Exam 2

Front 1

Test

Back 1

A systematic procedure for observing behavior and describing it with the aid of numerical scales or fixed categories.

Front 2

Speed Test

Back 2

A test containing relatively easy items with a short time limit in which individuals must complete as many items as they can.

Front 3

Power Test

Back 3

A test with no fixed time limits and relatively difficult items.

Front 4

Individual Test

Back 4

Tests that are administered to one person at a time.

Front 5

Group Tests

Back 5

Tests in which many applicants can be tested at one time.

Front 6

Paper-And-Pencil Tests

Back 6

Frequently used tests in which individuals respond to questions in a test booklet or mark answers on computer sheets to be scanned.

Front 7

Performance Tests

Back 7

Tests that require the manipulation of an object or a piece of equipment.

Front 8

Validity Coefficient (r)

Back 8

A correlation that serves as an index of the relationship between a predictor and a criterion, used by selection researchers and practitioners as evidence that a particular test is a valid predictor of a performance criterion.

Front 9

Mechanical Ability

Back 9

A specific cognitive ability involving a focus on mechanical relations, recognition of tools used for various purposes, and sometimes actual mechanical skills.

Front 10

Spatial Ability

Back 10

A specific cognitive ability involving a focus on geometric relations, such as visualizing objects and rotating them spatially to form a particular pattern.

Front 11

Clerical Ability

Back 11

A specific cognitive ability relevant for jobs such as secretary, administrative assistant, and bookkeeper involving a focus on both perceptual speed and accuracy in processing verbal and numerical data.

Front 12

Emotional Intelligence (EI)

Back 12

Ability of a person to deal effectively with his or her emotions and the emotions of others.

Front 13

Psychomotor Tests

Back 13

Tests that measure both the speed and the accuracy of motor and sensory coordination.

Front 14

Personality Tests

Back 14

Tests in which numbers are systematically assigned to individuals’ characteristics.

Front 15

Integrity Tests

Back 15

Tests used in an attempt to predict whether an employee will engage in counterproductive or dishonest work-related behaviors like cheating, stealing, or sabotage; also called honesty tests.

Front 16

Work Sample Tests

Back 16

Tests that attempt to duplicate performance criteria measures and use them as predictors, thus forming miniature replicas of the job.

Front 17

Situational Judgement Test

Back 17

Paper-and-pencil test or video vignette that provides hypothetical scenarios for candidates to respond to by choosing the best alternative.

Front 18

Assessment Center (AC)

Back 18

An approach or method in which multiple raters (assessors) evaluate applicants or incumbents (assessees) on a standardized set of predictors (exercises).

Front 19

In-Basket

Back 19

An individual exercise in which assessees are asked to act as a manager in a particular company with certain issues or ideas that need to be considered and responded to.

Front 20

Leadership Group Discussion (LGD)

Back 20

A group exercise designed to tap managerial attributes that requires the interaction of a small group of individuals.

Front 21

Biographical Information

Back 21

In the context of selection, any information that
is descriptive of an individual’s personal history.

Front 22

BioData

Back 22

Personal history information obtained through a biographical information blank (BIB) that asks respondents about their attitudes, hobbies, experiences, and so on.

Front 23

Interviews

Back 23

Procedures designed to predict future performance based on an applicant’s oral responses to a series of oral questions.

Front 24

Realistic Job Preview (RJP)

Back 24

During an employment interview, the presentation of an accurate glimpse of what the job would be like.

Front 25

Selection Battery

Back 25

A set of predictors, or tests, that are used to make employee hiring decisions.

Front 26

Recruitment

Back 26

The process of encouraging potentially qualified applicants to seek employment with a particular company.

Front 27

person– environment (PE) fit

Back 27

The agreement or match between an individual’s KSAOs and values and the demands of a job and characteristics of an organization.

Front 28

validity shrinkage

Back 28

A statistical phe- nomenon reflecting the likelihood that a given selection battery will demon- strate lower validity when employed with a different sample.

Front 29

validity general- ization (VG)

Back 29

A statistical approach used to demonstrate that test validities do not vary across situations.

Front 30

situational specificity

Back 30

The belief that test validities are specific to particu- lar situations.

Front 31

multiple cutoff approach

Back 31

A noncompen- satory model of employee selection in which “passing scores,” or cutoffs, are set on each predictor.

Front 32

multiple hurdle approach

Back 32

A rendition of the multiple cutoff approach in which the predictors are administered in a predetermined order and appli- cants are measured on the next predic- tor only if they scored above the cutoff on the previ- ous predictor.

