WEEK 3 Flashcards
screening or selection?
refers to the steps involved in choosing applicants
who have the appropriate qualifications to fill a current or future job
opening.
- It was expensive
A pre-employment screening, also known as “pre-screening interview”
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”
Cognitive Ability Tests
- Verbal comprehension - refers to a person’s capacity to understand
and use written and spoken language. - Quantitative ability - concerns the speed and accuracy with which
one can solve arithmetic problems of all kinds. - Reasoning ability - refers to a person’s capacity to invent solutions
to many diverse problems.
Personal inventories
- Personality measures tend to categorize individuals by what they are like.
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)
Work Samples
It attempts to simulate the job in a pre-hiring context to observe how the
applicant performs in the simulated job.
Honesty Tests and Drug Tests
Paper-and-pencil honesty tests directly emphasize questions dealing with
past theft admissions or associations with people who stole from employers
Time to fill
- 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
. Time to hire
represents the number of days between the moment a
candidate is approached and the moment the candidate accepts the job.
Source of hire
Tracking the sources which attract new hires to your
organization is one of the most popular recruiting metrics
First-year attrition -
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
SELECTION METHOD STANDARDS
: (1) reliability, (2)
validity, (3) generalizability, (4) utility, and (5) legality.
Performance management
the process through which managers ensure that
employees’ activities and outputs contribute to the organization’s goals
Maslow’s Hierarchy of Needs
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
Herzberg’s Motivation-Hygiene Theory
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.
Goal-Setting Theory
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
Expectancy Theory
is a performance management model that explains
employee performance by focusing on employees’ beliefs about their abilities,
behavior, and outcomes of their actions
Steps in Performance Management System
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.
RELIABILITY
The consistency of a performance measure; the degree to which a
performance measure is free from random error.
VALIDITY
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.
GENERALIZABILITY
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
UTILITY
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.
LEGALITY
The final standard that any selection method should adhere to is legality.
All selection methods should conform to existing laws and existing legal
precedents.
➢ Purposes of Performance Management
- Strategic Purpose
- Administrative Purpose
- Developmental Purpose
- Strategic Purpose
Strategies are implemented through defining the results, behaviors and, to
some extent, employee characteristics that are necessary for carrying out
any strategy.
Administrative Purpose
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
Developmental Purpose
The third purpose of the performance management system is to develop
employees who are efficient at their work. I
Criteria for Effective Performance Management
- Strategic Congruence - measures whether employees’ behavior and
attitudes support the organization’s strategy, goals, and culture. - Validity - it is the extent to which a measurement tool measures what it is
intended to measure. - Reliability - refers to the consistency of the results that the performance
measure will deliver. - Acceptability - refers to whether the people who use a performance
measure accept it. - Specificity - the extent to which a performance measure tells employees
what is expected of them and how they can meet these expectations.
Balanced Scorecard
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).
Kaizen
– 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.
Pareto Charts -
- highlight the most important cause of a problem
