I/o Test 2

Front 1

Human Resources

Back 1

involves recruitment, screening and selection, placement, training and development, and appraisal

Front 2

Mark Cook

Back 2

showed that the best employee is twice as good as the worst employee

Front 3

4 steps in acquiring new employees

Back 3

1. planning

2. recruitment

3. selection

4. hiring

Front 4

planning

Back 4

the need for new employees

Front 5

recruitment

Back 5

getting appropriate people to apply for positions

Front 6

selection

Back 6

deciding whom to hire

Front 7

hiring

Back 7

getting the selected people to take the jobs

Front 8

goal of recruitment

Back 8

attract as many qualified applicants at the lowest costs without discriminating

Front 9

internal recruitment

Back 9

within the organization (email, posters, word-of-mouth)

Front 10

external recruitment

Back 10

outside the organization (colleges, TV, newspaper, internet)

Front 11

matching model

Back 11

one idea for improving recruitment involving trying to best match individuals to job and organizations (formed by Wanous)

Front 12

realistic job preview (RJP)

Back 12

a method for giving applicants an honest picture of the good and bad aspects of the job for which they are applying

Front 13

screening purpose

Back 13

to collect biographical info such as education, work experience and outstanding work or school accomplishments

Front 14

selection

Back 14

the process of choosing for employment a subset of the applicants available for hire

Front 15

predictors

Back 15

anything used to recruit and select employees (example: interviews, personality tests)

Front 16

criteria

Back 16

job performance measures (example: productivity, absenteeism)

Front 17

criterion validity

Back 17

ability to predict work-related behavior

Front 18

content validity

Back 18

selection system based on job analysis

Front 19

testing

Back 19

the process of making an estimate of an individual's relative or absolute position on some physical, psychological or behavioral scale of measurement

Front 20

3 purposes of testings

Back 20

1. prediction

2. assessment

3. criteria

Front 21

standardization

Back 21

the consistency or uniformity of the conditions and procedures for administering a test or selection device

Front 22

objectivity

Back 22

anyone doing the scoring is able to obtain the same results and the scoring is free from bias or subjective judgment

Front 23

frame of reference

Back 23

point of comparison so that the performance of one individual can be compared with others

Front 24

true value

Back 24

the observed score on a test or predict is not necessarily the true score

Front 25

systematic error

Back 25

culture bias, social desirablity, common method bias, method

Front 26

observed score

Back 26

true score + systematic error + random error

Front 27

reliability

Back 27

the consistency of a measurement instrument or its stability or time

Front 28

test retest (temporal stability)

Back 28

same applicants, same test, two testing periods

Front 29

parallel forms (form stability)

Back 29

two forms of the same test are developed and to the highest degree possible, are equivalent in terms of content, response process and statistical characteristics

Front 30

internal reliability (item stability)

Back 30

defines measurement errors strictly in terms of consistency in the content of the test

Front 31

split-half method

Back 31

test items are divided into two equal parts and the scores for the two parts are correlated to get a measure of internal reliability

Front 32

spearman-brown prophecy formula

Back 32

2 X split-half correlation divided by 1 + split-half correlation

Front 33

cronbach's coefficient alpha

Back 33

used with ratio or interval data

Front 34

kuder-richardson formula

Back 34

used for test with dichotomous items (yes-no, true-false)

Front 35

scorer reliablity

Back 35

refers to the degree of agreement between 2 or more raters

Front 36

validity

Back 36

the accuracy of a measuring instrument and its ability to make accurate inferences about a criterion

Front 37

face validity

Back 37

the extent to which a test appears to be job related

Front 38

criterion validity

Back 38

the extent to which a test score is related to some measure of job performance

Front 39

concurrent validity

Back 39

uses current employees

Front 40

validity generalization

Back 40

the extent to which a test found valid for a job in one location is valid for the same job in a different location

Front 41

predictive validity

Back 41

correlates test scores with future behavior

Front 42

content validity

Back 42

the extent to which test items sample the content that the are supposed to measure

Front 43

construct validity

Back 43

the extent to which a test actually measures the construct that it purports to measure

Front 44

goals of the interview

Back 44

understand the applicant, predict job performance, predict organization fit and sell the organization to the applicant

