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119 Cards in this Set
- Front
- Back
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Personnel selection
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the process through which organizations make decisions about who will or will not be allowed to join the organization
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reliability
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the extent to which a measurement is free from random error; means a measurement generates consistent results
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validity
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extent to which performance on a measure (test score) is related to what the measure is designed to assess (job performance);
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Criterion-related validity
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measure of validity based on showing a substantial correlation between test scores and job performance scores; predictive validation & concurrent validation
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Predictive validation
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research that uses the test scores of all applicants and looks for a relationship between the scores and future performance of the applicants who were hired; more time consuming but best measure of vailidty
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Concurrent validation
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research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance
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Content validity
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consistency between the test items or problems and the kinds of situations or problems that occur on the job; tests whether the applicants have the necessary KSAOs to handle such situations
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Construct validity
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consistency between a high score on a test and high level of a construct such as intelligence or leadership ability, as well as between mastery of this construct and successful performance on the job; measures intelligence, leadership, behaviors
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Generalizable
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method where measurements are valid in other contexts beyond the context in which the selection method was developed
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Utility
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the extent to which something provides economic value greater than its cost
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Resume
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Inexpensive way to gather information, provide insight how candidates communicate and present themselves,
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Aptitude tests
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tests that assess how well a person can learn or acquire skills and abilities
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Achievement tests
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tests that measure a person's existing knowledge and skills
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Cognitive Ability Tests
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tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability; "intelligence tests"; low cost but concern legal issues
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Assessment center
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a wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential; combines several assessment methods to increase the validity
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"Big Five" Personality traits
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Extroversion, Adjustment, Agreeableness, Conscientiousness, Inquisitiveness
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Extroversion
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(Big Five) sociable, gregarious, assertive, talkative, expressive
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Adjustment
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(Big Five) emotionally stable, nondepressed, secure, content
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Agreeableness
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(Big Five) courteous, trusting, good-natured, tolerant, cooperative, forgiving
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Conscientiousness
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(Big Five) dependable, organized, perserving, thorough, achievement-oriented
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Inquisitiveness
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(Big Five) Curious, imaginative, artistically sensitive, broadminded, playful
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Nondirective Interview
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selection interview in which the interviewer has great discretion in choosing questions to ask each candidate; reliability is not great and interviewers don't ask valid questions
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Structured interview
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selection interview that consists of a predetermined set of questions for the interviewer to ask; more valid and reliable
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Selection Process - steps (5)
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Screen Applications & Resumes
Test & Review Work Samples Interview Candidates Check References & Background Make a Selection |
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Criteria for Evaluating Selection Methods
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Legal, Reliable, High-Utility, Generalizable, Valid
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Situational Interview
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a structured interview in which the interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation; high validity in predicting job performance
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Behavior Description Interview (BDI)
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a structured interview in which the interview asks the candidate to describe how he or she handled a type of situation in the past; have highest validity because candidate actually experienced it
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Panel Interview
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Selection interview in which several members of the organization meet to interview each candidate; reduces biases in selection decisions;
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Advantages of Interviewing
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see evidence of communication & interpersonal skills; give insights to candidates' personalities and interpersonal styles; check accuracy of resume info
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Disadvantages of Interviewing
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not most accurate; costly, risk of discrimination
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Multiple Hurdle Model
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process of arriving at a selection decision by eliminating some candidates at each stage of the selection process
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Compensatory Model
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Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another
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Training
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an organization's planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job
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Stages of Designing Training (instructional design)
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Assess needs for training
Ensure readiness for training Plan training program (Objectives, Trainers, and Methods) Implement the training program Evaluate results of training |
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Instructional Design
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process of systematically developing training to meet specified needs
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Needs Assessment
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The process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training, if any, are necessary; Organization, Person, Task
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Organization Analysis
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a process for determining the appropriateness of training by evaluating the characteristics of the organization
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Person Analysis
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process of determining individuals' needs and readiness for training
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Tas Analysis
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The process of identifying and analyzing tasks to be trained for
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Readiness for Training
