Io Psych 1

Front 1

Name the landmark I/O case that affected the issue of testing at the workplace AND the outcome

Back 1

Griggs v. Duke Power Company; broad general testing was faulted and requirement that tests be skill-based established

Front 2

Name the three major problems that can result in discrimination

Back 2

Adverse impact
Unfairness
Differential validity

Front 3

T or F: You may choose not to hire someone because they are currently in drug rehabilitation.

Back 3

False. What law prohibits this?

Hint 3

ADA

Front 4

Prohibitions against discrimination on basis of sex, race, etc. comes from what law?

Back 4

Title VII of Civil Rights Act of 1964/Equal Employment Opportunity Act

Front 5

The Uniform Guidelines on Employee Selection regulate what I/O issue and in what way?

Back 5

Testing. Cannot use tests that adversely impact hiring, promotion, or selection UNLESS the test is validated, has utility, and no alternative is available.

Front 6

According to the ADA, employers must make what to a "qualified individual with disability"?

Back 6

Reasonable accommodations

Front 7

ADA says what about drug testing?

Back 7

Explicitly takes no stand.

Front 8

Adverse impact is based on what rule?

Back 8

80% or 4/5th rule

Front 9

Concept of adverse impact compares what?

Back 9

Percentage of non-minority applicants hired to percentage of minority applicants hired.

Front 10

In order to avoid adverse impact, if a company hires 50% of applicants who are white, how many minority applicants must it hire?

Back 10

50% x 4/5 = 40% of non-minority applicants must be hired

Front 11

If majority and minority group outcomes scores on a predictor form two parallel regression lines, what does this suggest about the predictor?

Back 11

It's unfair.

Front 12

What can you conclude about a test where minorities and non-minorities score differently on a predictor test yet perform similarly on the criterion?

Back 12

The test is unfair.

Front 13

If a test has a criterion-related validity coefficient of .45 for Whites and .25 for Hispanics, what has occurred?

Back 13

Differential validity

Front 14

What is a job analysis?

Back 14

Procedure for the collection and analysis of data that provides information about job tasks and job requirements.

Front 15

Another name for job tasks is

Back 15

Job description

Front 16

Another name for job requirements is

Back 16

Job specifications

Front 17

Another name for job description is

Back 17

Job tasks

Front 18

Another name for job specifications is

Back 18

Job requirements

Front 19

An employer who wants to validate selection procedures, determine wages, or ascertain training needs may do a(n)

Back 19

Job analysis

Front 20

What is a job evaluation?

Back 20

Formal process that determines the financial worth of a specific job to an organization.

Front 21

What is a procedure for the collection and analysis of data that provides information about job tasks and job requirements?

Back 21

Job analysis

Front 22

What is a formal process that determines the financial worth of a specific job to an organization?

Back 22

Job evaluation

Front 23

To be EEO compliant and base hiring, promotion, and evaluation decisions on job-related criteria, this process can provide that data.

Back 23

Job analysis

Front 24

What is the critical incident technique?

Back 24

Process that ascertains specific actions leading to desirable/successful or undesirable/unsuccessful consequences on the job.

Front 25

A determination that greeting customers pleasantly is an action with a desirable consequence may be the result of what process?

Back 25

Critical incident technique

Front 26

Of the techniques that solicit biodata, this is a good predictor of job performance:

Back 26

Biographical Information Blank (BIB)

Front 27

The BIB is a good predictor of these two criteria:

Back 27

Job success
Turnover

Front 28

These have the worst criterion-related validity in employee selection

Back 28

Interviews. Why?

Hint 28

Influenced by multiple biases.

Front 29

Interview validity increases if:

Back 29

They're structured with multiple interviewers and if interviewers are trained.

Front 30

What is first impression bias in interviewing?

Back 30

Initial impression of candidate influences rest of interview

Front 31

What is negative information bias in interviewing?

