Hr Test 2

Front 1

Job analysis

Back 1

The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for the job by collecting the following types of information: work activities; human behaviors; machines, tools, equipment, and work aids; performance standards; job context; and human requirements.

Front 2

Job Description

Back 2

A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities – one product of a job analysis.

Front 3

Job specification

Back 3

A list of a job’s “human requirements”: the requisite education, skills, personality, and so on – another product of a job analysis.

Front 4

Recruitment and Selection

Back 4

Job descriptions and job specifications are formed from the information gathered from a job analysis, which help management decide what sort of people to recruit and hire.

Front 5

Compensation

Back 5

The estimated value and the appropriate compensation for each job is determined from the information gathered from a job analysis.

Front 6

Performance Appraisal

Back 6

Managers use job analysis to determine a job’s specific activities and performance standards.

Front 7

Training

Back 7

Based on the job analysis, the job description should show the job’s required activities and skills.

Front 8

Discovering Unassigned Duties

Back 8

Job analysis can help reveal unassigned duties.

Front 9

EEO Compliance

Back 9

The U.S. Federal Agencies’ Uniform Guidelines on Employee Selection stipulate that job analysis is a crucial step in validating all major personnel activities.

Front 10

List the 6 steps of job analysis.

Back 10

1.Decide how the information will be used.

2.Review relevant background information.

3.Select representative positions to analyze.

4.Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job.

5. Verify the job analysis information with job incumbents and supervisors.

6.Develop a job description and job specification from the information.

Front 11

List the 6 methods of Collecting Job Analysis Information

Back 11

1.The Interview
2.Questionnaires
3.Observation
4.Participant Diary / Logs
5.Quantitative Job Analysis Techniques
6.Using Multiple Sources of Information

Front 12

What are the pros/ cons of using an interview?

Back 12

Pros:
simple, quick, and more comprehensive

Cons:
Distortion

Front 13

List some Interview guidelines

Back 13

a) the job analyst and supervisor should identify the workers who know the job best and would be objective
b) establish a rapport with the interviewee
c) follow a structured guide or checklist
d) ask worker to list duties in order of importance and frequency of occurrence
e) review and verify the data.

Front 14

Pros/ Cons of obervation

Back 14

Pros:
good for manual labor jobs that involve observable work.

Cons:
Employees change the way that they work if they know they're being watched.

Front 15

Pros/ Cons of questionnaires

Back 15

Pros:
quick, efficient

Cons:
Development can be expensive and time consuming.

Front 16

Information about employee logs/ diaries

Back 16

The employee records every activity he/she engages in, in a diary or log along with the amount of time to perform each activity to produce a complete picture of the job. Employees may try to exaggerate some activities and underplay others.

Front 17

What is a Position Analysis Questionnaire

Back 17

(PAQ) - a questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs, on five basic activities:
a) having decision-making/ communication/social responsibilities
b) performing skilled activities
c) being physically active
d) operating vehicles/ equipment
e) processing information

Front 18

What is a department of labor procedure?

Back 18

a standardized method for rating, classifying, and comparing virtually every kind of job based on data, people, and things.

(DOL)

Front 19

Functional job analysis

Back 19

1) rates a job on data; people; things; the extent to which specific instructions are necessary to perform the task; the extent to which reasoning and judgment are required to perform the task; and mathematical ability required to perform the task; and 2) identifies performance standards and training requirements.

Front 20

List the 5 major components that should be included in a job description.

Back 20

A. Job Identification – contains the job title, the FLSA status, date, and possible space to indicate who approved the description, the location of the job, the immediate supervisor’s title, salary and/or pay scale.

B. Job Summary – should describe the general nature of the job, and includes only its major functions or activities.

C. Relationships – occasionally a relationships statement is included. It shows the jobholders’ relationships with others inside and outside the organization.

D. Responsibilities and Duties – The Department of Labor’s Dictionary of Occupational Titles can be used for itemizing the job’s duties and responsibilities.

E.Standards of Performance and Working Conditions – states the standards the employee is expected to achieve under each of the job description’s main duties and responsibilities.

Front 21

What do you need to consider when writing job specifications for untrained employees?

