, social, conventional, enterprising, and artistic

HRM 200 (1 decks)

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