Chapter 17: Human Resource Policies And Procedures

Front 1

Initial Selection

Back 1

Devices that are the first information applicants submit and are used for preliminary rough cuts to decide whether the applicant meets the basic qualifications for a job.

Front 2

Application Selection

Back 2

Not useful for prediction of performance; can be good initial screening.

Front 3

Background Checks/Reference Checks

Back 3

Employer wants to know how the applicant performed at his or her previous job and how their previous employer felt about them as an employee.

Front 4

Alternative Initial Selection Measures

Back 4

Letters of recommendation, credit checks, criminal background checks

Front 5

Initial Selection

Back 5

Applicants who don't meet basic qualifications are rejected.

Front 6

Substantive Selection

Back 6

The “heart of the selection process”; determines the most qualified applicants from among those who meet basic qualifications.

Front 7

Written Tests

Back 7

Not used as much anymore because some felt they were discriminatory, or they were not related to job performance.

Front 8

Written Tests

Back 8

Management feels these are valid but applicants don’t feel the same way.

Front 9

Intelligence or Cognitive Ability Tests

Back 9

The single best predictor of job performance.

Front 10

Personality Tests

Back 10

Inexpensive and easy to administer.

Front 11

Big Five Personality Test

Back 11

Best predictor of good performance is conscientiousness for job performance and positive self-concept.

Front 12

Alternative Substantive Selection Measures

Back 12

Integrity tests, interest inventories

Front 13

Performance-Simulation Tests

Back 13

Have higher face validity which measures where applicants perceived the measures to be accurate, and their popularity has increased.

Front 14

Work Sample Tests

Back 14

Hands of simulations of part or all of the work that applicants for routine jobs must perform. These are more valid and reliable than written tests.

Front 15

Assessment Centers

Back 15

A set of performance simulation tests designed to evaluate a candidate’s managerial potential.

Front 16

Situational Judgement Tests

Back 16

Frequently used to reduce costs.

Front 17

Interviews

Back 17

The most common selection measure, they also tend to have a disproportionate amount of influence.

Front 18

Interviews

Back 18

Use multiple interviewers to increase effectiveness, but beware of anxiety.

Front 19

Behaviorally-Structured Interview Questions

Back 19

Applicants describe how they would handle a specific problem.

Front 20

Behaviorally-Structured Interview Questions

Back 20

Plan and prepare to reduce bias and improve validity.

Front 21

Unstructured Interviews

Back 21

Not very effective.

Front 22

Behaviorally-Structured Interviews

Back 22

Provide a realistic job preview.

Front 23

Behaviorally-Structured Interviews

Back 23

Establish Rapport

Front 24

Behaviorally-Structured Interviews

Back 24

Provide the interviewee a chance to ask questions.

Front 25

Behaviorally-Structured Interviews

Back 25

Review interview immediately.

Front 26

Contingent Selection

Back 26

Make the final check before making an offer to applicants. Applicants who are among the best qualified, but who fail contingent selection measures are rejected.

Front 27

Contingent Selection Measures

Back 27

Drug tests, medical exams.

Front 28

Medical Exams (Contingent Selection Measure)

Back 28

After the contingent offer has been made, medical exams are used to assess whether or not/how an employer can accommodate a future employee with a disability.