Back 21

qualities such as physical traits, personality, interests, or sensory skills that imply some potential for performing or being trained to perform on the job.

Front 22

What do you need to consider when writing job specifications for trained employees?

Back 22

traits like length of previous service, quality of relevant training, and previous job performance.

Front 23

What is a job specification by judgment?

Back 23

A method of writing a job specification that is based on educated guesses or judgments, or from competencies listed in web-based job description websites

Front 24

What are Job Specifications Based on Statistical Analysis

Back 24

determine statistically the relationship between 1) some predictor or human trait such as height, intelligence, or finger dexterity, and 2) some indicator or criterion of job effectiveness.

Front 25

What are the five steps in the job specifications by statistical analysis process?

Back 25

a) analyze the job and decide how to measure job performance
b) select personal traits like finger dexterity that you believe should predict successful performance
c) test candidates for these traits
d) measure these candidates’ subsequent job performance
e) statistically analyze the relationship between the human trait and job performance.

Front 26

Job enlargement

Back 26

Job enlargement involves assigning workers additional same-level activities, thus increasing the number of activities they perform.

Front 27

Job Rotation

Back 27

Job rotation is systematically moving workers from one job to another.

Front 28

Job enrichment

Back 28

Job enrichment involves redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

Front 29

Where did today's notion of a "job" come from?

Back 29

A “job” as we know it today is largely an outgrowth of the industrial revolution’s emphasis on efficiency.

Front 30

De -jobbing

Back 30

De-jobbing refers to broadening the responsibilities of the company’s jobs, and encouraging employees not to limit themselves to what’s on their job descriptions.

Front 31

What are competencies?

Back 31

Competencies are defined as demonstrable characteristics of the person that enable performance. They are observable and measurable.

Front 32

Why use competency analysis?

Back 32

First, traditional job descriptions may actually backfire if a high performance work system is the goal. Second, describing the job in terms of skills, knowledge and competencies needed is more strategic. Finally, measurable skills, knowledge, and competencies are the heart of any company’s performance management system.

Front 33

Examples of competencies

Back 33

These can include general competencies (such as reading, writing, and mathematical reasoning), leadership competencies (leadership, strategic thinking, teaching others) and technical competencies (specific technical competencies required for specific types of jobs).

Front 34

Comparing traditional versus competency-based job analysis`

Back 34

competency based analysis is more measurable, where some of the job’s essential duties and responsibilities are expressed as competencies.

Front 35

Forecasting Personnel Needs

Back 35

Forecast revenues, and then estimate the size of the staff required to achieve this sales volume.

Front 36

Trend Analysis

Back 36

studying a firm’s employment levels over a period of years to predict future needs.

Front 37

Ratio Analysis

Back 37

making forecasts based on the ratio between (1) some causal factor, like sales volume, and (2) number of employees required, like number of salespeople.

Front 38

The Scatter Plot

Back 38

shows graphically how two variables (such as a measure of business activity and a firm’s staffing levels) are related.

Front 39

Using Computers to Forecast Personnel Requirements

Back 39

The use of software programs can enable employers to quickly translate projected productivity and sales levels into forecasts of personnel needs, while estimating how personnel requirements will be affected by various productivity and sales levels.

Front 40

Forecasting the supply of inside candidates: manual systems

Back 40

Simple manual devices can be used to keep inventories and development records to compile qualifications information on each employee.

Front 41

Forecasting the Supply of Inside Candidates: Personnel replacement charts

Back 41

Personnel replacement charts show the present performance and promotability for each position’s potential replacement. Position replacement cards can also be created for each position to show possible replacements as well as their present performance, promotion potential, and training.

Front 42

Forecasting the Supply of Inside Candidates: Computerized Information Systems

Back 42

Used to track the qualifications of hundreds or thousands of employees. The system can provide managers with a listing of candidates with specified qualifications after scanning the database.

Front 43

Forecasting the Supply of Inside Candidates: The Matter of Privacy

Back 43

Employers must balance an individual’s right to privacy while making HR information legitimately available to those in the firm who need it.

Front 44

Forecasting the Supply of Outside Candidates

Back 44

This may involve considering general economic conditions and the expected rate of unemployment

Front 45

Centralized recruiting structure

Back 45

Bringing all recruiting efforts to one location.

