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122 Cards in this Set
- Front
- Back
Human Resources |
involves recruitment, screening and selection, placement, training and development, and appraisal |
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Mark Cook |
showed that the best employee is twice as good as the worst employee |
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4 steps in acquiring new employees |
1. planning 2. recruitment 3. selection 4. hiring |
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planning |
the need for new employees |
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recruitment |
getting appropriate people to apply for positions |
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selection |
deciding whom to hire |
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hiring |
getting the selected people to take the jobs
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goal of recruitment |
attract as many qualified applicants at the lowest costs without discriminating |
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internal recruitment |
within the organization (email, posters, word-of-mouth) |
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external recruitment |
outside the organization (colleges, TV, newspaper, internet) |
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matching model |
one idea for improving recruitment involving trying to best match individuals to job and organizations (formed by Wanous) |
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realistic job preview (RJP) |
a method for giving applicants an honest picture of the good and bad aspects of the job for which they are applying |
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screening purpose |
to collect biographical info such as education, work experience and outstanding work or school accomplishments |
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selection |
the process of choosing for employment a subset of the applicants available for hire
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predictors |
anything used to recruit and select employees (example: interviews, personality tests) |
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criteria |
job performance measures (example: productivity, absenteeism) |
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criterion validity |
ability to predict work-related behavior |
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content validity |
selection system based on job analysis |
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testing |
the process of making an estimate of an individual's relative or absolute position on some physical, psychological or behavioral scale of measurement |
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3 purposes of testings |
1. prediction 2. assessment 3. criteria |
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standardization |
the consistency or uniformity of the conditions and procedures for administering a test or selection device |
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objectivity |
anyone doing the scoring is able to obtain the same results and the scoring is free from bias or subjective judgment |
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frame of reference |
point of comparison so that the performance of one individual can be compared with others |
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true value |
the observed score on a test or predict is not necessarily the true score |
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systematic error |
culture bias, social desirablity, common method bias, method |
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observed score |
true score + systematic error + random error |
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reliability |
the consistency of a measurement instrument or its stability or time |
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test retest (temporal stability) |
same applicants, same test, two testing periods |
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parallel forms (form stability) |
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 |
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internal reliability (item stability) |
defines measurement errors strictly in terms of consistency in the content of the test |
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split-half method |
test items are divided into two equal parts and the scores for the two parts are correlated to get a measure of internal reliability |
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spearman-brown prophecy formula |
2 X split-half correlation divided by 1 + split-half correlation |
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cronbach's coefficient alpha |
used with ratio or interval data |
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kuder-richardson formula |
used for test with dichotomous items (yes-no, true-false) |
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scorer reliablity |
refers to the degree of agreement between 2 or more raters |
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validity |
the accuracy of a measuring instrument and its ability to make accurate inferences about a criterion |
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face validity |
the extent to which a test appears to be job related |
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criterion validity |
the extent to which a test score is related to some measure of job performance |
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concurrent validity |
uses current employees |
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validity generalization |
the extent to which a test found valid for a job in one location is valid for the same job in a different location |
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predictive validity |
correlates test scores with future behavior |
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content validity |
the extent to which test items sample the content that the are supposed to measure |
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construct validity |
the extent to which a test actually measures the construct that it purports to measure |
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goals of the interview |
understand the applicant, predict job performance, predict organization fit and sell the organization to the applicant |
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unstructured interview |
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) |
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structured interview |
use a predetermined list of questions that are asked of every applicant |
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situational interview (Latham) |
asked situational questions based on job analysis provided by those familiar with the job |
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psychological interview |
conducted by psychologists and the questions are intended to assess personality traits |
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stress interviews |
a single interview purposely tries to make an applicant anxious by creating a stressful interview environment |
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cognitive ability tests |
tests of general intellectual ability or specific cognitive skills (i.e. Wonderlic Personnel test) |
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Wonderlic Personnel test |
12 minute speed test, with 50 questions; cognitive ability test |
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personality |
a collection of traits that persist across time and situation |
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prospective |
test-takers project their feelings onto an ambiguous stimuli (Rorshach inkblot test) |
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Five-Factor model |
OCEAN (openness, conscientiousness, extraversion, agreeability, neuroticism) |
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performance appraisal |
the formalized means of assessing worker performance in comparison to certain established organization standards |
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halo effect |
occurs when the rater tends to give the same level of rating across all dimensions (uniformly positive) |
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distribution (constant) errors |
based on the different standards used by different raters |
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leniency error |
occurs when raters give all subordinates positive ratings |
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severity error |
occurs when a rater gives mainly negative or harsh evaluations |
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central tendency error |
rating each employee in the middle of the scale |
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recent-performance error |
a rater evaluates a worker's most recent job behavior rather than behavior throughout the period since last appraisal |
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inadequate info error |
supervisors rate subordinates even though they don't know enough about them to rate them fairly or accurately |
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similar-to-me effect |
occurs when the rater evaluates the other person on the basis of similarity of that person to the rater |
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physical attractiveness effect |
