exam 2 ch 6-10

Question 1

employee selection

Answer 1

The process of choosing people to bring into an organization.
 Effective selection provides benefits to an organization
 It can improve the effectiveness of other human resource practices and prevent numerous problems.

Question 2

WHY IS SELECTION IMPORTANT?

Answer 2

Limited information about job candidates=>
Future work behavior (if hired)

Question 3

WHAT MAKES A SELECTION METHOD GOOD?

Answer 3

reliability(is it consistent?
validity(is it related to performance?)
utility(is it cost effective?)
legality/fairness
acceptability(how will applicants react?)

Question 4

reliability

Answer 4

consistency of measurements

Question 5

validity

Answer 5

selection results can predict future job performance( if aapplicant get a high score they should perform well on the job)

Question 6

utility

Answer 6

the method is cost affective

Question 7

WHAT SELECTION METHODS ARE COMMONLY USED?

Answer 7

 Testing
 Gathering Information
 Interviewing

Question 8

TES TING

Answer 8

Tests measure knowledge, skill, and ability, as well as other characteristics, such as personality traits.

Question 9

Cognitive Ability Testing.

Answer 9

Cognitive ability testing measures learning, understanding, and ability to solve problems. e.g. Intelligence Tests.

Question 10

Personality testing

Answer 10

measures patterns of thought, emotion, and behavior.

Question 11

BIG FIVE PERSONALITY MODEL

Answer 11

 Openness to experience
 Conscientiousness – Best personality predictor of performance  Extraversion
 Agreeableness
 Neuroticism (Emotional stability)

Question 12

Situational Judgment Testing

Answer 12

ask the job applicant what they would do, or should do in a hypothetical situation.

Question 13

Physical Ability Testing

Answer 13

assesses muscular strength, cardiovascular endurance, and coordination.

Question 14

Work Sample Testing

Answer 14

measures performance on some element of the job such as keyboarding.

Question 15

INFORMATION GATHERING

Answer 15

Common methods for gathering information include application forms and résumés, and reference checking.

Question 16

INTERVIEWING

Answer 16

The interview is the most frequently used selection method.
 Interviewing occurs when applicants respond to questions posed by a manager or some other organizational representative (interviewer).

Question 17

Unstructured interviews:

Answer 17

questions not pre-determined, vary across interviewers and occasions

Question 18

Structured Interviews

Answer 18

uses a list of predetermined questions. Usually multiple interviewers rate interviewees. All applicants are asked the same set questions. There are two types of structured interviews.(situational and behavioral)

Question 19

Employee retention

Answer 19

is the act of keeping employees and retaining good workers.

Question 20

Employee separation

Answer 20

is the process of efficiently and fairly terminating workers.

Question 21

There are two types of turnover

Answer 21

voluntary turnover, in which the employee makes the decision to
leave.
 “I quit!”
 involuntary turnover, in which the organization terminates the
employment relationship

Question 22

 There are four types of turnover/retention:

Answer 22

 1. Functional retention, which occurs when high-performing employees
remain employed, can benefit both the individual and the organization.
 2. Functional turnover, which occurs when low-performing employees voluntarily quit, can also benefit both parties.
 3. Dysfunctional retention occurs when low-performing employees remain with the organization.
 4. Dysfunctional turnover occurs when an employee whose performance is at least adequate voluntarily quits.

Question 23

WITHDRAWAL FROM THE ORGANIZATION

Answer 23

It occurs when employees put less effort into their work activities and become less committed to the organization.

Question 24

Exit interview:

Answer 24

provides important information about what’s gone wrong

Question 25

Layoffs

Answer 25

are the large-scale terminations of employment, which are unrelated to job performance.

Question 26

Layoff victims

Answer 26

the individuals who actually lose their jobs—experience a number of problems.  Negative impact on  Mental health  Physical health  Financial stability

Question 27

downsizing.

Answer 27

After downsizing, some firms benefit from it whereas other don’t.  It depends on other factors (e.g., strategic efforts to change)  Most harmful to organizations with long-term employment relationships

Question 28

Layoff survivors

Answer 28

are employees who continue to work for the downsizing organization.  Increased motivation for those who perceive a moderate threat to their own jobs  But still, they suffer in terms of psychological and emotional health

Question 29

Discipline

Answer 29

is the process whereby management takes steps to help an employee overcome unacceptable behavior problems in the workplace.

Question 30

Due process

Answer 30

is a set of procedures carried out in accordance with established rules and principles to ensure all employees are treated fairly.

Question 31

Due Process Principles.

Answer 31

1. Employeeshavearighttoknowwhatisexpectedofthemandwhatwill happen if they fail to meet expectations. 2. Disciplinemustbebasedonfacts. 3. Employees should also have a right to present their side of the story. 4. Any punishment should be consistent with the nature of the offense

Question 32

Progressive discipline

Answer 32

is a process, that provides successively more severe consequences for employees who continue to engage in undesirable behavior.

Question 33

Performance management?

Answer 33

It is the process of measuring and providing feedback about employee contributions to the organization.

Question 34

Merit-Based Systems (measuring performance)

Answer 34

process of recognizing and rewarding high performance

Question 35

Relative measure + forced distribution method:

Answer 35

Certain percentage of employee will receive the highest rating, a majority will be ranked in the middle, and a few will receive the lowest.

Question 36

Parity-Based Systems

Answer 36

encourage cooperation and allow everyone who meets a certain standard to be classified as a high performer.  Parity-based performance measures frequently focus on processes rather than outcomes.  High performance is defined as following guidelines and performing behaviors assigned by supervisors.  Absolute measures + free distribution

Question 37

Job performance

Answer 37

represents the contribution that individuals make to the organization that employs them.

