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165 Cards in this Set

  • Front
  • Back
the extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior
criterion-related validity
the extent to which applicants' test scores match criterion data obtained from those applicants/employees after they have been on the job for some indefinite period
predictive validity
the extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job
content validity
the extent to which a selection tool measures a theoretical construct or trait
construct validity
measures of what a person knows or can do right now
achievement tests
measures of a person's capacity to learn or acquire skills
aptitude tests
an interview in which an applicant is asked questions about what he or she actually did in a given situation
behavioral description interview
a selection decision model in which a high score in one area can make up for a low score in another area
compensatory model
the extent to which test scores (or other predictor information) match criterion data obtained at about the same time from current employees
concurrent validity
the extent to which a selection tool measures a theoretical construct or trait
construct validity
verifying the results obtained from a validation study by administering a test or test battery to a different sample (drawn from the same population)
cross-validation
a selection decision model that requires an applicant to achieve some minimum level of proficiency on all selection dimensions
multiple cutoff model
a sequential strategy in which only the applicants with the highest scores at an initial test stage go on to subsequent stages
multiple hurdle model
the failure of an organization to discover, via due diligence, that an employee it hired has the propensity to do harm to others
negligent hiring
an interview in which the applicant is allowed the maximum amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicant's remarks
nondirective interview
an interview in which a board of interviewers questions and observes a single candidate
panel interview
the degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures
reliability
the process of choosing individuals who have relevant qualifications to fill existing or projected job openings
selection
the number of applicants compared with the number of people to be hired
selection ratio
an interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it
situational interview
an interview in which a set of standardized questions having an established set of answers is used
structured interview
the degree to which a test or selection procedure measures a person's attributes
validity
the extent to which validity coefficients can be generalized across situations
validity generalization
a system of training in which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work
apprenticeship training
an approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback
behavior modeling
a technique that operates on the principle that behavior that is rewarded, or positively reinforced, will be exhibited more frequently in the future, whereas behavior that is penalized or unrewarded will decrease in frequency
behavior modification
the process of measuring one's own services and practices against the recognized leaders in order to identify areas for improvement
benchmarking
the use of multiple training methods to achieve optimal learning on the part of trainees
blended learning
a high-ranking manager directly responsible for fostering the ethical climate within the firm
chief ethics officer
a high-ranking manager directly responsible for fostering employee learning and development within the firm
chief learning officer
analysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs
competency assessment
a training program that combines practical on-the-job experience with formal educational classes
cooperative training
learning that takes place via electronic media
e-learning
desired outcomes of a training program
instructional objectives
programs jointly sponsored by colleges, universities, and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work organizations
internship programs
training delivered to trainees when and where they need it to do their jobs, usually via computer or the Internet
just-in-time training
on-line system that provides a variety of assessment, communication, teaching, and learning opportunities
learning management system (LMS)
a method by which employees are given hands-on experience with instructions from their supervisor or other trainer
on-the-job training (OJT)
examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed
organization analysis
the formal process of familiarizing new employees with the organization, their jobs, and their work units
orientation
determination of the specific individuals who need training
person analysis
programs that award employees "on the spot" when they do something particularly well during training or on the job
spot rewards
the process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job
task analysis
effective application of principles learned to what is required on the job
transfer of training
a behavioral approach to performance appraisal that measures the frequency of observed behavior
behavior observation scale (BOS)
a behavioral approach to performance appraisal that consists of a series of vertical scales, one for each important dimension of job performance
behaviorally anchored rating scale (BARS)
a process whereby managers meet to discuss the performance of individual employees to ensure their employee appraisals are in line with one another
calibration
a performance rating error in which an employee's evaluation is biased either upward or downward because of comparison with another employee previously evaluated
