Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

Nipissing U > Recruitment and Selection- Final > Flashcards

Recruitment and Selection- Final Flashcards

(104 cards)

Start Studying
1
Q

Job Analysis

A

Systematic study of a job, ensures accurate representation of skills, effort, responsibility, and working conditions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Job evaluation

A

Using job analysis data to establish the worth/value of a job. Used to establish compensation rates.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Job

A

A collection of positions that are similar in their significant duties

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Position

A

A collection of duties assigned to individuals in an organization at a given time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Job family

A

A set of different but related jobs that rely on the same set of KSAOs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Subject matter experts (SME)

A

People who are most knowledgeable about a job and how its currently performed; generally job incumbents and their supervisors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Work oriented job analysis

A

Job analysis focused on work results and a listing of the various tasks performed to achieve these results

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Worker oriented job analysis

A

Job analysis focused on the overall elements of the job and listing visual, interpersonal, sensory, intellectual, and physical requirements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Job analysis techniques

A

Interviews
direct observation
Structured job analysis questionnaires and inventories
position analysis question
task inventories
functional job analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Interviews

A

Most common technique. Time consuming and expensive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Direct Observations

A

Job shadowing. Incumbent may alter behaviour

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Structured Job analysis questionnaires

A

Incumbent or supervisor responds to pre-set questions. Has to be easy to read and understand

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Position analysis question

A

Focuses on overall job behaviours. Worker oriented, too difficult to read and understand

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Task inventories

A

Work-oriented surveys that break down jobs into their component task

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Functional job analysis

A

Difference between what is done and what is accomplished. Clearly details what an employee does and the outcome their actions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Job analysis techniques

A

Worker traits inventories, threshold traits analysis system, fleishman job analysis survey (F-JAS), job element method

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Competencies

A

Groups of related behaviours that are needed for successful job performance in an organization. Used to identify the KSAOs that distinguish superior performers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Core competencies

A

Characteristics that every member of an organization regardless of position, function, level of responsibility or job is expected to possess

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Functional competencies

A

Shared characteristics by different positions within an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Competency dictionary

A

Lists all the competencies that are required by an organization to achieve its mandate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Competency profile

A

A set of proficiency ratings related to a function, job, or employee

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Job performance

A

Actions or behaviours related to the job that can be observed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Job performance domains

A

job tasks behaviours (direct contributions)
contextual behaviours (contribute to the organizational culture)
counterproductive behaviours (work against the organization’s expectations)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Performance dimensions