Front 45

unstructured interview

Back 45

has broad questions that may vary by candidate and allow the candidate to answer in any form they prefer (i.e. tell me about yourself)

Front 46

structured interview

Back 46

use a predetermined list of questions that are asked of every applicant

Front 47

situational interview (Latham)

Back 47

asked situational questions based on job analysis provided by those familiar with the job

Front 48

psychological interview

Back 48

conducted by psychologists and the questions are intended to assess personality traits

Front 49

stress interviews

Back 49

a single interview purposely tries to make an applicant anxious by creating a stressful interview environment

Front 50

cognitive ability tests

Back 50

tests of general intellectual ability or specific cognitive skills (i.e. Wonderlic Personnel test)

Front 51

Wonderlic Personnel test

Back 51

12 minute speed test, with 50 questions; cognitive ability test

Front 52

personality

Back 52

a collection of traits that persist across time and situation

Front 53

prospective

Back 53

test-takers project their feelings onto an ambiguous stimuli (Rorshach inkblot test)

Front 54

Five-Factor model

Back 54

OCEAN (openness, conscientiousness, extraversion, agreeability, neuroticism)

Front 55

performance appraisal

Back 55

the formalized means of assessing worker performance in comparison to certain established organization standards

Front 56

halo effect

Back 56

occurs when the rater tends to give the same level of rating across all dimensions (uniformly positive)

Front 57

distribution (constant) errors

Back 57

based on the different standards used by different raters

Front 58

leniency error

Back 58

occurs when raters give all subordinates positive ratings

Front 59

severity error

Back 59

occurs when a rater gives mainly negative or harsh evaluations

Front 60

central tendency error

Back 60

rating each employee in the middle of the scale

Front 61

recent-performance error

Back 61

a rater evaluates a worker's most recent job behavior rather than behavior throughout the period since last appraisal

Front 62

inadequate info error

Back 62

supervisors rate subordinates even though they don't know enough about them to rate them fairly or accurately

Front 63

similar-to-me effect

Back 63

occurs when the rater evaluates the other person on the basis of similarity of that person to the rater

Front 64

physical attractiveness effect

Back 64

research has shown that physically attractive persons receive higher ratings than those who are less attractive

Front 65

personal liking effect

Back 65

the tendency for ratings to be influenced by the evaluator's personal liking for the ratee

Front 66

contrast error

Back 66

the influence that another person's appraisal can have on some else's appraisal

Front 67

negative bias effect

Back 67

the tendency to place more weight on negative info than on positive or neutral info

Front 68

training

Back 68

the systematic acquisition of skills, rules, concepts or attitudes that results in improved performance

Front 69

socialization

Back 69

the process by which newcomers to a group acquire the attitudes, values and norms necessary to become accepted members of the group

Front 70

orientation

Back 70

process by which newcomers to a group are acquainted with its rules, operating procedures, policies and performance requirements

Front 71

learning

Back 71

a relatively permanent change in behavior that results from practice and experience

Front 72

training readiness

Back 72

the individual's potential for successful training

Front 73

practice

Back 73

the repetition of an action or sequence of behaviors

Front 74

active practice

Back 74

learning in which the learner participates directly in the tasks to be learned

Front 75

overlearning

Back 75

practice continues even after the trainee has established that the material has been learned

Front 76

deliberate practice

Back 76

a much more designed activity with the specific goal of improving and optimizing current performance

Front 77

massed practice

Back 77

the development of a skill during one or a few long sessions

Front 78

distributed (spaced) practice

Back 78

the development of a skill during many short practice sessions

Front 79

part learning

Back 79

learning a new skill or material in segments

Front 80

whole learning

Back 80

learning a new skill or material as a whole

Front 81

intrinsic feedback

Back 81

internal cues

Front 82

extrinsic feedback

Back 82

stimuli external to the person

Front 83

law of effect

Back 83

S-R bonds are stamped in or strengthened by rewards or satisfactions

Front 84

shaping

Back 84

the reinforcement of responses that come progressively closer to the desired behavior until the desired behavior is reached

