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HR Fundamentals > 2- selection > Flashcards

2- selection Flashcards

1
Q

a test that measures the potential of an individual to perform, given the opportunity

A

ability test

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2
Q

a short form that asks applicants to provide basic information about educational achievements and work experience.

A

application blank

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3
Q

a means of evaluating how well applicants or current employees might perform in a managerial or higher-level position

A

assessment centers

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4
Q

a structured or semistructured approach to asking job candidates questions that focus on behavior

A

behavioral job interview

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5
Q

a series of autobiographical questions related to subjects such as a candidate’s extracurricular activities,
family experiences as a child, and both recent and current work activities.

A

biodata test

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6
Q

the circumstances under which an employer must make a selection based on a factor that is essential to the safe operation of the business

A

business necessity

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7
Q

a screening approach in which an employer first screens out all applicants who do not meet one or more hurdles and then uses a compensatory approach in comparing those applicants who have passed the
required hurdles.

A

combined approach

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8
Q

the use of job analysis and/or competency modeling to build a rational argument for why a
predictor should be useful
Competency modeling is used to determine job
requirements.
 Expert(s) determine which predictors will best
predict job success.
 Most commonly used validation strategy.
 Especially useful when organization is creating
new jobs.
 Practical approach, but subjective

A

content validation

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9
Q

outcomes that selection decisions are intended to predict - determined by organizational culture

  • company culture
  • values
  • business strategy
  • structure
A

criteria

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10
Q

the use of statistical data to establish a relationship between predictor scores and
outcome criteria
 Individuals are assessed on both the predictor & their
job performance.
 Analysis of statistical correlations is used to establish
the relationship between predictor scores and criteria.
 High (low) predictor scores correlate with high
(low) job performance.
 Costly to undertake & requires a large number of
incumbents to use this approach

A

criterion-related validation

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11
Q

the net monetary value associated with using a selection procedure

A

economic utility

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12
Q

a company must show that the information used in selection decisions is related to success on the job

A

job-relatedness

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13
Q

a test that assesses what a person knows at the time when the test is taken

A

knowledge test

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14
Q

a screening method in which an applicant must exceed fixed levels of proficiency on all of the predictors in order to be accepted

A

multiple-hurdles approach

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15
Q

a test that assesses the unique blend of characteristics that define an individual and determine her or his pattern of interactions with the environment

A

personality test

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16
Q

the various pieces of information used to make a selection
-anticipated characteristics and/or competencies the candidate should have that anticipate his or her future performance (previous singing competitions, music courses, etc)

A

predictors

17
Q

the degree to which a predictor yields dependable, consistent results, the degree to which tests yield comparable data over time- are the results of the test consistent
- reliable don’t change in different circumstances, (different test administrators or interviewers)

A

reliability

18
Q

the process of obtaining and using information about job applicants to determine who should be hired for
long- or short-term positions
-objective is to predict the likely future performance of applicants in open vacancies & in other jobs that they might hold in the future.

A

selection

19
Q

a process in which the same questions are asked of all candidates and responses are
recorded

A

semistructured job interview

20
Q

a process in which all of the job applicants are asked the same questions in the same order.

A

structured job interview

21
Q

a process in which the interviewer prepares a list of possible topics to cover and,
depending on how the conversation proceeds, asks or does not ask questions about them

A

unstructured job interview

22
Q

the usefulness of information for predicting job applicants’ job-related and organizational outcomes, does the test measure what it’s supposed to measure?

A

validity

23
Q

the assumption that the results of criterion-related validity studies conducted in other
companies can be generalized to the situation in your company

A

validity generalization

24
Q

a process in which applicants perform activities similar to those required on the job under structured “testing” conditions

A

work simulations

25
Q

obtaining a capable workforce
Selection practices ensure hired employees are:
-highly productive
-motivated and committed to stay in organization
-customer-oriented
-being able to implement company’s strategy

A

why is selection important?

26
Q 
-assess cost and value of decision
Cost of Decision:
-Time & resources 
-When to use more expensive procedures:
long tenure, large impact of performance or great number of applicants.

Value of Decision:

  • Potential value is high for key positions.
  • Accumulating effect of good/bad decisions adds up.
  • Risk of harm & lawsuits can be minimized by effective screening.
A

maximizing economic utility of selection practices

27
Q

Line managers:
-identify staffing needs and help define performance criteria, administer some selection tests
HR professionals:
-develop and choose reliable/valid selection tests, coordinate selection process, arrange interviews and selection, monitor outcomes
Employees:
-apply for transfers/promotions, identify criteria for evaluating performance, interview/select new members, attend training in selection process

A

HR Triad for selection

28
Q

Strategies and tools and instruments for collecting information to determine the extent to which candidates demonstrate the desired profile and outcomes. (interview, application, medical, background, physical, written, simulations)

A

assessment techniques

29
Q

Can two different test coordinators get the same result?

A

objectivity

30
Q 
 Use less expensive procedures early in
the process to remove applicants fail to
do well early in the process.
 Use information from previous steps to
decide which applicants will move to the next more expensive step in the
selection process.
A

when to measure each predictor

31
Q
  • multiple hurdles: applicant must exceed fixed levels of proficiency on all the predictors in order to be accepted
  • compensatory: high score on one predictor can compensate for a low score on another predictor
  • combined: screening applicants who meet one or more specific requirements
A

Synthesizing information to choose appropriate candidates

32
Q
  • medical tests
  • interviews (structured/semistructured)
  • assessment centers (combination of multiple techniques)
  • application blanks and biodata tests (minimum job requirements with education and experience, overall predictors of longevity if they don’t stay at a job for long)
  • background and reference checks (check if information on resume is correct)
  • written tests (abilities, knowledge tests, personality, integrity)
  • work simulations (difficult to fake, more valid than other measures but more expensive and time consuming)
A

techniques for assessing job applicants

33
Q
  • ask interviewee to describe instances of past behavior (illustrates relevant competency, past behavior is best predictor of future behavior)
  • ask interviewee to respond to hypothetical job situations
A

focus on behavioral job interviews

34
Q 
Applicants’ reactions to the selection process
influence their:
 Decision to join an organization.
 Decision to remain with an organization.
 Level of work motivation.
 Socialization into the organization.
Applicants judge selection fairness by:
 The content of selection measures.
 The fairness of the selection process.
 The results of the selection process.
A

applicant’s perspective

35
Q
  • selecting expatriates and host-country nationals

- selecting across cultures

A

current issues

36
Q 
Situation
How you handled it
Outcomes of situation
What would you have done differently 
or 
Say what
Tell what you did
Analyse
Results
A

Structured interviews

37
Q
  • overqualified candidates
  • implicit bias/discrimination
  • accepting an unqualified candidate
  • cross cultural barriers or misinterpretations
A

challenges of selection process

HR Fundamentals (7 decks)

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