Makes it easier to apply company policies, reduces duplication, makes it easier to spread the cost of new technologies over more departments, and builds a team of recruitment experts, and makes it easier to assess the effectiveness of the function.

Front 46

Recruitment - Line and Staff Cooperation

Back 46

Since the recruiting HR manager is seldom responsible for supervising the performance for the vacant position, he/she must communicate with the supervisor to find out exactly what the job entails.

Front 47

Measuring Recruiting Effectiveness

Back 47

Assessing the quality of each recruitment source will help HR managers to determine where the most cost effective recruiting sources are and thus determine where they want to direct their recruiting dollars, Prescreening selection devices shown in table 5-1 are helpful tools to get quick assessments on whether applicants are qualified

Front 48

The Recruiting Yield Pyramid

Back 48

used by some employers to calculate the number of applicants they must generate to hire the required number of new employees`

Front 49

Rehiring - pros/ cons

Back 49

Pros:
they are known quantities and are already familiar with the
organization.

Cons:
On the other side, former employees may return with negative attitudes, and also sends a message to current employees that the way to get ahead is to leave and come back.

Front 50

Succession Planning

Back 50

The process of ensuring a suitable supply of successors for senior or key jobs

Front 51

Labor markets

Back 51

External supply pool from which organizations recruit employees.

Front 52

Labor market classifications

Back 52

1.Geographic: local, regional, national
2. Global
3.Industry and Occupational: professional and business services, hospitality, construction, HR managers (occupational), engineers (occupational), etc.
4.Educational and Technical: by education level or technical skills

Front 53

Labor force population

Back 53

includes all individuals available if all methods are used.

Front 54

Applicant population

Back 54

a subset of the Labor force population and includes all individuals available if a certain method is used

Front 55

Applicant pool level

Back 55

includes all individuals actually evaluated for hiring.

Front 56

Constructing an advertisement

Back 56

Many experienced advertisers use a four-point guide called AIDA (attention, interest, desire, action) to construct their ads.

Front 57

Employment Advertising’s Effectiveness

Back 57

recent studies show that it pays for employers to formulate marketing campaigns aimed at making themselves more attractive to potential recruits.

Front 58

When putting together an ad, which media should be used?

Back 58

The best medium should be selected based on the positions for which you are recruiting.

Front 59

Public and Nonprofit Employment Agencies

Back 59

Every state has a public, state-run employment service agency supported by the Department of Labor, in part through grants and other assistance, such as a nationwide computerized job bank. Many professional and technical societies, and public welfare agencies have units that try to help their members or people in special categories find jobs.

Front 60

Private Employment Agencies

Back 60

Private Agencies charge fees for each applicant they place. Typically, market conditions determine whether the candidate or employer pays the fee.

Front 61

Pros/ cons of Temp Agencies and Alternative Staffing

Back 61

pros:
increases in overall productivity
time and expenses saved by not having to recruit, train, and document new employees
cons:
fees paid to agency and individuals’ psychological reference to their place of employment.

Front 62

Offshoring/Outsourcing White Collar and Other Jobs

Back 62

Hiring workers abroad is becoming more and more common. There are several specific issues that the HR manager should keep in mind when considering this option.

Front 63

Pros/ Cons of using a headhunter/ recruiter

Back 63

Pros:
Save time

Cons:
Might try to persuade you to hire someone you don't want.

Front 64

Guidelines for using a headhunter

Back 64

Make sure the firm is capable, meet the individual who will handle your assignment, and ask how much the firm charges.

Front 65

On Demand Recruiting Services (ODRS)

Back 65

This service provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms.

Front 66

Recruiting Goals

Back 66

1) to determine whether a candidate is worthy of further consideration
2) to attract good candidates.

Front 67

Internships

Back 67

a recruiting approach that can be a win-win situation for the employer and the student. For employers, interns can make useful contributions while being evaluated for possible full-time employment. For students, they are able to hone business skills, check out potential employers, and learn more about their likes and dislikes.

Front 68

Recruiting via the Internet

Back 68

More and more people are going online to look for jobs. This can be a cost effective method of finding qualified candidates.

