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79 Cards in this Set
- Front
- Back
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What is selection?
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The process by which companies decide who to allow into the organization
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What is the Equal Employment Opportunity Commission (EEOC)?
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The group in charge of investigating discrimination claims and monitoring company hiring practices
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What is agreeableness?
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The personality trait characterized by trust and tolerance
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What is training?
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A planned effort to help employees acquire job-related knowledge, skills, and behaviors
Helps improve: job performance, customer satisfaction, retention, and job attitudes Helps reduce: injuries and grievances |
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What is a task statement?
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A summary of what needs to be trained, as part of a task analysis
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Background checks
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A selection method that utilizes driving records and credit card history
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Reliability
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The degree to which a measure is free of random error (and is therefore more precise)
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3 types of reliability
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Inter-item (repetition in items)
Test-retest (repetition in times) Inter-rater (repetition in raters) |
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Why do references and resumes have low validity?
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Exaggerating, people only give people who will be good references, and references don't want to be held accountable
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Because this selection method involves actually doing the job, it is considered one of the most valid measures
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Work samples
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Integrity tests are normally used to predict these types of criteria
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Theft, substance abuse, ethical reprimands, and other counterproductive behaviors
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Interviews
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Historically unreliable and invalid selection measure (but become drastically better when structured)
99% of US companies use them as a selection method |
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The selection method with the worst reliability
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Unstructured interviews
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Resumes are low in...
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validity
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Drug tests have high...
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generalizability
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Cognitive ability has high...
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utility
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Work samples are high in...
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legality
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Example of a job with a legitimate BFOQ requirement for physical abilities
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Cirque du Soleil
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Trait characterized by being sociable and assertive (remember Jack from 30 Rock)
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Extraversion
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The fact that the beach games in The Office don't apply to other jobs means they lack...
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generalizability
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Based on the interviews in The Apprentice, none of the companies would hire Craig, which demonstrates this statistical property
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Reliability (inter-rater)
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In The Office, Michael used this method of delivering training content when helping Dwight improve his customer service skills
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Business games/role playing
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What is person analysis?
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One of the first steps in creating a training program is deciding who needs training the most
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Two criteria that show that employees are ready for training
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Trainable and motivated
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Affective outcomes
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Training evaluation method that assesses increases in, for example, self-confidence or safety attitudes
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Creating the right learning environment often begins with this
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Training objective
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The most rigorous evaluation of training programs
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Pretest/posttest
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Benefits of companies having applicants take personality tests
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Decreased turnover, saving time and money on interviews, and increasing fit
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According to the article, Support grows for disabled job seekers, Merrill Lynch has started programs that align with this addition to Title VII
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Americans with Disabilities (ADA)
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According to the article, Theory & practice: Firms step up training, this company supports an offsite 5-day management training program
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Dell
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The article, They ponder layoffs, noted that 60% of companies faces talent gaps because they haven't focused on...
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succession planning
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A type of behavior that can ruin an interview
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Text speak, hasty emails, talking too much
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Physical abilities (5)
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Strength
Stamina Flexibility & coordination Psychomotor Sensory |
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Most reliable, valid, and generalizable selection measure
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Cognitive ability
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Second most reliable and valid selection measure
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Conscientiousness
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Selection method used by 67% of the Fortune 100
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Drug tests
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Content validity
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Validity derived from expert judgment
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Affirmative action
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Allows for consideration of group status in making employment decisions
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BFOQ
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Bona fide occupational qualification
This rebuttal to an accusation of discrimination in the hiring process is to show the hiring criteria was a necessary characteristic of the job |
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Personality (learning orientation)
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Individual trait that affects the likelihood that people will practice what they have learned in training
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Training may be a routine part of organizational life or a response to these
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Pressure points
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Solving for utility
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Circle/oval represents everyone who applied for the job
Right side top/whole right side=(with test) Top/whole=(without test) What is the difference between the two? Selection ratio? Right side/whole |
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Training; instructional design process
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(systematic approach)
Steps: 1. Needs assessment (person-who?, task-what?, organization-supportive?) 2. Employee readiness (trainable and motivated) 3. Learning environment (hear, see, do) 4. ensure transfer of training 5. training evaluation |
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Possible pressure points
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Legislation, lack of basic skills, poor performance, new technology, customer requests, new products, higher performance standards, new jobs, support for business strategy
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Needs assessment (3 parts)
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1. Organizational analysis (what is the context?)
2. Task analysis (in what do they need training?) 3. Person analysis (who needs training?) |
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Needs assessment > task analysis
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The job-analytic steps are often supplemented with a "task statement" (summary of what needs to be trained)
-short sentences that describe what the worker does, how the worker does it, to whom or to what it is done, and why |
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Needs assessment > person analysis
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Who needs training the most? Everyone? One group? Is training the answer? Or possibly new equipment/procedures?
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Needs assessment > organizational analysis
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What aspects of the organization make training more or less effective?
Is there managerial and peer support for training? Does the organization have the resources (budget, time, and expertise) for training? |
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Instructional design process > ensure employee readiness
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Are employees ready to be trained?