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combination of employee characteristics and positive work environment that permit training
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Effective Training Objectives (3)
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1: a statement of what the employee is expected to do
2: a statement of the quality or level of perfromance that is acceptable 3: a statement of the conditions under which the trainee is expected to apply what he or she learned |
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Presentation Methods
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training methods in which trainees receive information provided by instructors or via computers or other media;; appropriate for conveying facts or comparing alternative processes; less expensive than brining trainees together in a classroom
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Hands-on methods
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Training methods which actively involve the trainee in trying out skills being taught; simulations, games, role-plays, interactive learning; appropriate for teaching specific skills and helping trainees understand how skills and behaviors apply to their jobs
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Group-building methods
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Training methods in which trainees share ideas and experiences, build group identity, understand interpersonal relationships, and learn the strengths and weaknesses of themselves and their coworkers; appropriate for establishing teams or work groups
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Most widely used training methods
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classroom instruction, public seminars, self-study online and case studies
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On-the-Job Training
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Training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace; apprenticeships & internships
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Apprenticeship
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a work-study training method that teaches job skills through a combination or on-the-job training and classroom training
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Internship
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On-the-job learning sponsored by an educational institution as a component of an academic program
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Bricklayer, Carpenter, Electrician, Plumber, Printer Welder
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Examples of Apprenticeships
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Accountant, Doctor, Journalist, Lawyer, Nurse
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Examples of Internships
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Simulation
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training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job
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Virtual Reality
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A computer-based technology that provides an interactive, three-dimensional learning experience
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Behavior Modeling
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most effective way to teach interpersonal skills; involves training sessions in which participants observe other people demonstrating the desired behavior and then have opportunities to practice the behavior themselves
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Experiential Programs
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Training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations; develop teamwork and leadership skills
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Adventure Learning
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a teamwork and leadership training program based on the use of challenging, structured outdoor activities
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Cross-training
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team training in which team members understand and practice each other's skills so that they are prepared to step in and take another member's place
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Coordination Training
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Team training that teaches the team how to share information and make decisions to obtain the best team performance
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Team Leader Training
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Training in the skills necessary for effectively leading the organization's teams
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Action learning
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Training in which teams get an actual problem, work on solving it and commit to an action plan and are accountable for carrying it out; 6 - 30 employees
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Readability
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The difficulty level of written materials; Overcome: short sentences and simple, standard words
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Transfer of training
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on-the-job use of knowledge, skills, and behaviors learned in training
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Measures of Training Success (5)
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Return on Investment
Trainee Satisfaction Performance Improvements New skills, knowledge Transfer of Training |
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Orientation
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Training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships; new employees
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Objectives of Orientation
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Familiarizing new employees with organization's rules, policies, and procedures
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Diversity Training
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Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce
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Performance Appraisal
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The measurement of specified areas of an employee's performance
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Performance Management
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The process through which managers ensure that employees' activities and outputs contribute to the organization's goals
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Stages of the Performance Management Process
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Specify Relevant aspects of performance
Appraise Performance Provide performance feedback |
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Strategic Purpose
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helps the organization achieve its business objectives by helping to link employees'ehavior with the org's goals
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Administrative Purpose
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Refers to the ways in which org's use the system to provide info for day-to-day decisions about salary, benefits, and recognition programs
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Developmental Purpose
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Serves as a basis for developing employees' knowledge and skills
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Purposes of Performance Management
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Strategic, Administrative, and Developmental
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Criteria for Effective Performance Measures
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Fit with strategy
Specific feedback Acceptability Reliability Validity |
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Simple Ranking
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method of performance measurement that requires managers to rank employees in their group from the highest performer to the poorest performer
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Forced-Distribution Method
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Method of performance measurement that assigns a certain percentage of employees ot each category in a set of categories
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Paired-Comparison Method
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Method of performance measurement that compares each employee with each other employee to establish rankings
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Graphic Rating Scale
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Method of performance measurement that lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait
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Mixed-Standard Scales
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Method of performance measurement that uses several statements describing each trait to produce a final score for that trait.
