I/o Psych Chapter 4

Front 1

Employment Equity

Back 1

Policies and practices designed to increase the presence of qualified women, visible minorities, Aboriginal people, and people with disabilities in the workforce.

Front 2

Applicant Pool

Back 2

The set of potential candidates who may be interested in, and who are likely to apply for, a specific job.

Front 3

Internet Recruiting

Back 3

The use of the Internet and the World Wide Web to match candidates to jobs through electronic databased that store informaiton on jobs and job candidates.

Front 4

Self-Selecting Out

Back 4

Occurs during the recruitment and selection process when candidates form an opinion that they do not want to work in the organization for which they are being recruited.

Front 5

Person-Job Fit

Back 5

A process through which an organization reaches a decision that a job candidate has the knowledge, skills, abilities, or competencies required by the job in question.

Front 6

Person-Organization Fit

Back 6

A process through which an organization reaches a decision that a job candidate fits the organization's values and culture and has the contextual attributes desired by the organization.

Front 7

Realistic Job Preview (RJP)

Back 7

A procedure designed to reduce turnover and increase satisfactino among newcomers to an organization by providing job candidates with accurate information and the job and the organization.

Front 8

Systemic Discrimination

Back 8

In employment, the intentional or unintentional exclusion of member of groups that are protected under human rights legislation through recruiting, selection, or other personnel practices or policies.

Front 9

Cognitive Ability

Back 9

Refers to intelligence, general mental ability, or intellectual ability.

Front 10

Discrimination

Back 10

Any refusal to employ or to continue to employ any person, or to adversely affect any current employee on the basis of that individual's membership in a protected group.

Front 11

Direct discrimination

Back 11

Occurs where an employer adopts a practice or rule which on its face discriminates on a prohibited ground.

Front 12

Indirect discrimination

Back 12

Occurs when an employer, in good faith, adopts a policy or practice for sound business reasons, but when it is applied to all employees it has an unintended, negative impact on members of a protected group.

Front 13

Protected groups

Back 13

Protected groups are those who have attributes that are defined as "prohibited grounds" for discrimination under the human rights act that applies to the employing organization.

Front 14

Designated groups

Back 14

The Employment Equity ACt defines designated groups as women, Aboriginal peoples, persons with disabilities, an dvisibile minorities.

Front 15

Adverse impact

Back 15

Occurs when the selection rate for a protected group is lower than that for the relevant comparison group. U.S. courts consider adverse impact to uccur when the number of members selected from a protected group is less than 80% of the number of majority-group members selected.

Front 16

Bona fide occupational requirement

Back 16

Those that a person must possess to perform the essential components of a job in a safe, efficient, and reliable manner. TO defend employment practice or policy on the grounds that the policy/practice may be perceived as discriminatory, the emplooyer must show that the practice/policy was adopted in an honest and good-faith belief that it was reasonably necessary to ensure the efficient and economical performance of the job without endangering employees or the general public.

Front 17

Accomodation

Back 17

Refers to the duty of an employer to put in place modifications to discriminatory employment practices or procedures to meet the needs of members of a protected group being affected by the employment practice or procedure. As part of a BFOR defence, an employer must demonstrate that such accommodation is impossible to achieve without incurring undue hardship in terms of the organization's expense or operations.

Front 18

Sufficient risk

Back 18

As part of a BFOR defence, an employer may argue that an occupational requirement that discriminates against a protected group is reasonably necessary to ensure that work will be performed successfully and in a manner that will not pose harm to employees or the public.

Front 19

Undue hardship

Back 19

The limit beyond which employers and service providers are not expected to accommodate a member of a protected group. Undue hardship usually occurs when an employer cannot bear the costs of the accomodation.

Front 20

Selection Ratio

Back 20

The proportion of applicants for one or more positions who are hired.

Front 21

Screening

Back 21

Involves identifying individuals from the applicant pool who have the minimum qualifications for the target position(s); candidates "passing" this first hurdle are referred for more extensive assessments.

Front 22

Minimum Qualifications (MQs)

Back 22

Knowledge, skills, abilities, experiences, and other attributes deemed necessary for minimally acceptable performance in one or more positions; designed for making the "first cut" in screening job applicants and sometimes referred to as selection criteria.

Front 23

Recruitment

Back 23

The generation of an application pool for a position or job in order to provide the required number of qualified candidates for a subsequent selection or promotion process.

Front 24

False positives

Back 24

Individuals who are predicted to perform successfully for a given position but who don't perform at satisfactory levels when placed on the job.

Front 25

False Negatives

Back 25

Individuals who are predicted to perform unsuccessfully for a given positon (based on pre-selection assessment scores) but who would perform at satisfactory levels if hired.

Front 26

Application Blank or Form

Back 26

A form used by job candidates to provide an employer with basic information about their knowledge, skills, education, or other job-related information.

