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64 Cards in this Set
- Front
- Back
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work sample tests:vocab
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Hands0on simulations of part or all of the work that applicants for routine jobs must perform.
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assessment centers:vocab
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A set of performance-simulation tests designed to evaluate a candidate's managerial potential.
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task performance:vocab
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The combination of effectiveness and efficiency at doing your core job tasks.
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citizenship:vocal
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Actions that contribute to the psychological environment of the organization, such as helping others when not required
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counter productivity:vocab
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Actions that actively damage the organization, including stealing, behaving aggressively toward co0workers, or being late or absent.
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critical incidents:vocab
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A way of evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively.
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graphic rating scales:vocab
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An evaluation method in which the evaluator rates performance factors on an incremental scale.
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behaviorally anchored rating scales (BARS):vocab
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Scales that combine major elements from the critical incident and graphic rating scale approaches. The appraiser rates the employees based on items along a continuum, but the paints are examples of actual behavior on the given job rather than general descriptions or traits.
(most expensive, least used, most accurate) |
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forced comparison:vocab
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Method of performance evaluation where an employee's performance is made in explicit comparison to others (e.g., an employee may rank third out of 10 employees in her work unit).
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group order ranking:vocab
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An evaluation method that places employees into a particular classification, such as quartiles.
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individual ranking:vocab
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An evaluation method that rank-order employees from best to worst.
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The Selection Process
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Initial Selection, Substantive Selection, Contingent Selection
Can be shortened for time and special applicant pools |
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Initial Selection
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Use for preliminary "rough cuts" to decide whether an applicant meets the basic qualifications for a job.
Application forms, Letters of recommendation, Background checks for rough cuts, |
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Application forms
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Not performance indicator, but useful screening. Checks for education, certification, or experience. Don't want to ask questions that aren't job related.
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Background checks
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Previous employers don't want liability in providing wrong answers.
Letters of recommendation are all (+) so employers "read between the lines". Credit histories and criminal records. Liability for positions that need a check that don't get one. |
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Substantive selection
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The heart of the application process. You determine the most qualified applicants from among those who meet basic qualifications.
Written tests, Performance-simulation tests, Interviews Expensive |
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Written tests
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"Paper and pencil tests", of which most are online,
Intelligence tests, Personality tests, and ethics tests |
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Intelligence tests
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In United States and EU, experts believe intelligence tests are the single best selection measure for all jobs.
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Personality Tests
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Conscientiousness and (+) self-concept is the single best predictor for all jobs.
These tests become better when another person (third-person/reference) provides answers for the test. |
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Performance-simulation tests
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The most valid type of test: Actually perform what the job will be.
Work sample tests, Assessment centers, Situational judgement tests |
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Work sample tests
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Hiring skilled workers, welders, machinists, carpenters, and electricians
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Assessment centers
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Tests for managerial potential. Evaluation while going through simulations of real problems they would confront on the job.
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Situational judgement tests
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Are cheaper than assessment centers and give worse results.
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Interviews
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Poor interviewees indicate poor culture match. Regardless of ability to perform, poor interviewees will be cut. This is a culture check.
Unstructured interview, Structured interview, Behavioral structured interview, Panel interview |
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Unstructured interview
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Short, casual, random questions. Not an effective selection device.
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Structured interview
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Standardized set of questions, uniform method of recording, and standardized ratings of applicants.
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Behavioral structured interview
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More effective interviewing. Less influenced by interviewer bias.
Describe how the applicant previously handled problems. |
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Panel interviews
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Reduce individual biases in an interview and have higher validity.
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Contingent Selection
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Make final check before making offer to applicants
Drug Tests, Medical Checks |
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Drug tests
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A minimally invasive contingent selection technique.
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Medical tests
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Necessary for demanding jobs. Can help companies determine best accommodations for employees too.
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Training and development programs
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Types of training, Training methods, Evaluating effectiveness
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Types of training
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Basic literacy, Technical skills, Interpersonal skills, Problem-solving skills, Civility training, Ethics Training
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Basic skills
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Reading and math is needed to read basic charts, bulletins, and decimals/fractions.
