Exam 2 - Study Guide Flashcards
(111 cards)
1
Q
What is the yield ratio?
A
The percentage of applicants from a recruitment source that makes it to the next phase of the selection process
2
Q
How to calculate yield ratio
A
(#of total applicants-hired)/# of total applicants
3
Q
Realistic job preview
A
Informing applicants about all aspects about the job including the good and bad parts
4
Q
Advantages Using Internal recruitment:
A
- More valid assessment of candidates
- Reduces training time
- Cheaper
- Faster
- Motivates current employees
5
Q
Disadvantages Using internal employees:
A
- Creates vacancies
- Can stifle politics diversity
- Insufficient supply of candidates
6
Q
Advantages of using external recruitment
A
- increase diversity
- Facilitates growth
- Can save training time
- New/novel problem solving
7
Q
Disadvantages of using external recruitment:
A
- Expensive
- Slower
- Less valid data on candidates
- Stifles upward movement of personnel
8
Q
Understand the following common external recruitment methods: walk-ins/unsolicited applicant files, referrals, advertising, campus visits
A
These are outlets on how to recruit people for positions for an organization. Look at the extra credit example
9
Q
Reliability
A
The pre-condition for validity
10
Q
High Validity
A
- Comparing a set of results to job performances
- Keynote: High validity = High reliability
11
Q
Criterion-related validity
A
Extent of prediction or correlation of test scores with performance measure.
12
Q
Content validity
A
Extent in which test contents asses to the requirements of the job
13
Q
Validity Generalization
A
Extent in which validity coefficients can be generalized across situations. Use between 2 different industries
14
Q
Inappropriate Question
A
Could not find anything in the book I am assuming it was in the pink sheet
Found online: Is this question job related? Is this question really needed to judge an applicant’s qualifications? (Not just nice to know, but actually needed for the job.) Does this question constitute an invasion of privacy?
15
Q
Appropriate Questions
A
-Found online: Is this question job related? Is this question really needed to judge an applicant’s qualifications? (Not just nice to know, but actually needed for the job.) Does this question constitute an invasion of privacy?
16
Q
Sources of information about job candidates
- Application Forms
A
The example can be seen in the pink she handed out. This the application where future interested applicants can apply for the job
17
Q
Sources of information about job candidates
- Biographical Information Blanks
A
Personal Information ( Age, Sex, Race)
18
Q
Sources of information about job candidates
- Background Investigations
A
Checking someone’s backgrounds before they work for an organization
19
Q
Sources of information about job candidates
- Polygraph
A
Usually illegal now in days but is still used for certain jobs like pharmacies.
20
Q
Sources of information about job candidates
- Honesty and Integrity Testing
A
Companies use this now instead of a polygraph test. These questions may be weird or straight forward.
21
Q
Sources of information about job candidates
- Graphology
A
Looks at an individual had writing to determine if they are optimistic or fearful
22
Q
Sources of information about job candidates
- Medical Examination
A
Medicals exams must be done to every individual that applies for a job. Cannot just be random. If one person does it everyone has to do it,
23
Q
Sources of information about job candidates
- Drug Testing
A
Getting tested if someone does drugs duh.
24
Q
What are the 5 types of interviews?
A
- Unstructured Interview
- Structured Interview
- Situation Interview
- Behavioral Interview
- Panel Interview
25
Unstructured Interview
There are NOT any pre-arranged questions. These interview are flexible
26
Structured Interview
There ARE pre-arranged questions. The validity is much higher than unstructured interviews
27
Situation Interview
Giving a hypothetical questions or scenario (future)
| Ex: What would you do if you saw an employee stealing from the company
28
Behavioral Interview
A questions based on past experiences. (Past)
| Ex: (How did you managed a terrible customer experience as being a representative for Cox)
29
Panel Interview
Where a candidate is interviewed by a group of interviewers
30
Employment Test
```
Person Job Fit (P-J)
Person Organization Fit (P-O)
Cognitive ability test
Personality Motivation Testing
Interview
Job Knowledge Test
Work Sample Test
Aptitude Test
Achievement Test
```
31
Person-Job Fit (P-J)
Where we look at person's knowledge, skills abilities
| KSA's
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Person-Organization Fit (P-O)
Where we look if the person personalities match the company culture
33
Cognitive ability test
IQ test, Wonderlic Test. These tests exam speed, efficiency, knowledge, etc.
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Personality Motivation Testing
This test exam the characteristics of the employees
35
Interview
Literally what it means.
36
Job Knowledge Test
Test knowledge on the employees' job
37
Work Sample Test
A sample of behavior that can be used to predict future performance in similar work situations.
