Hrm Test 2

Front 1

Tests do not unfairly discriminate against minority or nonminority subgroups (disparate impact)

Back 1

Disparity Impact

Front 2

Tendency to exhibit poor emotional adjustment and experience negative effects, such as anxiety, insecurity and hostility.

Back 2

Neuroticism

Front 3

Rights to test takers under American Psychological Association Standard

Back 3

To Right to Privacy and information
To Confidentiality of Test Results
To Informed Consent regarding use of these results
To expect that only people qualified to interpret the scores will have access to them.
To expect the test is fair to all

Front 4

Why measure motivation and interpersonal skills? (Pg. 206)

Back 4

Factors like motivation & interpersonal skills are very important, because they can effect job performance. Most people are hired based on qualifications, but most are fired for nonperformance (interpersonal skills).

Front 5

consistency and validity

Back 5

For a test to be consistent, there has to be a
For a test to be valid, it must be related to the “success” or “failure” of the job

Front 6

What is meant by motor and physical abilities ? (pg. 205)

Back 6

Motor Abilities – ex. Finger dexterity, manual dexterity, & reaction time
Physical Abilities – ex. Static strength (lifting weights), dynamic strength (pull-ups), body coordination (jumping rope), & stamina

Front 7

Steps validation process

Back 7

Step 1: Analyze the Job – Analyze the job & write job descriptions & job specifications, specify human traits & skills you believe are required for adequate job performance.

Step 2: Choose the Tests – Choose tests that you think measure the attributes (predictors) important for success; Usually based on choice on experience, previous research, & best guesses, Also usually choose several tests and combine them into a test battery, which aim to measure an array of possible predictors, such as aggressiveness, extroversion, & numerical ability.

Step 3: Administer the Test – Administer the selected test(s) to employees. 2 choices: concurrent validation or predictive validation

Step 4: Relate Your Test Scores & Criteria – Determine if there is significant relationship between scores (the predictor) & performance (the criterion).

Step 5: Cross-Validate & Revalidate – Before putting the test to use, you may want to check it by cross-validating, by again performing steps 3 & 4 on a new sample of employees. Also, test periodically.

Front 8

What is meant by extraversion

Back 8

Extraversion represents a tendency to be sociable, assertive, active, & to experience positive effects, such as energy & zeal. (Extraversion is one of the “big five” personality dimensions industrial psychologists often emphasize as they apply to personnel testing.)

Front 9

10. What law keeps from pre-employment inquiries about disabilities

Back 9

1990 American with Disabilities Act (ADA) prohibits employers from making pre-employment inquiries into the existence, nature, or severity of a disability

Front 10

Know about different types of interviewing panel, sequential, single person interviews

Back 10

11. Know about different types of interviewing panel, sequential, single person interviews

Personal or Individual Interviews -One on one basis, where two people meet alone, and one interviews the other by seeking oral responses to oral inquiries. These are done the most in interviews.
Sequential or Serial Interview - Several persons interview the applicant, before a decision is made. Most interview processes are sequential.

Unstructured Sequential Interview - An interview in which each interviewer forms an independent opinion after asking different questions.

Structured Sequential Interview - An interview in which the applicant is interviewed sequentially by several persons; each rates the applicant on a standard form.

Computerized Selection Interview - Interview in which a job candidate’s oral and/or computerized replies are obtained in response to computerized oral, visual, or written questions and/or situations. Computer Aided Interviews usually reject unacceptable candidates and select those who will move on to face-to-face interviews.

Panel or Board Interviews -An interview in which a group of interviewers (usually 2 or 3) question an applicant then combine their ratings into a final panel score.

Front 11

Mass Interviews -

Back 11

A panel interviews several candidates simultaneously. It is a more stressful variant than even panel interviews. In mass interviews, the panel poses a problem and then sits back and watches to see which candidate takes the lead in formulating an answer.

Other forms include: telephone interviews, Videoconference

Front 12

Behavioral Interview or situational interview
Behavioral interviews are a series of questions that focus on how the candidate reacted to actual situations in the past. (Ex. Question – Tell me about a time ou were speaking with an irate person, and how you turned the situation around.)

Back 12

Situational interviews are a series of job-related questions that focus on how the candidate would behave in a given situation. (Ex. Question – You might ask a supervisory candidate how he or she would respond to a subordinate coming to work late three days in a row.)

Front 13

Four factors probe for in an interview (Pg. 257)

Back 13

Intellectual Factor: Asses such things as complexity of tasks the person has performed, grades in school, test results (including scholastic aptitude tests), & how the person organizes his or her thoughts & communicates
Motivation Factor: His/her likes & dislikes, aspirations or goals, & energy level
Personality Factor: Self-defeating behaviors (aggressiveness, compulsive fidgeting), & by exploring the person’s past interpersonal relationships, Ask about working in groups at school, working with frat bros or sorority sisters, leading the work team on the last job, etc.)
Knowledge & Experience Factor: Situational questions such as “How would you organize such a sales effort?” or “How would you design that kind of Web site?”

Front 14

15. Advantage computer aided interviews
(Pg. 243-245)

Back 14

Because they can reduce the amount of time managers devote to interviewing what often turn out to be unacceptable candidates. Also, applicants are reportedly more honest with computers than they would be with people.