contrast error
an unusual event that denotes superior or inferior employee performance in some part of the job
critical incident
a performance appraisal that, like team appraisal, is based on TQM concepts and seeks evaluation from both external and internal customers
customer appraisal
a performance rating error in which all employees are rated about average
error of central tendency
a trait approach to performance appraisal that requires the rater to compose a statement describing employee behavior
essay method
a trait approach to performance appraisal that requires the rater to choose from statements designed to distinguish between successful and unsuccessful performance
forced-choice method
a trait approach to performance appraisal whereby each employee is rated according to a scale of characteristics
graphic rating scale method
a performance rating error in which the appraiser tends to give employees either unusually high or unusually low ratings
leniency or strictness error
a philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager
management by objectives (MBO)
a performance appraisal done by an employee's manager and often reviewed by a manager one level higher
manager and/or supervisor appraisal
a trait approach to performance appraisal similar to other scale methods but based on comparison with (better than, equal to, or worse than) a standard
mixed-standard scale method
a performance appraisal done by one's fellow employees, generally on forms that are compiled into a single profile for use in the performance interview conducted by the employee's manager
peer appraisal
a process, typically performed annually by a supervisor for a subordinate, designed to help employees understand their roles, objectives, expectations, and performance success
performance appraisal
the process of creating a work environment in which people can perform to the best of their abilities
performance management
a performance rating error in which the appraisal is based largely on the employee's most recent behavior rather than on behavior throughout the appraisal period
recency error
a performance appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance interview
self-appraisal
a performance rating error in which an appraiser inflates the evaluation of an employee because of a mutual personal connection
similar-to-me error
a performance appraisal of a superior by an employee, which is more appropriate for developmental than for administrative purposes
subordinate appraisal
a performance appraisal, based on TQM concepts, that recognizes team accomplishment rather than individual performance
team appraisal
the concept that male and female jobs that are dissimilar, but equal in terms of value or worth to the employer, should be paid the same
comparable worth
pay based on an employee's skill level, variety of skills possessed, or increased job knowledge
competence-based pay
a measure of the average change in prices over time in a fixed "market basket" of goods and services
consumer price index (CPI)
clauses in labor agreements that provide for quarterly cost-of-living adjustments in wages, basing the adjustments on changes in the consumer price index
escalator clauses
employees not covered by the overtime provisions of the Fair Labor Standards Act
exempt employees
a job evaluation technique using three factors - knowledge, mental activity, and accountability - to evaluate executive and managerial positions
Hay profile method
work paid on an hourly basis
hourly work
a system of job evaluation in which jobs are classified and grouped according to a series of predetermined wage grades
job classification system
a systematic process of determining the relative worth of jobs in order to establish which jobs should be paid more than others within an organization
job evaluation
the simplest and oldest system of job evaluation by which jobs are arrayed on the basis of their relative worth
job ranking system
employees covered by the overtime provisions of the Fair Labor Standards Act
nonexempt employees
an employee's perception that compensation received is equal to the value of the work performed
pay equity
a standard by which managers tie compensation to employee effort and performance
pay-for-performance standard
groups of jobs within a particular class that are paid the same rate
pay grades
work paid according to the number of units produced
piecework
a quantitative job evaluation procedure that determines the relative value of a job by the total points assigned to it
point system
wage increases larger than rises in the consumer price index
real wages
payment rates above the maximum of the pay range
red circle rates
a survey of the wages paid to employees of other employers in the surveying organization's relevant labor market
wage and salary survey
a curve in a scattergram representing the relationship between relative worth of jobs and wage rates
wage curve
compression of pay between new and experienced employees caused by the higher starting salaries of new employees
wage rate compression
a job evaluation system that seeks to measure a job's worth through its value to the organization
work valuation
Advantage of Application Forms:
Provide a fairly quick and systematic means of obtaining a variety of information about the applicant
Disadvantage of Application Forms:
Many questions asked on application forms disproportionately discriminate against females and minorities and often are not job-related
Advantage of Online Applications:
Companies can recruit candidates and fill their job openings much faster
Disadvantage of Online Applications:
Can lead to a large volume of them being submitted - many of which fail to meet minimum qualifications