Front 27

Weighted Application Blank (WAB) or form

Back 27

Method for quantitatively combining informatino from application blank items by assigning weights that reflect each item's value in predicting job success.

Front 28

Biographical Information Blank (BIB)

Back 28

A pre-selection questionnaire in which applicants are asked to provide job-related information on their personal background and life experiences.

Front 29

Reference Check

Back 29

Information gathered about a job candidate from that applicant's supervisors, coworkers, clients, or other "referees"; usually collected from the referees through telephone interviews.

Front 30

Ability

Back 30

An enduring general trait or characteristic on which people differ and which they bring to a work situation.

Front 31

Skill

Back 31

Refers to an individual's degree of proficiency or competency on a given task that develops through performing the task.

Front 32

Aptitude

Back 32

A specific, narrow ability or skill that may be used to predict job performance.

Front 33

Emotional Intelligence

Back 33

The ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotions and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth.

Front 34

Psychomotor abilities

Back 34

Traits or characteristics that involve the control of muscle movements.

Front 35

Physical abilities

Back 35

Characteristics involved in the physical performance of a job or task that involve the use or application of muscle force over varying periods of time either alone or in conjunction with an ability to maintain balance or gross body coordination.

Front 36

Sensory/perceptual abilities

Back 36

Traits or characteristics that involve different aspects of vision and audition, as well as the other senses.

Front 37

Personality

Back 37

A set of characteristics or properties that influence, or help to explain, an individual's behaviour

Front 38

Personality traits

Back 38

Stable, measurable characteristics that help explain ways in which people vary.

Front 39

Conscientiousness

Back 39

A general tendency to work hard and to be loyal; to giev a full day's work each day and to do one's best to perform well-following instructions and accepting organization goals, policies, and rules - even with little or no supervision.

Front 40

Emotional stability

Back 40

Reflects a calm, relaxed approach to situations, events, or people. It includes an emotionally controlled response to changes in the work environment or to emergency situations.

Front 41

Openness to experience

Back 41

Reflect a preference for situations in which one can develop new things, ideas, or solutions to problems through creativity or insight.

Front 42

Agreeableness

Back 42

Reflects a desire or willingness to work with others to achieve a common purpose and to be part of a group. It also includes a tendency to be a caring person in relation to other people, to be considerate and understanding, and to have a genuine concern for the well-being of others.

Front 43

Extroversion

Back 43

Reflects a tendency to be outgoing in association with other people, to seek and enjoy the company of others, to be gregarious, to interact easily and well with others, and to be likable and warmly approachable.

Front 44

Unstructured interview

Back 44

A traditional method of interviewing that involves no constraints on the questions asked, no requirements for standardization, and a subjective assessment of the candidate.

Front 45

Structured interview

Back 45

An interview consisting of a standardized set of job-relevant questions, and a scoring guide.

Front 46

Situational interview (SI)

Back 46

A highly sturctured interview in which hypothetical situations are described and applicants are asked what they would do.

Front 47

Scoring guide

Back 47

A behavioural rating scale consisting of sample answers to each question used by the interviewer to evaluate and score the applicant's answers

Front 48

Behaviour description interview

Back 48

A structured interview in which the applicant is asked to describe what he or she did in given situations in the past.

Front 49

Probes

Back 49

Follow-up questions or prompts used by the interviewer to guide the applicant's descriptions of situations or events or to provide elaboration of answers.

Front 50

Work samples and simulations

Back 50

Testing procedures that require job candidates to produce behaviours related to job performance under controlled conditions that approximate those found in the job; provide a closer approximation to the actual job and work environment.

Front 51

Situational exercises

Back 51

Assess aptitude or proficiency in performing important job tasks by using tasks that are abstract and less realistic than those performed on the actual job.

Front 52

Leaderless group discussion

Back 52

A simluation exercise designed to assess leadership, organizational, and communicaiton skills

Front 53

In-basket test

Back 53

A simulation exercise designed to assess organizational and problem-solving skills

Front 54

Situational Judgement test

Back 54

Type of situational exercise designed to measure an applicant's judgment in workplace or professional situations.

Front 55

Assessment Centre

Back 55

A standardized procedure that involves the use of multiple measurement techniques to evaluate candidates for selection, classification, and promotion

Front 56

Criterion measures

Back 56

Measures of job performance or productivity that attempt to capture individual differences among employees; these performance measures, such as supervisory ratings or absenteeism rates, are used in establishing the validity of screening or selection instruments.

Front 57

Utility analysis

Back 57

A decision-making procedure used to evaluate selection systems.

Front 58

Base rate

Back 58

The proportion of applicants who would be successful had all the applicants for a position been hired

Front 59

Success rate

Back 59

The proportion of applicants hired through the selection system who are judged satisfactory