Question 38

performance appraisal.

Answer 38

The process of measuring what each employee contributes

Question 39

Objective Measures

Answer 39

 numerical and based on counts of either behavior or outcomes.  Consistent and deemed fair  However, it does not capture certain elements; it measures components that employees have no control over

Question 40

Subjective Measures

Answer 40

Based on judgments from raters.  Flexible; raters have more opportunity to actually observe performance

Question 41

Rater Errors

Answer 41

Rating errors occur when raters provide assessments that follow an undesirable pattern or when the rater does not properly account for factors that might influence assessments

Question 42

central tendency error

Answer 42

which is the pattern of placing almost everyone in the middle of the scale

Question 43

Contrast error

Answer 43

occurs when a rater unintentionally compares people with one another

Question 44

Halo error

Answer 44

when rating is based on a general impression instead of specific behaviors.

Question 45

Recency error

Answer 45

when raters place too much emphasis on recent behaviors

Question 46

Primacy error

Answer 46

when raters place too much emphasis on the behavior that is first observed

Question 47

Rater Bias

Answer 47

when raters consistently provide lower ratings to people with certain characteristics

Question 48

Situational influences

Answer 48

Factors outside the control of workers that influence performance(rater error, rater bias, situational influences)

Question 49

narrative ratings

Answer 49

a written description of performance.

Question 50

Graphic Rating Scale

Answer 50

Raters are asked to provide a numerical rating for a number of different dimensions of work performance.

Question 51

Forced ranking

Answer 51

occurs when a rater is required to rank all employees.  The forced ranking technique eliminates central tendency error and provides guidance for organizations in giving promotions and pay raises to top performers.

Question 52

Multisource performance ratings

Answer 52

seek to evaluate performance by obtaining information from multiple raters who have different perspectives.

Question 53

 What is Training?

Answer 53

 It is a planned effort by a company to help employees learn job- related knowledge, skills, and attitudes.  Most organizations offer some type of training.

Question 54

 What is Learning?

Answer 54

 Learning: a change in knowledge, skill, or attitude that results from experience

Question 55

Transfer of training

Answer 55

application on the job of knowledge, skills, or attitudes (KSA) learned in training.

Question 56

Three fundamental components of systematic process

Answer 56

 Needs assessment: who should be trained and what the training should include  Design and delivery: training maximizes learning and transfer  Evaluation: whether it worked as intended, how training can be further improved, and whether it should be continued

Question 57

training methods. presentation

Answer 57

Presentation is the primary passive method of instruction. A presentation involves providing content directly to learners in a noninteractive fashion.  The most common type of presentation is a lecture given by an instructor.

Question 58

training method case study

Answer 58

Case Study is an active training method in which trainees discuss, analyze, and solve problems based on real or hypothetical situations.

Question 59

training method discovery

Answer 59

Discovery is an active method that involves presenting trainees with a task that offers rich opportunities to learn new skills.

Question 60

training method pole playing

Answer 60

When trainees engage in role playing, each participant acts out a part in a simulated situation. This active method offers an opportunity for trainees to practice new skills in the training environment.

Question 61

training method simulation

Answer 61

Simulations are active methods that reproduce events, processes, and circumstances that occur in the trainee’s job.

Question 62

training method modeling

Answer 62

draws together principles of learning from many different areas. The basic process is simple:  Trainer explains key learning points  Trainer or model performs a task while trainees observe  Trainees practice performance while trainer observes  Trainer provides feedback to trainees

Question 63

training method on the job method

Answer 63

E.g., pairing up inexperienced/new employees with experienced employees (shadowing)

Question 64

training outcomes can be divided into four categories

Answer 64

reactions(how they felt about training), learning (knowledge, skills,attitudes),transfer( refers to applying learning acquired in training to behavior on the job.) and organizational results.(Organizational results are, of course, outcomes that accrue to a group or the organization as a whole.)

Question 65

Employee development.

Answer 65

Involves activities that influence their personal and professional growth.

Question 66

A career

Answer 66

is a pattern of work experiences that people have over their lifetime.

Question 67

PROTEAN CAREER

Answer 67

 Personal responsibility  Continuous  Self-directed development and an emphasis on psychological success.

Question 68

HOW DO PEOPLE DEFINE CAREER SUCCESS?

Answer 68

recognition quality work meaningful work influence authenticity personal life growth and development satisfaction

Question 69

HOW CAN ORGANIZATIONS HELP EMPLOYEES DE VELOP?

Answer 69

formal education:courses certification and licensing assessment and feedback work experiences (Job enrichmen,job rotations, job transfer, upward move,downword move developmental relations

Question 70

WHAT ARE SOME IMPORTANT CAREER- DEVELOPMENT CHALLENGES?

Answer 70

 Orientation of new employees.  Preventing employee burnout.  Balancing work/life issues.  Developing a diverse workforce.

Question 71

 New employee orientation

Answer 71

is the process of bringing people into the organization and helping them adjust so they can perform their work effectively. Best practices:  Realistic information  Support and reassurance  Old members as role models  Provide detailed information regarding the new job, coworkers, and the supervisor

Question 72

 Burnout

Answer 72

is a psychological phenomenon involving emotional exhaustion, cynicism, and a decline in feelings of competence about work.  Best practices:  Reduce workload and other work stressors  Provide resources and support

Question 73

WORK/LIFE BALANCE

Answer 73

 The strain of balancing the demands of work and personal life  Organizations have developed programs that allow flexible work hours, provide assistance with childcare, and offer time off to deal with family illnesses help employees meet the demands of their lives outside the workplace.

Question 74

DIVERSITY

Answer 74

 Diversity encompasses developing opportunities for the following groups of employees:  women, ethnic minorities, disabled workers, and older workers