Advantage of Biographical Information Blanks:
Rarely have obviously right or wrong answers, difficult to fake
Advantage of Background Checks:
Prevent a variety of problems ranging from embezzlement and theft of merchandise to workplace violence
Disadvantage of Background Checks:
Requires checking many different databases on a country-by-country basis, meaning information on international applicants is even harder to obtain
Disadvantage of Polygraph Tests:
Over the past twenty years, there has been a growing swell of objections to the use of polygraphs
Advantage of Honesty and Integrity Tests:
Valid for predicting job performance as well as a wide range of disruptive behaviors such as theft, disciplinary problems, and absenteeism
Disadvantage of Honesty and Integrity Tests:
Possible that the tests work not because they predict behavior but because they deter less-than-honest applicants from joining a company
Advantage of Graphology:
Takes only a few minutes and can be a reliable predictor of personality
Disadvantage of Graphology:
Validity for job performance and occupational success remains questionable
Advantage of Medical Examinations:
Provides a baseline against which subsequent medical examinations can be compared and interpreted
Disadvantage of Medical Examinations:
Can be considered an invasion of privacy and may be in violation of the law
Advantage of Drug Testing:
Can show drug use going back months
Disadvantage of Drug Testing:
Studies have failed to show that drug testing makes the workplace safer or leads to improvements in the performance of workers
Appropriate selection question for national origin:
What is your name?
Inappropriate selection question for national origin:
What is the origin of your name?
Appropriate selection question for age:
Are you over 18?
Inappropriate selection question for age:
How old are you?
Appropriate selection question for gender:
Say nothing
Inappropriate selection question for gender:
Are you a man or a woman?
Appropriate selection question for race:
Say nothing
Inappropriate selection question for race:
What is your race?
Appropriate selection question for disabilities:
Do you have any disabilities that may inhibit your job performance?
Inappropriate selection question for disabilities:
Do you have any physical defects?
Appropriate selection question for height and weight:
Say nothing
Inappropriate selection question for height and weight:
How tall are you?
Appropriate selection question for residence:
What is your address?
Inappropriate selection question for residence:
What are the names/relationships of those with whom you live?
Appropriate selection question for religion:
You may inform the person of the required work schedule
Inappropriate selection question for religion:
Do you have any religious affiliation?
Appropriate selection question for military record:
Did you have any military education/experience pertinent to this job?
Inappropriate selection question for military record:
What type of discharge did you receive?
Appropriate selection question for education and experience:
Where did you go to school?
Inappropriate selection question for education and experience:
Is that a church-affiliated school?
Appropriate selection question for criminal record:
Have you ever been convicted of a crime?
Inappropriate selection question for criminal record:
Have you ever been arrested?
Appropriate selection question for citizenship:
Do you have a legal right to work in the United States?
Inappropriate selection question for citizenship:
Are you a U.S. citizen?
Appropriate selection question for marital/family status:
What is the name, address, and telephone number of a person we may contact in case of an emergency?
Inappropriate selection question for marital/family status:
Are you married, divorced, or single?
Describe the clinical approach used to reach selection decisions:
On the basis of the understanding of the job and the individuals who have been successful in that job, they make a decision placing different weights to the applicant's strengths and weaknesses
Describe the statistical approach used to reach selection decisions:
Involves identifying the most valid predictors and weighting them using statistical methods such as multiple regression, quantified data is then combined according to their weighted value
Why conduct orientation training?
Research shows that an organization's revenues and overall profitability are positively correlated to the amount of training it gives its employees
involves a continuing flow of instructions, comments, and suggestions from the manager to the subordinate
coaching
groom an individual to take over a manager's job by gaining experience in handling important functions of the job
understudy assignments
provides, through a variety of work experiences, the broadened knowledge and understanding required to manage more effectively
job rotation
involves horizontal movement through different departments, along with upward movement in the organization
lateral transfer
provide an opportunity for individuals to become involved in the study of current organizational problems and in planning and decision-making activities
special projects and junior boards
gives managers time to work full-time on projects with others in the organization
action learning
enable participants to become more familiar with problems and events occurring outside their immediate areas by exposing them to the ideas and thinking of other managers
staff meetings
utilize all these different methods to provide employees with the training and development necessary to progress through a series of jobs requiring higher and higher levels of knowledge and/or skills
planned career progressions
Organizational analysis