Front 69

Applicant Tracking

Back 69

Web based ads often produce so many applicants that many firms must use applicant tracking software

Front 70

Using an E-Recruiting Applications Tracking ASP

Back 70

Applications service providers, such as Recruitsoft.com, are strategically partnering with HR departments of many companies to streamline the recruiting process.

Front 71

Designing Effective Internet Recruiting Programs

Back 71

It is a mistake to take newspaper ads and transpose them to the Web. Instead, when posting on job sites such as Monster.com, use compelling keywords which provide good reasons why candidates would want to work for your company.

Front 72

Recruiting Single Parents

Back 72

Formulating an intelligent program for attracting single parents should begin with understanding the considerable problems they often encounter in balancing work and family life.

Front 73

Recruiting Older Workers

Back 73

Many employers are encouraging retirement-age employees not to leave, or are actively recruiting employees who are at or beyond retirement age by making their companies an attractive place in which older workers can work.

Front 74

Recruiting Minorities and Women

Back 74

requires employers to tailor their way of thinking and to design HR practices that make their firms attractive to them

Front 75

Welfare-to-Work

Back 75

The Federal Personal Responsibility and Welfare Reconciliation Act of 1996 prompted many employers to implement programs to attract and assimilate former welfare recipients.

Front 76

Recruiting The Disabled

Back 76

Employers can do several things to tap into this huge potential workforce. The Department of Labor’s Office of Disability Employment Policy offers several programs, and all states have local agencies that provide placement services and other recruitment and training tools.

Front 77

Purpose of Applications Forms

Back 77

Application forms are a good way to quickly collect verifiable and fairly accurate historical data from the candidate.

Front 78

Alternative Dispute Resolution

Back 78

While the EEOC generally opposes the idea, more employers are requiring applicants to sign mandatory alternative dispute resolution forms as a part of the application process.

Front 79

Using Application Forms to Predict Job Performance

Back 79

Some firms use application forms to predict which candidates will be successful and which will not by conducting statistical studies to find the relationship between (1) responses on the application form and (2) measures of success on the job.

Front 80

List three reasons why selecting the correct applicant for a job is important.

Back 80

1) employees with the right skills and attributes will perform more effectively
2) the cost of making a wrong hire can become exorbitant considering the time and money invested in the selection and training process
3) the legal implications of incompetent or negligent hiring.

Front 81

Negligent hiring

Back 81

when an employer hires an employee with a criminal background without proper safeguards.

Front 82

Criterion Validity

Back 82

shows that scores on the test (predictors) are related to job performance.

Front 83

Content Validity

Back 83

shows that the test contains a fair sample of the tasks and skills actually needed for the job in question.

Front 84

List the five steps for validating a test

Back 84

1.Analyze the Job and write job descriptions and job specifications.

2.Choose the Tests that measure the attributes (predictors) important for job success.

3.Administer the Test selected to old or new employees for concurrent and predictive validation.

4. Relate Test Scores and Criteria through a correlation analysis, which shows the degree of statistical relationship between (1) scores on the test and (2) job performance.

5.Cross-validate and Revalidate by performing steps 3 and 4 on a new sample of employees.

Front 85

Guidelines for testing

Back 85

1) use tests as supplements; 2) validate the tests
3) analyze all your current hiring and promotion standards
4) keep accurate records
5) begin your validation program now
6) use a certified psychologist
7) test conditions are important

Front 86

Equal Employment Opportunity Aspects of Testing

Back 86

Employers must be able to prove (1) that their tests are related to success or failure on the job (validity) and (2) that their tests don’t unfairly discriminate against minority or nonminority subgroups.

Front 87

Alternatives when the EEOC has problems with the test

Back 87

Employers have three alternatives: choose an alternative selection procedure; show that the test is valid; or monitor the selection test to see if it has disparate impact.

Front 88

Gender issues in testing

Back 88

gender socialization influences men's and women's test results, for example it can influence the occupational interests for which candidates express a preference.

Front 89

Test Takers Individual Rights and Test Security

Back 89

Test takers have certain rights to privacy and information under the American Psychological Association’s (APA) standard for educational and psychological tests.