Front 33

multiple regression

Back 33

A statistical tech- nique that, when used in the selec- tion context, allows us to estimate how well a series of pre- dictors forecasts
a performance criterion.

Front 34

Utility

Back 34

The degree to which a selection battery is useful and cost efficient.

Front 35

Base Rate

Back 35

The percentage of current employees who are successful on the job.

Front 36

selection ratio

Back 36

The number of job openings divided by the number of applicants.

Front 37

employment at-will

Back 37

A common law doctrine stating that employers and employees have the right to initiate and terminate the employment rela- tionship at any time, for any reason or for no reason at all.

Front 38

adverse impact

Back 38

The most accepted operationalization of discrimination, defined in the Guidelines as the “80% rule of thumb.” A selec- tion battery exhibits adverse impact (i.e., dis- criminates) against a group if the selection rate for that group is less than 80% of the selection rate for the group with the highest selection rate.

Front 39

affirmative action (AA)

Back 39

A practice employed in many organizations to increase the num- ber of minorities or protected class members in targeted jobs.

Front 40

disparate impact cases

Back 40

Cases involving employment pro- cedures that apparently unin- tentionally discrim- inate against or unfairly affect a minority group.

Front 41

disparate treat- ment cases

Back 41

Cases involving dis- crimination that results from inten- tional differential treatment or behavior.

Front 42

sexual harassment

Back 42

Behaviors such as unwelcome sexual advances, requests for sexual favors, and other conduct of a sexual nature, submission to or rejection of which affects one’s job or creates an offensive work environment.

Front 43

essential functions

Back 43

Tasks that are sig- nificant and mean- ingful aspects of the job.

Front 44

reasonable accommodations

Back 44

Changes or excep- tions made by an employer that allow qualified disabled individuals to suc- cessfully do a job.

Front 45

undue hardship

Back 45

An accommodation for the disabled that would result in significant difficulty or expense given the employer’s size and financial resources.

Front 46

training

Back 46

The formal proce- dures that a com- pany utilizes to facilitate learning so that the result- ant behavior con- tributes to the attainment of the company’s goals and objectives.

Front 47

human capital

Back 47

The education, training, and expe- riences of individ- ual employees that provide value to organizations.

Front 48

continuous learning

Back 48

Directed and long- term effort to learn; stems from an intense desire to acquire knowl- edge and improve results and from participation in activities that facili- tate learning.

Front 49

instructional design

Back 49

A set of events that facilitate train- ing through their impact on trainees.

Front 50

learning

Back 50

The relatively per- manent change in behavior that occurs as a result of experience or practice.

Front 51

distributed practice

Back 51

Training in which the practice is divided into seg- ments, usually with rest periods in between.

Front 52

massed practice

Back 52

Training in which all the practice takes place at one time, without breaks.

Front 53

overlearning

Back 53

The process of giv- ing trainees contin- ued practice even after they have appeared to mas- ter the behavior, resulting in high levels of learning.

Front 54

readiness

Back 54

Possessing the background charac- teristics and neces- sary level of inter- est that make learning possible.

Front 55

transfer of training

Back 55

The extent to which the material, skills, or proce- dures learned in training are taken back to the job and used by the employee in some regular fashion.

Front 56

physical fidelity

Back 56

The extent to which the opera- tion of equipment in training mimics that in the real world.

Front 57

psychological fidelity

Back 57

The extent to which the essential behavioral process- es needed for suc- cess on the job are also necessary for success on the training simulation.

Front 58

distance
learning (DL)

Back 58

The delivery of material to all par- ticipants at the same time even though participants are separated by geographical distance.

Front 59

organizational socialization

Back 59

The process by which an individual acquires the atti- tudes, behavior, and knowledge needed to partici- pate as an organi- zational member.

Front 60

reaction criteria

Back 60

In Kirkpatrick’s tax- onomy, trainees’ attitudinal reac- tions to the train- ing program; along with learning crite- ria, also called internal criteria.

Front 61

learning criteria

Back 61

In Kirkpatrick’s tax- onomy, criteria that reflect how much of the material is actually learned in the training pro- gram; along with reaction criteria, also called internal criteria.

Front 62

behavioral criteria

Back 62

In Kirkpatrick’s tax- onomy, criteria that refer to changes that take place back on the job; along with results criteria, also called external criteria.

Front 63

results criteria

Back 63

In Kirkpatrick’s tax- onomy, the ulti- mate value of the training program to the company; along with behav- ioral criteria, also called external criteria.