Talent Acquisition Ch. , 13

Front 1

Locating sufficient numbers of individuals with appropriate qualifications and
getting them to apply for jobs in an organization

Back 1

Recruiting

Front 2

The most common alternative to recruiting

Back 2

Overtime

Front 3

Efforts to bring together a large number of applicants by organizations who
need to employ substantial numbers of people relatively quickly

Back 3

Job fairs or open houses

Front 4

Information regarding where successful employees were recruited, used to
keep recruiting costs down

Back 4

Recruitment research

Front 5

A comparison of the number of applicants at one stage of the recruiting
process to the number at the next stage.

Back 5

Yield ratio

Front 6

After the applicant pool has been established, the first stage in the selection
process

Back 6

Applicant screening

Front 7

The yield ratio of the number of persons hired for a particular job compared to
the number of applicants interviewed.

Back 7

Selection ratio

Front 8

The two rules of thumb in considering what type of information to use on
applications

Back 8

1. Which information is job
related

2. Can you
defend your answer

Front 9

Conveys important job and organizational information to an applicant in an
unbiased manner

Back 9

Realistic job preview

Front 10

Guidelines that make it clear that any selection device is subject to the same
validation requirements as paper-and-pencil tests.

Back 10

Uniform Guidelines on
Employee Selection
Procedures

Front 11

The Supreme Court ruled that any test uside in selection or promotion
decisions must be validated

Back 11

Albemarle Paper v. Moody

Front 12

The efficacy of a test in predicting an individual's performance in specified
situations.

Back 12

Criterion-related validity

Front 13

Refers to the scoring of test results

Back 13

Objectivity

Front 14

Using different cut-off scored for different protected class groups; outlawed by
the Civil Rights Act of 1991 for most protected classes

Back 14

race norming

Front 15

A directed, goal-oriented discussion by two parties to make an intelligent
decision about a job opening; the most basic selection tool.

Back 15

Employment interview

Front 16

Consists of a series of job-related questions with predetermined acceptable
answers; has the highest validity of any type of employment interview

Back 16

Structured interview

Front 17

The major reason for job failure

Back 17

Inability to work effectively with
others

Front 18

Type of interviewer bias where the interviewed has a preconceived notion of
the ideal candidate

Back 18

Stereotyping

Front 19

Barriers to upward mobility for minorities and females

Back 19

Glass ceiling

Front 20

A scale that allowes the rater to indicate an employee's performance on a
continuuman; the most common method of performance appraisal

Back 20

Graphic rating scale

Front 21

Listing all employees from highest to lowest; the simplest method of
performance appraisal

Back 21

Ranking

Front 22

A variation of rating scales where specific behaviors are identified for each
point on the scale

Back 22

Behaviorally anchored rating
scales (BARS)

Front 23

Specifying the performance goals an individual and manager agree to attain
within an appropriate period of time

Back 23

Management by Objectives
(MBO)

Front 24

Rater bias resulting from evaluating an employee based on the primary
purpose of the evaluation

Back 24

Use Bias

Front 25

Process whereby a new employee is familiarized with the organization, job, work group, and the terms and conditions of employment

Back 25

Employee orientation

Front 26

A career path containing a number of vertical and horizontal career options

Back 26

Dual career path

Front 27

An executive has a conflict with other executives or the organization, or is not considered a team player; the primary reason for executive termination

Back 27

Lack of fit

Front 28

The company intentionally forces the employ into a situation where it had good reason to believe the employee would terminate employment

Back 28

Constructive discharge

Front 29

The consequences of restructuring

Back 29

Increased: productivity, workloads , risk taking, competence, customer service.

Decreased: morale, employee commitment and job satisfaction

Front 30

The number of states affording some protection to the givers of employee reference information

Back 30

A Majority of States (37 by my last count)