Front 85

false-positive errors

Back 85

erroneously accepting applicants who would have been unsuccessful

Front 86

false-negative errors

Back 86

erroneously rejecting applicants who would been successful

Front 87

multiple regression model

Back 87

an employee election method that combines separate predictors of job success in a statistical procedure

Front 88

multiple cutoff model

Back 88

an employee selection method using a minimum cutoff score on each of the various predictors of job performance

Front 89

multiple hurdle model

Back 89

an employee selection strategy that requires that an acceptance or rejection decision be made each of several stages in a screening process

Front 90

employee placement

Back 90

the process of assigning workers to appropriate jobs

Front 91

Equal Employment Opportunity Commission (EEOC)

Back 91

the federal agency created to protect against discrimination in employment

Front 92

protected groups

Back 92

groups including women and certain ethnic and racial minorities that have been identified as previous targets of employment discrimination

Front 93

adverse impact

Back 93

when members of a protected group are treated unfairly by an employer's personnel action

Front 94

Griggs vs Duke Power Company (1971)

Back 94

the Supreme Court ruled that the burden of proof on whether an employment selection test is fair rests with the employer

Front 95

affirmative action

Back 95

the voluntary development of policies that try to ensure that jobs are made available to qualified individuals regardless of sex, age, or ethnic background

Front 96

bona fide occupational qualification (BFOQ)

Back 96

real and valid occupational needs required for a particular job (i.e. a fashion designer can legally hire only female models for showing their line of women's clothing)

Front 97

weighted application forms

Back 97

forms that assign different weights to the various pieces of info provided on a job application

Front 98

biodata

Back 98

background info and personal characteristics that can be used in employee selection

Front 99

work sample test

Back 99

used in job skill tests to measure applicants' abilities to perform brief examples of important job tasks

Front 100

emotional intelligence

Back 100

ability to understand, regulate, and communicate emotions and to use them to inform thinking

Front 101

polygraphs

Back 101

instruments that measure physiological reactions presumed to accompany deception (i.e. lie detectors)

Front 102

integrity test

Back 102

measures of honest or dishonest attitudes and/or behaviors

Front 103

test battery

Back 103

a combination of employment tests used to increase the ability to predict future job performance

Front 104

validity generalization

Back 104

the ability of a screening instrument to predict performance in a job or setting different from the one in which the test was validated

Front 105

test utility

Back 105

the value of a screening test in determining important outcomes (i.e. dollars gained by the company through its use)

Front 106

faking

Back 106

purposely distorting one's responses to a test to try to "beat" the test

Front 107

assessment center

Back 107

a detailed, structured evaluation of job applicants using a variety of instruments and techniques

Front 108

situation exercise

Back 108

assessment tools that require the performance of tasks that approximate actual work tasks

Front 109

snap judgment

Back 109

arriving at a premature, early overall evaluation of an applicant in a hiring interview

Front 110

performance criteria

Back 110

measures used to determine successful and unsuccessful job performance

Front 111

objective performance criteria

Back 111

measures of job performance that are easily quantified

Front 112

subjective performance criteria

Back 112

measures of job performance that typically consist of ratings or judgments of performance

Front 113

criterion relevance

Back 113

the extent to which the means of appraising performance is pertinent to job success

Front 114

criterion contamination

Back 114

the extent to which performance appraisals contain elements that detract from the accurate assessment of job effectiveness

Front 115

criterion deficiency

Back 115

the degree to which a criterion falls short of measuring job performance

Front 116

criterion usefulness

Back 116

the extent to which a performance criterion is usable in appraising a particular job

Front 117

comparative methods

Back 117

performance appraisal methods involving comparisons of one worker's performance against that of other workers

Front 118

rankings

Back 118

performance appraisal methods involving the ranking of supervises from best to worst

Front 119

paired comparison

Back 119

performance appraisal method in which the rater compares each worker with each other worker in the group

Front 120

forced distribution

Back 120

assigning workers to established categories of poor to good performance with limitations on how many employees can be assigned to each category

Front 121

individual methods

Back 121

performance appraisal methods that evaluate an employee by themselves, without explicit reference to other workers

Front 122

graphic rating scales

Back 122

performance appraisal methods using a predetermined scale to rate the worker on important job dimensions