Recruitment And Selection

Front 1

Purpose validity

Back 1

selection, good for creating test questions

Front 2

Predictive validity (2)

Back 2

- predict expected behavior in future environment

- extent to which a score on a scale or test predicts scores on some criterion measure

Front 3

Face validity (2)

Back 3

- measures what it’s supposed to measure,

- test looks sensible, plausible

Front 4

Construct validity (2)

Back 4

- proposed relationship between measures of construct and other theoretical construct,

- does it really measure the theory behind selection process?

Front 5

Convergent validity (2)

Back 5

- correlate with the ones it should, and doesn't with the ones it shouldn't

- degree to which two measures of constructs that theoretically should be related, are in fact related.

Front 6

Incremental validity (2)

Back 6

- extent to which the test measures something

- Does the new test adds information that might be obtained with simpler, already existing methods?

Front 7

Content validity (2)

Back 7

- whether the test/ass is good representation of the job content

- extent to which a measure represents all facets of a given social construct

Front 8

Reliability

Back 8

Consistency (accuracy)

Front 9

Utility (2)

Back 9

- Condition for being useful or profitable

- Utility of selection device is the degree to which its use improves the quality of the individuals selected beyond what would have occurred had the device not been used

Front 10

Direct discrimination

Back 10

explicit: "we don’t want black women"

Front 11

Indirect discrimination

Back 11

implicit: "certain skills can't be found in some people, sometimes"

Front 12

Employer branding (3)

Back 12

- promoting certain image of the company internally and externally

- building a brand as a employer

- creating a desired image

Front 13

Repertory grid - Job analysis (2)

Back 13

Comparing various employees:

- identifying key requirements/competences by asking managers to think of their best/worst employees

- as well as attributes for the two and what differentiates good vs. bad employees

Front 14

Critical incidents technique - job analysis

Back 14

How one makes a significant contribution—either positively or negatively—to an activity or phenomenon.

Critical incidents can be gathered in various ways, but typically respondents are asked to tell a story about an experience they have had.

Front 15

Selection Analysis

Back 15

top down...

Front 16

Big 5 & Future performance (2)

Back 16

can be administered by employers to job applicants
- predictive of future performance outcomes

- job outcome measures: Job and training proficiency, personnel data

Front 17

Ability test (3)

Back 17

assessment instrument used to measure:

- individual’s abilities,

- mental or physical skills level (i.e. problem solving, manual dexterity, etc.).

- Reputation for reliability and reliably predicting job performances

Front 18

Occupational personality test

Back 18

determines Career paths for subject

Front 19

Competence (2)

Back 19

- ability of an individual to do a job properly

- defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees

Front 20

Competence based interview (3)

Back 20

- style of interviewing to evaluate candidate's competence

- gives valuable insight to individual's preferred style of working

- helps predict behaviors in future situations

Front 21

Work sample test (2)

Back 21

- best predictor of future behavior is observed behavior under similar situations

- require the examinee to perform tasks that are similar to those that are performed on the job

Front 22

Customized tests

Back 22

custom tests created by employer

Front 23

Person - Organization fit (P-O fit) (2)

Back 23

compatibility between people and organizations that occurs when at least one entity provides what the other needs

or

- they share similar fundamental characteristics or both

Front 24

Primacy effect

Back 24

selection decisions:

prone to select first interview

Front 25

Recency effect

Back 25

selection decisions:

prone to select last interview

Front 26

Contrast/Similarity effects

Back 26

selection process:

Selecting either people who are like us not opposite e.g. similar age, hobbies (discriminating)

Front 27

Computerized Selection Test (2)

Back 27

CBT: Computer Based Testing

CAT: Computer Adaptive Testing - adapts to the examinee's ability level

Front 28

Organizational Citizenship Behaviors (OCB) (3)

Back 28

Promotes the effective functioning of the organization

- individual behavior that is discretionary,
- not directly or explicitly recognized by the formal reward system

Front 29

Counterproductive Work Behaviors (CWB)

Back 29

employee behavior that goes against the goals of an organization