A

Sets of related behaviours that are derived from an organization’s goals and linked to successful job performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
A multidimensional model of job performance
John Campbell attempted to specify a theory of work performance. Job behaviours fall into 8 performance dimensions
26
8 Performance dimensions
-job specific task proficiency -non-job specific task theory -written and oral communication task proficiency -demonstrating effort -maintaining personal discipline -facilitating peer and team performance -supervision/leadership -management/administration
27
Job Task behaviours
-job-specific behaviours -non-job specific behaviours -leadership/supervision -management/admin
28
Contextual behaviours
-communication proficiency -demonstrating effort -facilitating peer and team performance
29
Counterproductive behaviours
maintaining personal discipline
30
Contextual performance
The activities or behaviours that are not part of a worker's formal job description but remain important for organizational effectiveness
31
Categories of contextual performance
-persisting with enthusiasm and extra effort -volunteering to carry out activities not part of the job -helping + cooperating -following rules and procedures -endorsing, supporting, and defending organizational objectives
32
Individual factors that can influence job performance
Declarative knowledge (understanding facts and rules), procedural knowledge and skills (cognitive, physical, interpersonal, and self-discipline), motivation
33
effective performance measures
relevant, reliable, practical
34
Criterion relevance
Does it capture behaviours that constitute job performance?
35
Criterion deficiency
Are job performance behaviours not being measured by the criterion?
36
Criterion contamination
Is the criterion measuring behaviours that are not part of the job performance?
37
Ultimate measures
one single measure of job performance
38
Global vs. multiple measures
Global: good for overall assessment Multiple: more accurately reflects complexity of work
39
Composite vs. multiple measures
importance of one criteria heavily outweighs others
40
consistency job performance
Training vs job proficiency criteria typical vs max job performance dynamic vs stable criteria
41
Types of performance measures
Objective and subjective
42
Types of rating errors
-leniency -severity -central tendency -halo
43
Reducing rating errors
-relative rating systems -rank order -paired comparisons -forced distribution -relative percentile method -absolute rating systems
44
Improving ratings through:
rater training, rater accountability
45
Who does the rating
supervisors, peers, subordinate, self, clients, 360 or multi-source feedback
46
Nontraditional methods for measuring performance
Job knowledge/skill testing & hands-on testing and simulation
47
People apply for jobs based on:
Their interest in the job, their beliefs in the KSAOs
48
Recruitment
an outcome of HR planning which takes into consideration internal + external factors and job + organizational analysis
49
The formation of job expectations
organizational context an individual's interests and values individual's job search corporate image
50
Recruitment strategy
seen as a part of a staffing system where internal decisions influence how staffing occurs
51
External recruitment factors
The labour market, the legal environment
52
Internal recruitment factors
business plan job level and type recruiting strategy and organizational goals describing the job
53
Internal recruitment sources
internal postings replacement charts HR resource information systems nominations
54
External recruitment sources
Job advertisements (AIDA formula) walk-ins employment agencies educational institutions internet
55
Job description
A written description of what job occupants are required to do, how do to it, and rationale for required procedures
56
Job specification
The knowledge, skills, abilities and other attributes or competencies needed by a job incumbent to perform well
57
National Occupational Classification systems (NOC)
Systematically describes occupations in the Canadian labour market based on extensive occupational research and is available at the employment and social development Canada website
58
Practicality
The degree to which a criterion measure is available, plausible, and acceptable to organizational decision making
59
Effective recruitment and selection practices are:
minimum KSAOs established by job analysis valid measures reliable measures complying with legislation
60
Reliability
The degree to which observed scores are free from random measurement errors.
61
Factors that introduce error into any set of measurements
temporary individual characteristics lack of standardization chance
62
Measures for estimating reliability
Test and retest alternate forms internal consistency inter-rater reliability
63
Validity
The degree to which accumulated evidence and theory support specific interpretations of test scores in the context of the test's proposed use.
64
Validation Strategies
Construct and content validity provide evidence based on test content Criterion validity provides evidence based on relationships to other variables
65
Factors affecting validity coefficients
Range restriction (homogeneity of group) measurement error sampling error (smaller samples)
66
Bias
systematic errors in measurement or inferences made from measurements. Related to identifiable group membership characteristics (age, race, sex)
67
Four legal sources that affect Canadian R&S
Constitutional law human rights law employment equity legislation labour law
68
4 designated employment equity groups
women visible minorities aboriginal people people with disabilities
69
Adverse effect discrimination
employer unintentionally has a process or policy that negatively impacts members of a protected group
70
Adverse impact
occurs when the selection rate for a protected group is lower than that for the relevant comparison group
71
Bonafide Occupational requirement (BFOR)
discriminatory employment practice that is defendable based upon reasonable requirements. Must demonstrate that is it is impossible to accommodate the individual.
72
Reasonable accommodation
employer must change discriminatory practices to meet needs of protected groups
73
Undue hardship
When discrimination has occurred, the employer is under a duty to accommodate the individual. Consideration is given to: financial cost collective agreement impact on other employees flexibility of work force risk
74
Screening
First stage of the selection pool used to narrow down the selection pool. Identifies candidates with minimum qualifications.
75
Selection ratio
proportion of applicants for one or more positions who are hired
76
False positives
Strong pre-selection scores but poor performers
77
False negatives
Weak pre-selection scores but strong performers
78
Weighted application blanks
method for quantitatively combining information from application blank items by assigning weights reflecting each item's value in job success
79
Biographical information blank
pre-selection questionnaire that asks applicants to provide job-related information on their personal background and life experiences
80
Interviews
Most popular selection device in North America. Criticism of poor validity and reliability. Can be improved by developing questions based on job analysis
81
Psychological testing
a standardized procedure used to obtain an assessment of a person's psychological construct and to describe that construct with the aid of some measurement scale
82
Abilities
The enduring, general traits or characteristics on which people differ
83
Skill
an individual's degree of proficiency or competency on a given task
84
Aptitude
A specific, narrow ability or skill that may be used to predict job performance
85
Cognitive abilities
related to intelligence or intellectual abilities, strong predictor of job performance and training success
86
Physical fitness & medical examination
Should be administered only after the applicant has been given an offer of employment conditional on the applicant passing the test
87
Big Five personality test
tests on openness to experience, conscientiousness, extraversion, agreeableness, and emotional stability.
88
Assessment centres
ability and aptitudes test, personality test, situational exercises and interviews
89
Structured interviews
used to increase predictive validity and reliability
90
Situational interviews
highly structured interviews in which hypothetical situations are described and applicants are asked what they would do. Use of a scoring guide to evaluate each answer
91
Comprehensive structured interviews
Highly structured interview consisting of a combination of situational interview, job knowledge, job simulation and worker characteristic questions
92
Behavioural description interview
A structured interview in which the applicant is asked to describe what he or she did in given situations in the past
93
Implicit errors
Personal beliefs that are held about how people or things function without objective evidence and often without conscious awareness
94
Techniques for collecting information
statistical & judgemental
95
Techniques for combining information
Statistical combination & judgemental combination
96
Pure judgement approach
judgemental data are combined in a judgement manner
97
Trait rating approach
judgemental data are combined statistically
98
Profile interpretation
Statistical data is combined in a judgemental manner
99
Judgemental composite
judgemental data and statistical data are combined in a judgemental manner
100
Pure statistical approach
statistical data are combined statistically
101
Statistical composite
Judgemental data and statistical data are combined statistically
102
Incremental validity
The value in terms of increased validity of adding a particular predictor to an existing selection system
103
Cut-off score
A threshold; those scoring at or above the cut-off score pass, those scoring below fail
104
Utility analysis
A decision-making procedure used to evaluate selection systems

Nipissing U (15 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions