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Flashcards in Chapter 7 Deck (38)
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1

Describe the strategic importance of selecting employees to fit the job and the organization

Effective selection practices result in a capable workforce of people assigned to jobs (and even career paths) that match their competencies, personalities, and preferences.

2

selection

the process of obtaining and using information about job applicants to determine who should be hired for long- or short-term positions

3

economic utility

refers to the net monetary value associated with a selection procedure

4

Explain how selection practices fit within an integrated HRM system

Other HR activities that should be aligned with selection practices include legal compliance, job analysis, recruitment, and training. Labor market conditions and changes in the legal environment are two external forces that influence selection practices. Company cultures influence selection practices as well.

5

What is the role of the HR Triad in selecting employees

Applicants appreciate a process that is fast, fair and seems to be appropriate for the job. Line managers, HR Professionals, and other employees typically participate in making selection decisions

6

What are the choices to be made when designing the selection process?

- What are the criteria of interest? - What predictors and assessment techniques will be used? - What sequence will be used to measure the predictors? - How will the information that is collected be combined to make the selection decision?

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criteria

the outcomes that selection decisions are intended to predict

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predictors

various pieces of information used to make selection decisions

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validity

the usefulness of the information for predicting job applicants' job-related and organizational outcomes

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content validation

using job analysis and/or competency modeling to build a rational argument for why a predictor should be useful

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criterion-related validation

uses statistical data to establish a relationship between predictor scores and outcome criteria

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Validity generalization

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

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reliability of a predictor

the degree in which the predictor yields dependable, consistent results

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multiple-hurdles approach

an applicant must exceed fixed levels of proficiency on all of the predictors to be accepted

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compensatory approach

a high score on one predictor can compensate for a low score on another

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combined approach

the employer first screens out everyone who does not meet one or more hurdles and then uses a compensatory approach to comparing those applicants who have passed the required hurdles

17

Explain the techniques used for assessing job applicants

Building on the results of job analysis and competency modeling, employers can develop valid selection practices that enable them to make job offers to this applicants who are most likely to perform well in the jobs, be good corporate citizens, and not leave the organization prematurely. Application forms, written and physical tests, work simulations, assessment centers, interviews and medical tests are among the selection techniques that organizations use.

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application blank

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

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biodata test

asks autobiographical questions related to subjects such as extracurricular activities, family experiences as a child, and both recent and current work activities

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ability test

measures the potential of an individual to perform, given the opportunity

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knowledge test

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

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personality test

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

23

work simulation (work samples)

have applicants perform activities similar to those required on the job under structured "testing" conditions

24

assessment centers

evaluate how well applicants or current employees might perform in a managerial or higher-level position

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unstructured job interview

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

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structured job interview

all of the applicants are asked the same questions in the same order

27

semistructured job interview

the same questions are asked of all candidates and responses are recorded. However, the interviewer also asks follow-up questions to probe specific areas in depth

28

behavioral job interview

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

29

How do applicants judge the fairness of selection processes?

1 - The content of the measures used to select people
2 - The administration of the process
3 - The results of the process

30

Explain the legal considerations in selection

An extensive framework of US legal regulations, court decisions, and guidelines provides US organizations with advice for how to conduct the selection process in a manner that enhances the performance of the workforce while avoiding unfair discrimination