Front 90

research insight

Back 90

One study found that students were more favorable when they felt the employer had the right to obtain information with a particular technique, and when the procedure was widely used in the industry.`

Front 91

Using Tests at Work

Back 91

Various types of tests are widely used by employers today.

Front 92

Tests of Cognitive Abilities

Back 92

Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific mental abilities like memory and inductive reasoning.

Front 93

Intelligence Tests

Back 93

tests of general intellectual abilities ranging from memory, vocabulary, and verbal fluency to numerical ability.

Front 94

Specific Cognitive Abilities (aptitude) tests

Back 94

includes inductive and deductive reasoning, verbal comprehension, memory, and numerical ability.

Front 95

Tests of Motor and Physical Abilities

Back 95

Employers may use various tests to measure such motor abilities as finger dexterity, manual dexterity, and reaction time. They may also want to measure such physical abilities as static strength, dynamic strength, body coordination and stamina.

Front 96

Measuring Personality and Interests

Back 96

can be used to assess personal characteristics as attitude, motivation, and temperament.

Front 97

The "Big Five"

Back 97

Industrial psychologists emphasize five personality dimensions as they apply to personnel testing: extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience.

Front 98

Interest Inventories

Back 98

compares one’s interests with those of people in various occupations.

Front 99

Achievement Tests

Back 99

measure what a person has learned.

Front 100

Web-based Testing

Back 100

increasingly used for testing and screening applicants

Front 101

Rationale for Work Sampling

Back 101

Work sampling technique measures how a candidate actually performs some of the job’s basic tasks making it harder for applicants to fake answers. This method tends to be fairer and exhibit better validity than test designed to predict performance.

Front 102

Developing a Work Sampling Procedure

Back 102

The basic procedure is to choose several tasks crucial to performing the job in question and to test applicants on those identified tasks.

Front 103

Management Assessment Centers

Back 103

A two-to-three-day simulation in which 10 to 12 candidates perform realistic management tasks, under the observation of experts who appraise each candidate’s potential.

Front 104

Video-Based Situational Testing

Back 104

typically presents the candidate with several scenarios, each followed by a multiple-choice question.

Front 105

The Miniature Job Training and Evaluation Approach

Back 105

involves training candidates to perform a sample of job tasks, and evaluating their performance.

Front 106

Background Investigations and Reference Checks

Back 106

Most employers check and verify an applicant’s background information and references, including driving record, check for criminal charges or convictions, and credit check.

Front 107

Effectiveness of background checks

Back 107

Background checks tend to be an inexpensive and straightforward way to verify factual information about the applicant. But, they can backfire. Laws (like the Fair Credit Reporting Act of 1970) increase the likelihood that rejected applicants will have access to the background information.

Front 108

Making Background Checks More Useful

Back 108

Employers should: include on their application forms a statement for applicants to sign explicitly authorizing a background check; rely more on telephone references than written ones; and use local investigation firms

Front 109

Background Information checks

Back 109

Various federal and state laws govern how employers acquire and use applicants' and employees' background information. Compliance involves four steps: 1) Disclosure and authorization; 2) Certification; 3) Providing copies of the reports; and 4) Notice after adverse action.

Front 110

polygraph

Back 110

a device that measures physiological changes like increased perspiration. Current law prevents most employers engaged in interstate commerce from using tests for preemployment screening or during the course of employment.

Front 111

Paper-and-Pencil Tests

Back 111

Paper-and-pencil honesty tests are psychological tests designed to predict job applicants’ proneness to dishonesty and other forms of counter-productive behavior.

Front 112

What Employers Can Do for honesty testing

Back 112

ask blunt questions; listen, rather than talk; ask for a credit check; check all references; consider paper-and-pencil honesty tests and psychological tests as a part of your honesty-screening program; test for drugs; establish a search-and-seizure policy; and conduct searches.

Front 113

Graphology

Back 113

(handwriting analysis) assumes that handwriting reflects basic
personality tests.

Front 114

Physical Examination

Back 114

Once an offer is made and the person is hired, a
medical exam is usually the next step in the selection process.

Front 115

Substance Abuse Screening

Back 115

Because drug abuse is a serious problem for
employers, it is common practice for most employers to conduct drug screening
just before employees are formally hired.