Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
28 Cards in this Set
- Front
- Back
Initial Selection
|
Devices that are the first information applicants submit and are used for preliminary rough cuts to decide whether the applicant meets the basic qualifications for a job.
|
|
Application Selection
|
Not useful for prediction of performance; can be good initial screening.
|
|
Background Checks/Reference Checks
|
Employer wants to know how the applicant performed at his or her previous job and how their previous employer felt about them as an employee.
|
|
Alternative Initial Selection Measures
|
Letters of recommendation, credit checks, criminal background checks
|
|
Initial Selection
|
Applicants who don't meet basic qualifications are rejected.
|
|
Substantive Selection
|
The “heart of the selection process”; determines the most qualified applicants from among those who meet basic qualifications.
|
|
Written Tests
|
Not used as much anymore because some felt they were discriminatory, or they were not related to job performance.
|
|
Written Tests
|
Management feels these are valid but applicants don’t feel the same way.
|
|
Intelligence or Cognitive Ability Tests
|
The single best predictor of job performance.
|
|
Personality Tests
|
Inexpensive and easy to administer.
|
|
Big Five Personality Test
|
Best predictor of good performance is conscientiousness for job performance and positive self-concept.
|
|
Alternative Substantive Selection Measures
|
Integrity tests, interest inventories
|
|
Performance-Simulation Tests
|
Have higher face validity which measures where applicants perceived the measures to be accurate, and their popularity has increased.
|
|
Work Sample Tests
|
Hands of simulations of part or all of the work that applicants for routine jobs must perform. These are more valid and reliable than written tests.
|
|
Assessment Centers
|
A set of performance simulation tests designed to evaluate a candidate’s managerial potential.
|
|
Situational Judgement Tests
|
Frequently used to reduce costs.
|
|
Interviews
|
The most common selection measure, they also tend to have a disproportionate amount of influence.
|
|
Interviews
|
Use multiple interviewers to increase effectiveness, but beware of anxiety.
|
|
Behaviorally-Structured Interview Questions
|
Applicants describe how they would handle a specific problem.
|
|
Behaviorally-Structured Interview Questions
|
Plan and prepare to reduce bias and improve validity.
|
|
Unstructured Interviews
|
Not very effective.
|
|
Behaviorally-Structured Interviews
|
Provide a realistic job preview.
|
|
Behaviorally-Structured Interviews
|
Establish Rapport
|
|
Behaviorally-Structured Interviews
|
Provide the interviewee a chance to ask questions.
|
|
Behaviorally-Structured Interviews
|
Review interview immediately.
|
|
Contingent Selection
|
Make the final check before making an offer to applicants. Applicants who are among the best qualified, but who fail contingent selection measures are rejected.
|
|
Contingent Selection Measures
|
Drug tests, medical exams.
|
|
Medical Exams (Contingent Selection Measure)
|
After the contingent offer has been made, medical exams are used to assess whether or not/how an employer can accommodate a future employee with a disability.
|