Task analysis

Person analysis
Phase 1: Conducting the Needs Assessment
Instructional objectives

Trainee readiness

Learning principles
Phase 2: Designing the Training Program
On-the-job methods

Off-the-job methods

Management development
Phase 3: Implementing the Training Program
Reactions

Learning

Behavior (transfer)

Results
Phase 4: Evaluating the Training Program
Why should organizations conduct ethics and diversity training?
To maintain internal mechanisms for preventing, detecting, and reporting criminal conduct; Also to keep up with the trend of increasing globalization
For what two purposes are appraisals used:
Administrative and Developmental Purposes
7 Problems with Appraisal Programs:
1. Little face-to-face discussion
2. Relationship between employee's job description and the criteria on the appraisal form is not clear
3. Feel that little or no benefit will be derived from the time and energy they spend on the process
4. Dislike the face-to-face confrontation
5. Not sufficiently adept at rating employees
6. Judgmental role of appraisal conflicts with the helping role of developing employees
7. Once-a-year event, little follow-up afterward
5 Pros to Using Alternative Sources in 360-degree appraisals:
1. System is more comprehensive
2. Quality of information is better
3. Complements TQM initiatives
4. May lessen bias/prejudice
5. Feedback from peers and others may increase employee self-development
6 Cons to Using Alternative Sources in 360-degree appraisals:
1. System is complex
2. Feedback can be intimidating and cause resentment
3. There may be conflicting opinions
4. System requires training
5. Employees may collude or "game" the system
6. Appraisers may not be accountable if their evaluations are anonymous
3 Advantages of Trait Methods:
1. Inexpensive
2. Meaningful dimensions
3. Easy to use
4 Disadvantages of Trait Methods:
1. High potential for rating errors
2. Not useful for employee counseling
3. Not useful for allocating rewards
4. Not useful for promotion decisions
4 Advantages of Behavioral Methods:
1. Use specific performance dimensions
2. Acceptable to employees and superiors
3. Useful for providing feedback
4. Fair for reward and promotion decisions
3 Disadvantages of Behavioral Methods:
1. Time-consuming to develop/use
2. Costly to develop
3. Some potential for rating error
5 Advantages of Results Method:
1. Less subjectivity bias
2. Acceptable to employees and superiors
3. Link individual performance to organizational performance
4. Encourage mutual goal setting
5. Are good for reward and promotion decisions
4 Disadvantages of Results Method:
1. Time-consuming to develop/use
2. Encourage a short-term perspective
3. Use contaminated criteria
4. Use deficient criteria
What are the five most common appraisal errors:
1. Contrast error
2. Error of central tendency
3. Leniency or strictness error
4. Recency error
5. Similar-to-me error
Is pay secrecy good or bad?
Bad; Can generate distrust in the compensation system, reduce employee motivation, and inhibit organizational effectiveness
What Four Internal Factors can Influence Compensation Decisions:
1. Employer's Compensation Strategy
2. Worth of Job
3. Employee's Relative Worth
4. Employer's Ability to Pay
What Four External Factors can Influence Compensation Decisions:
1. Labor Market Conditions
2. Area Wage Rates
3. Cost of Living
4. Collective Bargaining
Requires that the minimum wage rates paid to people employed on federal public works projects worth more than $2,000 be at least equal to the prevailing rates and that overtime be paid at 1.5 times this rate
Davis-Bacon Act of 1931
Covers workers employed on government contract work for supplies, equipment, and materials worth in excess of $10,000
Walsh-Healy Act of 1936
Covers employees who are engaged in the production of goods for interstate and foreign commerce, including those whose work is closely related to or essential to such production
Fair Labor Standards Act of 1938
Who gets paid overtime?
Employees earning less than $455 a week, or $23,660 annually
What Three Reasons have been used to explain the gender pay gap?
1. Discrimination against women
2. Women working in low-paying, sex-segregated occupations
3. Family responsibilities that require women to remain outside the workforce for an extended period of time