This means they are 1) trainable and 2) motivated to learn Depends on: -an awareness of the economic and career benefits that come from training -self-efficacy (belief that they can successfully learn the content) -personality variables (conscientiousness, inquisitiveness, etc.) |
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Instructional design process > create learning environment
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Steps:
-provide training objectives (take the task statement and turn them into specific goals; ensure that outcomes are measurable) -deliver the training content (trainees either hear, see, or do the content) -provide opportunities to practice -provide feedback |
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Critical features of various content delivery methods
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How similar is it to the task setting? (similarity)
How much control do trainees have over the pacing of the instruction? (control) How many trainees can take part at once? (potential size) How expensive is it? (expense) |
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Ensure transfer of learning
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-Increases when trainees learned skills in the first days and weeks back on the job
-Personality as well as job context affects this tendency to practice learned skills (learning vs. performance orientation) -Climate for transfer *opportunity to use learned skill *technological support *manager support *peer support *self-management skills |
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Training evaluation
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-Cognitive outcomes: measured with paper-and-pencil tests or computer-based exercises
-Skill-based outcomes: measured using trainer, peer, or supervisor eval.; work sample tests; computer-based exercises -Affective outcomes: increases in self-confidence, acceptance of diversity, and safety attitudes; measured using surveys & interviews -Results: measured using manager observation or personnel records; improvements in performance, productivity, quality, absenteeism, turnover, etc. |
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Evaluation methods
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-most rigorous: pretest-posttest (should be used whenever possible)
-can use cost-benefit analysis to calculate changes on return and investment |
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A measure MUST be ________ to be valid
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Reliable, because...
1) intuitively, if a measure is mostly random error, how can you expect it to correlate with job performance or retention? 2) statistically, the actual correlation between two measures is the "true correlation" multiplied by the square root of their relatabilities .5*sqrt(.7)*sqrt(.7)=.35 |
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Validity
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Refers more specifically to the extent to which the measure correlates with some criterion of interest; does it measure/predict variables that are important to the organization?
Must first be reliable! |
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"Good measure" of validity
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.2-.3
attenuating effects of unreliability, most selection systems employ multiple measures who validities accumulate |
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Concurrent validation
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-give measure to people already on the job
-correlate their performance (or some other criterion you want to measure) "restriction in range": most of them already have high levels of whatever you want to measure because otherwise you wouldn't have hired them/they've been trained |
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Predictive validation
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-give measure to job applicants but don't use it to hire (hire at random or use something else)
-correlate it with performance several months later |
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Content validation
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-not statistically derived
-relies on expert judgment -"does the content of the measure seem to relate to the job?" |
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Generalizability
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Does the validity of our measure generalize to other jobs, organizations, kinds of people, time periods, etc.?
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Utility
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How useful is it in terms of...
-increasing overall profitability -allowing us to accurately select those who will succeed on the job, in a "batting average" sense |
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Strength
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Degree to which you are capable of exerting force (static, explosive, dynamic)
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Stamina
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Efficiency of lungs & circulatory system (exert self for a long time)
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Flexibility and coordination
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Ability to bend, stretch, twist, & reach (extent and dynamic flexibility; gross body coordination & equilibrium)
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Psychomotor
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Capacity to manipulate & control objects (fine manipulative abilities, control movement abilities, response orientation, reaction time)
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Sensory
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Vision & hearing capabilities (near/far vision, night vision, visual color discrimination, depth perception, hearing sensitivity, auditory attention, speech recognition)
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One of the most widely used and most valid measures
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Cognitive abilities
BUT, cognitive abilities only tell you what a person can do, not necessarily what they will do |
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Cognitive ability ("g")
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Verbal ability: oral and written comprehension and expression
Quantitative ability: number facility and mathematical reasoning Reasoning ability: problem sensitivity, deductive and inductive reasoning, originality Spatial ability: spatial orientation and visualization Perceptual ability: speed and flexibility of closure, perceptual speed |
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The Wonderlic
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-one of the most widely used measures of general mental ability
-50 Q, 12 minutes -a score of 20 is equivalent to an IQ of 100, which is average -a score of 10 indicates literacy |
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Personality
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-the relatively stable organization of a person's characteristics
-an enduring pattern of behavior -50% of personality is inherited |
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The "Big 5"
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Conscientiousness, extroversion, agreeableness, openness, and emotional stability
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Conscientiousness
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Dependable, organized, achievement-oriented
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Extroversion
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Sociable, assertive, talkative, expressive
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Agreeableness
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Courteous, trusting, tolerant, cooperative
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Openness
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Curious, imaginative, broad-minded
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Emotional stability (neuroticism)
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Stable, non-depressed, secure, content
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Ways to improve interview content
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1. Base questions on job analysis
2. Ask exact same questions of each candidate 3. Limit unnecessary follow-up questions and elaboration 4. Separate questions from ancillary materials 5. Put off applicant questions until the end 6. Avoid opinion-oriented questions 7. Focus on situational questions |
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Ways to improve evaluation accuracy
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1. Use rating scales on a question-by-question and overall basis
2. Take detailed notes 3. Use the same set of interviewers for all candidates, and extensively train them 4. Discourage discussion of candidates between interviews |