Back 31

Tendency for interviewer to overlook strengths after 1-2 negatives.

Front 32

What is contrast effect in interviewing?

Back 32

Tendency to rate the candidate in contrast to the candidate interviewed just before (strong previous candidate makes you look worse/poor previous candidate makes you look better).

Front 33

What is the halo effect?

Back 33

Generalizing from one characteristic of the candidate to the entire candidate (can be positive or negative) (attractiveness is commonly the characteristic).

Front 34

Comment on the criterion-related validity of references and letters of rec.

Back 34

Poor.

Front 35

The multiple regression approach to selection is a ____ technique, in which:

Back 35

Compensatory;
Low scores on one predictor may be compensated for by high scores on other predictors

Front 36

The multiple cutoff approach to selection is a ____ technique, in which:

Back 36

Noncompensatory;
Only applicants who meet or exceed the cutoff on each predictor will be considered

Front 37

The multiple hurdle approach to selection is a ___ technique, in which:

Back 37

Noncompensatory;
Applicants must meet or exceed the cutoff on the first predictor to move on to the second and so on.

Front 38

Performance is believed to be a function of:

Back 38

Ability
Motivation
Opportunity

Front 39

Methods of employee evaluation can be either:

Back 39

Comparative or Individual (Absolute)

Front 40

What are three comparative methods for employee evaluation?

Back 40

Straight rankings
Forced distribution
Paired comparison

Front 41

What is a paired comparison method of employee evaluation?

Back 41

Each employee is compared to every other employee in pairs.

Front 42

This is an individual method of employee evaluation that employs likert type scales.

Back 42

Graphic rating scales

Front 43

BARS stands for

Back 43

Behaviorally anchored rating scales.

Front 44

In BARS, behavioral anchors are based on:

Back 44

Critical incidents

Front 45

Cons of BARS

Back 45

Scale development is expensive/time-consuming; ratings are not based on actual performance but on hypothetical performance in hypothetical situations

Front 46

BOS stands for

Back 46

Behavioral observation scale

Front 47

BOS measures

Back 47

the extent to which a person engages in every bex on the scale

Front 48

What is the forced choice method of evaluation?

Back 48

Rate must choose between two seemingly equally un/desirable choices (e.g.: reliable/agreeable)

Front 49

What is the advantage of the forced choice method of evaluation?

Back 49

Controls for biases (such as halo effect, strictness/lenient bias)

Front 50

MBO stands for

Back 50

Management by objectives

Front 51

How does MBO work?

Back 51

Employees and supervisors collaborate on goals, which is later followed by a performance review

Front 52

MBO has been found to be effective in increasing:

Back 52

Motivation
Productivity

Front 53

Compare strictness set, leniency set, and central tendency set errors in evaluation.

Back 53

Strictness: rater gives mostly low ratings
Leniency: rater gives mostly high ratings
Central tendency: rater gives mostly average ratings

Front 54

What is the halo error in employee evaluation?

Back 54

When performance is based on one positive or negative aspect of the individual

Front 55

What is the recency bias in employee evaluation?

Back 55

Tendency of rater to remember only recent bexs when evaluation covers a long period of time (e.g., one year)

Front 56

What attribution errors do supervisors tend to make in evaluating employees?

Back 56

Attribute poor performance of workers they dislike to internal factors and of workers they do like to external factors.

Front 57

Supervisors who participated in the hiring of an employee tend to rate them [higher/lower] in evaluations.

Back 57

Higher

Front 58

A useful strategy for reducing rater error is

Back 58

Frame of reference (FOR) training

Front 59

FOR stands for

Back 59

Frame of reference training

Front 60

How does FOR work?

Back 60

Provides specific criteria for and examples of bexs that constitute different levels of performance

Front 61

Employee ratings may be improved by:

Back 61

Training raters on instrument to be used
Using multiple raters
Using ongoing ratings
Basing ratings on clear/specific standards obtained through job analysis