38
Aptitude Test
Assess one's ability to learn
39
Achievement Test
It looks at how much you learn so far (Example would like an exam for a class)
40
(5) Different selection decision strategies
1. Cost/ Resources
2. Types of job/ target Audience/ industry
3. # of positions
4. Yield ratio / efficiency/ past success
5. times
41
Legal implication of a multiple-step process
You can use exams score, individual assessments, and set cut-off scores
42
A multiple hurdle model
Multiple hurdle model
Multiple hurdles to get the job. For example you take an exam to get an interview. You pass one thing to get to the next step.
43
Connecticut v. Teal
They then brought an action in Federal District Court against petitioners (the State of Connecticut and certain state agencies and officials), alleging that petitioners had violated Title VII of the Civil Rights Act of 1964 by requiring, as an absolute condition for consideration for promotion, that applicants pass a written test that disproportionately excluded blacks and was not job-related.
44
Negligent hiring: what is it; and as a reason to do background checks
Not doing a background on individuals and hiring them
45
Reason to do a background check:
Verify information provided by applicant regarding previous employment and experience
46
(5) Know different effective (and legal) ways to reduce adverse impact
1. Target recruitment strategies toward "qualified" minorities
2. Focus on predicting all aspects of job performance, including citizenship behavior, helping co-workers, teamwork, and counter productive behavior
3. Augment GMA, test use with noncognitive methods such as personality tests, peer assessments, interviews, and job preference instruments
4. Use tools with less adverse impact early in the process and GMA test later providing the selection ratio is low
5. Use accomplishment records, performance test, or works samples in lieu if GMA tests.
47
Training
Many companies do their own training or they hire someone to do the training
48
Why do companies do training?
Give you the tools to succeed on your job
avoid everyone making the same mistake
Tools for your potential (teacher)
save money (Teacher)
49
What is development?
Focuses on long term related goals
| The company wants to prepare you for the future
50
How are they different (training and development)?
training is something you want to do now
development is more long term related goals
want to prepare you for the future
51
What are the three phases of the systems model of training?
1. needs assessment
identify what our the needs. is there a need for training. can you provide improve performance without training.
2. development
3. evaluation
52
Needs assessment:
understand:
Organizational analysis
Task analysis
Person analysis
53
Organizational analysis (start with this)
```
Organizational analysis (start with this)
Current problem / Anticipated Need
do you have the resources available
do you have management support
very first one to do.
```
54
Task analysis
Tasks & Duties, Skills, and Knowledge Needed
Identifies what needs to be taught
you can also use what data you collected in the job analysis
Utilization of Job Analysis Data
- Importance
- Frequency
- Difficulty
55
Person analysis: Who?
Individual Proficiency
| Utilization of Appraisal Data
56
Components of effective instructional objectives
1. Performance
2. Criteria
3. Condition
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Performance
What they are expected to be able to do after they are finished with training
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Criteria
acceptable level of performance that you will expect out of them
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Condition
under what circumstance will they able to use their newly learned skills
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Principles of learning: key thing to do
As you are making a training program you have to incorporate as much as possible
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Principles of learning
- Meaningfulness of presentation
- Feedback and reinforcement
- Massed-versus-spaced learning
- whole versus part learning
- goal setting
- active practice and repetition
- overlearning
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Meaningfulness of presentation
Why your job is important
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Feedback and reinforcement
Tell them what they are doing wrong so they can learn from their mistakes
Also if they are doing it correctly tell them that so they can continue what they are doing
64
Massed-versus-spaced learning
- Massed learning:
6 hours of training. Chunks of hours of learning
- Spaced learning
1 hour and having a break and ask the trainees if you are learning correctly. In other words, you have breaks in between the training secession.
Typically Spaced learning is best for complex tasks.
65
Whole versus part learning
- Whole learning: You are going to learn all at once. (Example: Learning all the steps of making a pizza)
Sometimes its best to use whole learning when there is no reason to breakdown it down further
- Part Learning: You are going to learn little parts at once and break it down
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Goal setting
Set specific goals instead of general goals.
It should be a challenging goal
Challenging and Specific
67
Active practice and repetition
Practice makes perfect
| Have a lot of repetition
68
Overlearning
- It is desirable under 2 circumstance
If it's not going to be used on the job
since you won’t be able to practice on the job and some rare circumstance you need the skill
performing under stress
69
two keywords in goal setting
challenging and specific
70
Massed-versus-spaced learning (deals with _____)
(deals with time)
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Whole-versus-part learning (deals with _____)
(deals with task)
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Different criteria for evaluating training programs
- Reaction: Surveys, interviews
- Reaction of the participants
- Learning: Test, work sample
- Behavior: Transfer of training, observations, performance ratings
- Results: ROI, turnover rate
73
Transfer of training
- Learning from training and transferring it onto your job
| - If it hands on skills you should use hand on training
74
(5) Common training methods
- Simulation
- OJT
- Classroom
- Audiovisual
- Behavior modeling
75
Simulation
Other things
Good things about it?