Global economies must be literate. |
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Technical skills
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New technology, New organizational structural designs
Need a wider variety of skills to work within a flat organization. The training requires classes. Working with universities or creating curriculum achieves the need for these skills. |
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Problem-soving skills
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Self-managed teams and quality-management programs require this.
Selection solutions, develop, analyze alternatives. |
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Interpersonal skills
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Listening, communication, and team-building skills do not return back to the workplace.
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Civility training
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Positive behaviors result from ongoing deliberate interventions to improve the work place climate.
Ignoring, excluding, ridiculing, reputation undermining, or demeaning employees by supervisors is bad. |
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Ethics training
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Ethics are based on values learned at a young age, so it may not be possible to change ethics.
Ethics training in business or law does promote exposure to ethics codes. If anything individuals know more about the social responsibility of their company when provided this type of training. |
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Training methods
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Formal training, Informal training, On-the-job training, off-the-job training, e-training,
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Formal training
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Planned in advance with a structured format.
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Informal training
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Employees helping each other out, solving work-related problems together and sharing information.
Unplanned, adaptive, and individual centered. Previously considered "idle-chatter". |
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On-the-job training
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Disrupt the workplace,
Job rotation, apprenticeships, understudy assignments, and formal mentoring programs. |
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Off-the-job training
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Live classroom lectures, public seminars, self-study programs, Internet courses, Webinars, podcasts, case studies and group role-plays.
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E-training
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Expensive and no insurance of learning. Provides materials anytime, anywhere, and paced at the employees pace.
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Training effectiveness
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Change the work environment to support the trainees.
Effectiveness of training programs can refer to the level of student satisfaction, the amount students learn, the extent to which they transfer the material from training to their jobs, or the financial return on investments in training. |
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Performance
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Choice and administration of an evaluation system is a force to influence employee behavior.
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What are types of performance
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Task performance, Citizenship, and Counter productivity.
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Purpose of evaluations
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HR promotions, transfers, and terminations
Identify training needs Pinpoint employee skills and competencies Provide feedback to employees |
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Performance evaluation levels
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Individual task outcomes, Behaviors, Traits
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Individual task outcomes
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When results matter more than the process.
Hard numbers of production, Sales volume increases, or Costs |
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Behaviors
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When contribution from each member is difficult.
Promptness, sick days used, volunteering, indirect or direct tasks related to the path towards the outcome of the job. |
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Traits
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Weak but present attitudes, dependability, confidence.
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The best conductors of evaluations
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Multiple sources of ratings average out more realistic and true performance ratings.
Look for main drivers of performance users. |
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Methods of performance evaluation
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Written essays, Critical incidents, graphic rating scales, Behaviorally anchored rating scales, Forced comparisons, Group order ranking, Individual ranking
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Three steps to due process
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(1) Individuals receive adequate notice of expectations.
(2) In a fair hearing, with ability to respond, relevant evidence is given for violations (3) Final decisions are based on evidence |
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Time based strategies
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Flextime, job sharing, leave for new parents, transportation, telecommuting, paid time off
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Information based strategies
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Work-life support, relocation assistance, elder care resources, counseling services
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Money-based strategies
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insurance, subsidies, flexible benefits, adoption assistance, discounts for child care tuition, direct financial assistance, domestic partner benefits, scholarships, tuition reimbursement
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Direct services
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On-site child care, fitness center, summer child care, on-site conveniences, concierge services, free or discounted company products
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Culture-change strategies
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Establishing work-life balanced culture; training managers to help employees deal with work-life conflicts, tie manager pay to employee satisfaction, focus on employees' actual performance, not "face time"
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Organization Work-life initiates
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Time based strategies, Information based strategies, Money-based strategies, Direct services, Culture-change strategies
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Central Tendency
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Average ratings, for good
Average ratings, for bad good will leave, good will think it's unfair bad will think you're cool, but still you don't get the right output |
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Who do you send to attain training?
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The best that you've got. Make the better better, because they probably can get better.
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