Chapter 6

Question 1

Four Steps for Acquiring New Employees

Answer 1

1. Planning
2. Acquiring Applicants
3. Selecting Applicants
4. Hiring

Question 2

Six Sources of Finding Applicants

Answer 2

Advertising, Employee Referral, Employment Agencies, Internet, School Recruiters, and Walk-Ins.

Question 3

Two Elements in Employee Selection

Answer 3

Criterion and Predictor.

Question 4

Criterion

Answer 4

Good employee performance.

Question 5

Predictor

Answer 5

Anything assessed in job applicants that relates to the criterion.

Question 6

Validation Study

Answer 6

Research study that attempts to show that the predictor relates to the criterion.

Question 7

How to Conduct a Validation Study

Answer 7

1. Conduct a job analysis.
2. Specify job performance criteria.
3. Choose predictors.
4. Validate the predictors.
5. Cross-validate.

Question 8

Concurrent Validation Study

Answer 8

The criterion and the predictor scores are collected from a sample of current employees at more or less the same point in time.

Question 9

Predictive Validity Study

Answer 9

The predictors are measured before the criterion.

Question 10

Cross-Validate

Answer 10

Replicate the results of one sample with those of another sample.

Question 11

Validity Generalization

Answer 11

Validities of selection devices are generalizable or transportable from job to job and organization to organization.

Question 12

Multiple Hurdles

Answer 12

Sets a passing score for each predictor.

Question 13

Regression Approach

Answer 13

Uses the score from each predictor in an equation to provide a numerical estimate or forecast of the criterion.

Question 14

Cafeteria Benefits

Answer 14

Employees are allowed to choose their benefits from a long list of possibilities.

Question 15

Realistic Job Previews

Answer 15

Used to give job applicants accurate information about the job and the organization.

Question 16

Utility Analysis

Answer 16

The study of the value of a selection procedure.

Question 17

Baserate

Answer 17

The percentage of applicants who would be successful on the job if all of them were hired.

Question 18

Selection Ratio

Answer 18

Proportion of job applicants that an organization must hire.

Question 19

Validity

Answer 19

The magnitude of correlation between it and the criterion.

Question 20

Cutoff Score

Answer 20

On a predictor that is represented by the vertical line running down the center of the graph.

Question 21

Four Quadrants of an Accurate Selection Device

Answer 21

True Positives, False Positives, True Negatives, and False Negatives.

Question 22

True Positives

Answer 22

Upper right, those who would be successful on the job.

Question 23

False Positives

Answer 23

Lower right, those who would be hired if the predictor is used but who would be unsuccessful on the job.

Question 24

True Negatives

Answer 24

Lower left, those who would not be hired if the predictor is used and who would not be successful on the job.

Question 25

False Negatives

Answer 25

Upper left, those who would not be hired if the predictor is used but who would be successful on the job.

Question 26

Protected Classes

Answer 26

Certain groups of people who have been historically discriminated against are the target of protection under the law.

Question 27

Uniform Guidelines on Employee Selection Procedures

Answer 27

Acceptable legal practices for all organizations.

Question 28

Adverse Impact

Answer 28

Impact of a given selection practice on a protected class.

Question 29

Four-Fifths Rule

Answer 29

The selection ratio for the protected class is less than 80%, or four-fifths, of that of the comparison group.

Question 30

Essential Function

Answer 30

KSAOs that are an important part of the job.

Question 31

Reasonable Accommodation

Answer 31

An organization must make allowances that are feasible to enable a person with a disability to perform the job.

Question 32

Affirmative Action

Answer 32

To address the lingering effects of past discrimination in hiring by allowing certain groups to catch up in acquiring jobs that were at one time unavailable to them.