```
Simulation
Used to imitate real life situations
computerized simulations
cockpit simulations are realistic and expensive
medical
Good thing about it
Risk free
```
76
OJT
| On-the-job training
Jumping right into work from day one can sometimes be the most effective type of training.
77
Classroom
It seems the only advantage to a lecture is the ability to get a huge amount of information to a lot of people in a short amount of time. It has been said to be the least effective of all training methods.
78
Audiovisual
To be truly effective, training films and videos should be geared towards a specific objective. Only if they are produced effectively, will they keep the trainees attention
79
Behavior modeling
is the act of showing employees how to do something and guiding them through the process of imitating the modeled BEHAVIOR.
80
(4) Factors to determine which training method to be used
Learning outcomes: information, attitudes, motor skills
Cost
Transfer of training
Effectiveness
81
Three objectives for orientation (found online)
Typically, orientation conveys three types of information
1. General information about the daily work routine;
2. A review of the firm’s history, founding fathers, objectives, operations and products or services, as well as how the employee’s job contributes to the organisation’s needs; and
3. A detailed presentation, perhaps, in a brochure, of the organisation’s policies, work rules and employee benefits.
82
Difference between orientation and onboarding
- During the onboarding process, employees are thoroughly introduced to their department. They learn the culture and business objectives by participating in meetings and starter projects with co-workers.
- At orientation, new hires are formally introduced to your organization and its culture, mission, vision and values. Ideally, new employee orientation should be conducted on the first day or weeks of employment
83
What is career planning? What is a career development system?
Career planning
Just planning your career and stuff
Google:
Career planning is the ongoing process where you: Explore your interests and abilities; Strategically plan your career goals; and. Create your future work success by designing learning and action plans to help you achieve your goals.
84
Career development system
| - 4 development activities
1. formal education
2. assessment
3. job experiences
4. relationships
She also talked about online training or online education which is more modern
85
Formal education
web-based, traditional
86
Assessment
Personality test, assessment center, 360-degree feedback, performance appraisals
87
Personality Test
| x
Take a personality test to see your strengths and weaknesses
88
Assessment Center
A process by which individual visuals are evaluated as they participate in a series of situations that resemble they might be called upon to handle on the job
89
360-degree feedback
Ask feedback from your colleagues
90
Personality test
MBTI (he Myers–Briggs Type Indicator is an introspective self-report questionnaire with the purpose of indicating differing psychological preferences in how people perceive the world around them and make decisions.) - dont need to learn just read it over
91
Job experiences
Transfer, downward, promotion, international assignment, rotation
92
Relationships
Mentoring
93
______ and ______ used for selection test
reliable and valid
94
Big five personality traits are:
1. Openness
2. Conscientiousness
3. Extraversion
4. Agreeableness
5. Neuroticism
95
(4)Steps of Individual career planning
1. Self Assessment (bottom)
2. Reality Check
3. Goal Setting
4. Action Plans (top)
96
Self Assessment
What are your strengths and weaknesses
97
Reality Check
- What resources are available and available in the company
| - You can talk to your mentor in the company to know more about the resources or the human resource unit
98
Goal Setting
- Setting specific goals instead of more general goals
- Where do you want to be
- What occupation and level (manager)
- Short term and long term goals
99
Action Plans (top)
Make sure you have a time table layout on what you can do and cannot do
100
you start with in individual career planning
| which is what position
self assessment
| bottom
101
What does steps of individual career planning end with
action plans
| top
102
Different types of development activities
- Assessment Center
- in basket training
- leaderless group discussions
- mentors
- mentoring functions
103
Assessment Center
A process by which individual visuals are evaluated as they participate in a series of situations that resemble they might be called upon to handle on the job
104
- in basket training
A process of evaluation trainees by simulating a real-life work situation
Administrator work as a manager
105
- leaderless group discussions
A process that places trainees in a conference setting to discuss an assigned topic, either with or without designated groups roles
106
mentors
More senior or experienced individuals who coach, advice, and encourage individuals of lesser rank
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- mentoring functions
Functions concerned with the career advancement and psychological aspects of the person being mentored
108
Glass ceiling effect
Artificial barriers based on attitudinal or organizational bias that prevent qualified women or minorities from advancing upward in their organizations into management level positions
109
Glass ceiling effect
| -effect
- Blacks, Hpsiances, and Native Americans;
- 30% of the population v. 3% of senior mgt positions
- Blacks and Hispanics in big law firms:
- 5-10% first-year associates v. 2% partners
- Women
- 51.5% of management, professional, and related positions
110
Break the class ceiling
- Consistently exceed performance expectations
- Seek out difficult or challenging assignments
- Develop a style with which male managers are comfortable with
- Having influential mentors
111
Outplacement Programs
Google: Outplacement is the support service provided by responsible organizations, keen to support individuals who are exiting the business (voluntarily or involuntarily) – to help former employees transition to new jobs and help them re-orient themselves in the job market.