research has shown that physically attractive persons receive higher ratings than those who are less attractive |
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personal liking effect |
the tendency for ratings to be influenced by the evaluator's personal liking for the ratee |
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contrast error |
the influence that another person's appraisal can have on some else's appraisal |
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negative bias effect |
the tendency to place more weight on negative info than on positive or neutral info |
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training |
the systematic acquisition of skills, rules, concepts or attitudes that results in improved performance |
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socialization |
the process by which newcomers to a group acquire the attitudes, values and norms necessary to become accepted members of the group |
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orientation |
process by which newcomers to a group are acquainted with its rules, operating procedures, policies and performance requirements |
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learning |
a relatively permanent change in behavior that results from practice and experience |
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training readiness |
the individual's potential for successful training |
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practice |
the repetition of an action or sequence of behaviors |
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active practice |
learning in which the learner participates directly in the tasks to be learned |
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overlearning |
practice continues even after the trainee has established that the material has been learned |
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deliberate practice |
a much more designed activity with the specific goal of improving and optimizing current performance |
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massed practice |
the development of a skill during one or a few long sessions |
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distributed (spaced) practice |
the development of a skill during many short practice sessions |
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part learning |
learning a new skill or material in segments |
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whole learning |
learning a new skill or material as a whole |
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intrinsic feedback |
internal cues |
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extrinsic feedback |
stimuli external to the person |
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law of effect |
S-R bonds are stamped in or strengthened by rewards or satisfactions |
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shaping |
the reinforcement of responses that come progressively closer to the desired behavior until the desired behavior is reached |
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false-positive errors |
erroneously accepting applicants who would have been unsuccessful |
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false-negative errors |
erroneously rejecting applicants who would been successful |
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multiple regression model |
an employee election method that combines separate predictors of job success in a statistical procedure |
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multiple cutoff model |
an employee selection method using a minimum cutoff score on each of the various predictors of job performance |
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multiple hurdle model |
an employee selection strategy that requires that an acceptance or rejection decision be made each of several stages in a screening process |
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employee placement |
the process of assigning workers to appropriate jobs |
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Equal Employment Opportunity Commission (EEOC) |
the federal agency created to protect against discrimination in employment |
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protected groups |
groups including women and certain ethnic and racial minorities that have been identified as previous targets of employment discrimination |
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adverse impact |
when members of a protected group are treated unfairly by an employer's personnel action |
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Griggs vs Duke Power Company (1971) |
the Supreme Court ruled that the burden of proof on whether an employment selection test is fair rests with the employer |
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affirmative action |
the voluntary development of policies that try to ensure that jobs are made available to qualified individuals regardless of sex, age, or ethnic background |
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bona fide occupational qualification (BFOQ) |
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) |
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weighted application forms |
forms that assign different weights to the various pieces of info provided on a job application |
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biodata |
background info and personal characteristics that can be used in employee selection |
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work sample test |
used in job skill tests to measure applicants' abilities to perform brief examples of important job tasks |
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emotional intelligence |
ability to understand, regulate, and communicate emotions and to use them to inform thinking |
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polygraphs |
instruments that measure physiological reactions presumed to accompany deception (i.e. lie detectors) |
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integrity test |
measures of honest or dishonest attitudes and/or behaviors |
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test battery |
a combination of employment tests used to increase the ability to predict future job performance |
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validity generalization |
the ability of a screening instrument to predict performance in a job or setting different from the one in which the test was validated |
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test utility |
the value of a screening test in determining important outcomes (i.e. dollars gained by the company through its use) |
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faking |
purposely distorting one's responses to a test to try to "beat" the test |
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assessment center |
a detailed, structured evaluation of job applicants using a variety of instruments and techniques |
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situation exercise |
assessment tools that require the performance of tasks that approximate actual work tasks |
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snap judgment |
arriving at a premature, early overall evaluation of an applicant in a hiring interview |
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performance criteria |
measures used to determine successful and unsuccessful job performance |
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objective performance criteria |
measures of job performance that are easily quantified |
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subjective performance criteria |
measures of job performance that typically consist of ratings or judgments of performance |
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criterion relevance |
the extent to which the means of appraising performance is pertinent to job success |
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criterion contamination |
the extent to which performance appraisals contain elements that detract from the accurate assessment of job effectiveness |
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criterion deficiency |
the degree to which a criterion falls short of measuring job performance |
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criterion usefulness |
the extent to which a performance criterion is usable in appraising a particular job |
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comparative methods |
performance appraisal methods involving comparisons of one worker's performance against that of other workers |
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rankings |
performance appraisal methods involving the ranking of supervises from best to worst |
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paired comparison |
performance appraisal method in which the rater compares each worker with each other worker in the group |
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forced distribution |
assigning workers to established categories of poor to good performance with limitations on how many employees can be assigned to each category |
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individual methods |
performance appraisal methods that evaluate an employee by themselves, without explicit reference to other workers |
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graphic rating scales |
performance appraisal methods using a predetermined scale to rate the worker on important job dimensions |