WEEK 3

Question 1

screening or selection?

Answer 1

refers to the steps involved in choosing applicants
who have the appropriate qualifications to fill a current or future job
opening.
- It was expensive

Question 2

A pre-employment screening, also known as “pre-screening interview”

Answer 2

series of questions that lets you learn some basic qualification information
about candidates to determine if they meet the criteria for the vacant
position.

Pre-employment screening came from businesses being exposed to more
liability through a theory called “negligent hiring”

Question 3

Cognitive Ability Tests

Answer 3

1. Verbal comprehension - refers to a person’s capacity to understand
   and use written and spoken language.
2. Quantitative ability - concerns the speed and accuracy with which
   one can solve arithmetic problems of all kinds.
3. Reasoning ability - refers to a person’s capacity to invent solutions
   to many diverse problems.

Question 4

Personal inventories
- Personality measures tend to categorize individuals by what they are like.

Answer 4

Five (5) major dimensions of personality inventories
1. Extroversion (sociable, talkative, expressive)
2. Adjustment (emotionally stable, nondepressed, secure)
3. Agreeableness (courteous, trusting, good-natured)
4. Conscientiousness (dependable, organized, achievement-oriented)
5. Openness to experience (curious, imaginative, broad-minded)

Question 5

Work Samples

Answer 5

It attempts to simulate the job in a pre-hiring context to observe how the
applicant performs in the simulated job.

Question 6

Honesty Tests and Drug Tests

Answer 6

Paper-and-pencil honesty tests directly emphasize questions dealing with
past theft admissions or associations with people who stole from employers

Question 7

Time to fill

Answer 7

• the time it takes to find and hire a new candidate, often
  measured by the number of days between publishing a job opening and hiring
  the candidate. T

Question 8

. Time to hire

Answer 8

represents the number of days between the moment a
candidate is approached and the moment the candidate accepts the job.

Question 9

Source of hire

Answer 9

Tracking the sources which attract new hires to your
organization is one of the most popular recruiting metrics

Question 10

First-year attrition -

Answer 10

a key recruiting metric and also indicates hiring
success. Candidates who leave in their first year of work fail to become fully
productive and usually cost a lot of mone

Question 11

SELECTION METHOD STANDARDS

Answer 11

: (1) reliability, (2)
validity, (3) generalizability, (4) utility, and (5) legality.

Question 12

Performance management

Answer 12

the process through which managers ensure that
employees’ activities and outputs contribute to the organization’s goals

Question 13

Maslow’s Hierarchy of Needs

Answer 13

is a performance management theory that
describes how employees are generally motivated to fulfill their needs,
starting with the most basic and increasing to higher-level needs

Question 14

Herzberg’s Motivation-Hygiene Theory

Answer 14

Herzberg’s motivation-hygiene theory suggests two types of factors to
motivate employees: hygiene factors, which include job requirements
necessary for an employee to do their job such as pay and working
conditions, and motivational factors, refer to the things that inspire people to
do great work and feel good about doing it, like recognition and achievement.

Question 15

Goal-Setting Theory

Answer 15

a performance management theory that involves
identifying specific goals and objectives for employees before setting up a
system that tracks their progress towards those goals

Question 16

Expectancy Theory

Answer 16

is a performance management model that explains
employee performance by focusing on employees’ beliefs about their abilities,
behavior, and outcomes of their actions

Question 17

Steps in Performance Management System

Answer 17

Step 1: Define performance outcomes for a company division and
department.
Step 2: Develop employee goals, behavior, and actions to achieve outcomes.
Step 3: Provide support and ongoing performance discussions.
Step 4: Evaluate performance.

Step 5: Identify improvements needed.
Step 6: Provide consequences for performance results.

Question 18

RELIABILITY

Answer 18

The consistency of a performance measure; the degree to which a
performance measure is free from random error.

Question 19

VALIDITY

Answer 19

We define validity as the extent to which performance on the measure is
related to performance on the job. A measure must be reliable if it is to have
any validity.

Question 20

GENERALIZABILITY

Answer 20

Generalizability is defined as the degree to which the validity of a selection
method established in one context extends to other contexts. There are two
primaries ―contexts over which we might like to generalize: different
situations (jobs or organizations) and different samples of people

Question 20

UTILITY

Answer 20

Utility is the degree to which the information provided by selection methods
enhances the bottom-line effectiveness of the organization. In general, the
more reliable, valid, and generalizable the selection method is, the more
utility it will have.

Question 21

LEGALITY

Answer 21

The final standard that any selection method should adhere to is legality.
All selection methods should conform to existing laws and existing legal
precedents.

Question 21

➢ Purposes of Performance Management

Answer 21

• Strategic Purpose
• Administrative Purpose
• Developmental Purpose

Question 22

• Strategic Purpose

Answer 22

Strategies are implemented through defining the results, behaviors and, to
some extent, employee characteristics that are necessary for carrying out
any strategy.

Question 23

Administrative Purpose

Answer 23

The information stimulated from the performance management system is used in many administrative decisions such as promotion, wage increase, salary management, devising retention and termination processes and most important being an individual’s performance recognition

Question 24

Developmental Purpose

Answer 24

The third purpose of the performance management system is to develop employees who are efficient at their work. I

Question 25

Criteria for Effective Performance Management

Answer 25

1. Strategic Congruence - measures whether employees’ behavior and attitudes support the organization’s strategy, goals, and culture. 2. Validity - it is the extent to which a measurement tool measures what it is intended to measure. 3. Reliability - refers to the consistency of the results that the performance measure will deliver. 4. Acceptability - refers to whether the people who use a performance measure accept it. 5. Specificity - the extent to which a performance measure tells employees what is expected of them and how they can meet these expectations.

Question 26

Balanced Scorecard

Answer 26

The balanced scorecard includes four perspectives of performance including financial (focuses on creating sustainable growth in shareholder value), customer (defines value for customers), internal or operations (focuses on processes that influence customer satisfaction) and learning and growth (focuses on the company’s capacity to innovate and continuously improve).

Question 27

Kaizen

Answer 27

– A Japanese origin approach to production management that claims to be light and efficient, where one seeks to increase the value of a product for a customer by reducing losses in the process, especially in terms of time.

Question 28

Pareto Charts -

Answer 28

- highlight the most important cause of a problem