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critical-incident method
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Method of performance measurement based on managers' records of specific examples of the employee acting in ways that are either effective or ineffective
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Behaviorally anchored rating scale (BARS)
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Method of performance measurement that rates behavior in terms behavior in terms of a scale showing specific statements of behavior that describe different levels of performance
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Behavioral Observation Scale (BOS)
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a variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task
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Organizational Behavior Modification (OBM)
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A plan for managing the behavior of employees through a formal system of feedback and reinforcement
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Management by Objectives (MBO)
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System in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the org's overall goals; these goals become the standards for evaluating each employee's performance
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360-degree performance appraisal
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Performance measurement that combines information from the employee's managers, peers, subordinates, self, and customers
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Sources of Performance Information
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Managers, Customers, Peers, Self, and Subordinates
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Similar-To-Me, Contrast, Errors in Distribution, Halo and Horns
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Types of Distribution Errors
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Similar-to-me Errors
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Rating error of giving a higher evaluation to people who seem similar to oneself
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Contrast Error
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Rating error caused by comparing employee's performance to coworkers rather than to an objective standard
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Leniency Error
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Rating error of assigning inaccurately high ratings to all employees
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Strictness Error
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Rating error of giving low ratings to all employees, holding them to unreasonably high standards
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Central Tendency
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Incorrectly rating all empoyees at or near the middle of a rating scale
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Halo Error
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Rating error that occurs when the rater reacts to one positive performance aspect by rating the employee positively in all areas of performance
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Horns Error
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Rating error that occurs when the rater responds to one negative aspect by rating an employee low in other aspects
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Improving Performance: MISDIRECTED EFFORT
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Low Ability; High Motivation
Improve by: Coaching, feedback, goal setting, training, restructured job assignment |
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Improving Performance: DEADWOOD
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Low Ability; Low Motivation
Improve by: Withholding pay increases, demotion, outpalcement, firing, specific, direct feedback |
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Improving Performance: SOLID PERFORMERS
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High Ability; High Motivation
Improve by: Reward good performance, identify development opportunities, provide honest, direct feedback |
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Improving Performance: UNDERUTILIZERS
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High Ability; Low Motivation
Improve by: honest direct feedback, provide counseling, use team building, link rewards to performance outcomes, offer training for needed K or S, manage stress levels |
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Employee Development
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the combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers; goal is to prepare for changes and participation is voluntary
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Employee Training
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Focuses on helping employee improve performance of their current jobs; low use of work experiences; goal is to prep for current job; participation is required
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Protean Career
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a career that frequently changes based on changes in the person's interests, abilities, and values and in the work environment
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Four Approaches to Employee Development
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Interpersonal Relationships, Formal Education, Job Experiences, Assessment
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Assessment
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Collecting information and providing feedback to employees about their behavior, communication style, or skills
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Myers-Briggs Type Indicator
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MBTI; Psychological test that identifies individuals' preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development
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Assessment Center
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an assessment process in which multiple raters or evaluators (assessors) evaluate employees' performanc eon a number of exercises, usually as they work in a group at an offsite location; primary use is to identify whether employees have the personality characteristics, administrative skills, and interpersonal skills needed for managerial jobs
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Leaderless Group Discussion
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an assessment center exercise in which a team of five to seven employees is assigned a problem and must work together to solve it within a certain time period
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Benchmarks
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a measurement tool that gathers ratings of a manger's use of skills associated with success in managing
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Performance Appraisal
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process of measuring employees' performance
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Job Experiences
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The combination of relationships, problems, demands, tasks, and other features of an employee's jobs
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Transfer
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assignment of an employee to a position in a different area of the company, usually in a lateral move
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Downward move
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Assignment of an employee to a position with less responsibility and authority
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Promotion
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Assignment of an employee to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accompanied by a pay increase
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Externship
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Employee development through a full-time temporary position at another organization
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Sabbatical
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A leave of absence from an organization to renew or develop skills
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Mentor
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an experienced, productive senior employee who helps develop a less experienced employee (a protege)
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Coach
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a peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback
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Self-assessment
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The use of information by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs
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Reality Check
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Information employers give employees about their skills and knowledge and where these assets fit into the organization's plans
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Glass Ceiling
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Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in an organization
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Succession Planning
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The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant
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