HR 154 Final

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HR 154 Final
2011-05-18 22:53:52

HR 154 Final
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  1. substantive assessment methods:
    determining who among the minimally qualified will likely to be the best performers on the job
  2. personality tests describe:
    behavioral, not emotional or cognitive traits
  3. Personality Tests: What are the Big Five Factors?
    • 1. Emotional Stability
    • 2. Extraversion
    • 3. Openness to experience
    • 4. Agreeableness
    • 5. Conscientiousness
  4. 2 types of ability tests
    • 1. Aptitude
    • 2. Achievement
  5. aptitude test assesses
    innate capacity to function
  6. achievement test assesses
    learned capacity to function
  7. 4 classes of ability tests
    • 1. Cognitive
    • 2. Psychomotor
    • 3. Physical
    • 4. Sensory/perceptual
  8. two types of job knowledge tests
    • 1. assess knowledge of duties involved with the job.
    • 2. level of experience with, and knowledge about, job tasks and tools necessary to perform the job
  9. two types of integrity tests
    • 1. clear purpose/over
    • 2. personality-based/veiled purpose
  10. Interest, values, and preference inventories assess
    • -activities individuals prefer to do on and off the job; do not attempt to assess ability to do these
    • -not often used in selection
    • -can be useful for self-selection into job types
  11. 2 types of Structured Interviews
    Situational and Experience (Behavioral)-based
  12. Situational Interviews assess
    applicant's ability to project his/her behaviors to future situations. Assumes the person's goals/intentions will predict future behavior.
  13. Experience (Behavioral)-based Interviews assess
    past behaviors that are linked to prospective job. Assumes pas performance will predict future performance.
  14. Discretionary Assessment Methods are used to
    separate people who receive job offers from list of finalists (assumes each finalist is considered fully qualified for position).
  15. Contingent Assessment methods might involve confirmation of
    • 1. drug test results
    • 2. medical exam results
    • 3. criminal background check
  16. Internal selection: logic of prediction:
    indicators of internal applicants' degree of success in past situations should be predictive of their likely success in new situations
  17. Internal Selection: types of predictors
    there is usually greater depth and relevance to the data available on internal candidates relative to external selection
  18. 5 Initial Assessment Methods
    • 1. Skills inventory
    • 2. Peer assessments
    • 3. self-assessments
    • 4. managerial sponsorship
    • 5. Informal discussions and recommendations
  19. Traditional Skills inventory containst
    • -list of KSAOs held by each employee
    • -records a small number of skills listed in generic categories, such as education, experience, and supervisory training received.
  20. Customized Skills Inventory
    • -specific skill sets are recorded for specific jobs
    • -SMEs identify skills critical to job success
  21. strengths of peer assessments
    • -rely on raters who presumably are knowledgeable of applicants' KSAOs
    • -peer more likely to view decisions as fair
  22. weaknesses of peer assessments
    • -may encourage friendship bias
    • -criteria involved in assessments are not always clear
  23. 7 types of substantive assessment methods
    • 1. seniority and experience
    • 2. job knowledge tests
    • 3. performance appraisal
    • 4. promotability ratings
    • 5. assessment centers
    • 6. interview simulations
    • 7. promotion panels and review boards
  24. pros of hiring based on seniority and experience
    • -direct experience in a job content area reflects an accumulated stock of KSAOs necessary to perform job
    • - socially acceptable, viewed as rewarding loyalty
  25. cons of hiring based on seniority and ecperience
    • -seniority is unrelated to job performance
    • -experience is moderately related to job performance
  26. experience is superior to seniority because
    it is a more valid method and is more likely to be content valid when past or present jobs are similar to the future job
  27. Job knowledge tests includes elements of
    both ability and seniority
  28. Job knowledge tests are measured by
    a paper and pencil test or a computer
  29. Job knowledge tests hold great promise as a predictor of
    job performance because they reflect an assessment of what was learned with experience and also capture cognitive ability
  30. pros of performance appraisal as assessment method:
    • -readily available info
    • -probably capture both ability and motivation
  31. cons of performance appraisal as assessment method:
    • -potential lack of a direct correspondence between requirements of current job and requirements of position applied for
    • -"peter" principle
  32. promotability ratings are often conducted along with
    performance appraisals
  33. Assessment center objective
    predict an individual's behavior and effectiveness in critical roles, usually managerial
  34. assessment centers:
    incorporate multiple methods of assessing multiple KSAOs using multiple assessors
  35. validity of assessment centers is higher when
    • -multiple predictors are used
    • -assessors are psychologists rather than managers
    • -peer evaluations are used
  36. examples of Interview simulations
    -role play, fact finding, or oral presentations
  37. Promotion panels and review boards use:
    multiple raters, which can improve reliability and can broaden commitment to decisions reached
  38. Job knowledge, promotability ratings, and assessment centers are strong in terms of
    reliability and validity
  39. Interview simulations appear to be a promising technique for
    public contact jobs
  40. the purpose of discretionary assessment methods is to
    narrow the list of finalists to those who will receive job offers
  41. to add value, a predictor must:
    add to prediction of success above and beyond forecasting powers of current predictors.
  42. 2 adverse impact issues
    • 1. what if one predictor has high validity and high adverse impact?
    • 2. what if another predictor has low validity and low adverse impact?
  43. 4 compensatory model types to determine assessment scores
    • 1. Clinical prediction
    • 2. Unit weighting
    • 3. rational weighting
    • 4. multiple regression
  44. cut score:
    separates applicants who advance from those who are rejected
  45. Four consequences of cut scores
    • 1. False Negative
    • 2. True Negative
    • 3. False Positive
    • 4. True Positive
  46. 3 methods to determine cut scores
    • 1. Minimum competency
    • 2. Top-Down
    • 3. Banding
  47. Random selection
    each finalist has equal chance of being selected
  48. ranking
    finalists are ordered from most to least desirable based on results of discretionary assessments
  49. grouping
    finalists are banded together into rank-ordered categories
  50. decision makers: role of hr professionals
    • -determine process used to design and manage selection system
    • -contribute to outcomes based on initial assessment
    • methods
    • -provide input regarding who receives job offers
  51. decision makers: role of managers
    • -determine who is selected for employment
    • -provide input regarding process issues
  52. decision makers: role of employees
    -provide input regarding selection procedures and who gets hired, especially in team approaches
  53. 3 requirements for enforceable contract:
    • 1. offer
    • 2. acceptance
    • 3. consideration
  54. disclaimers are
    oral or written statements explicitly limiting an employee right and reserving that right for an employer
  55. contingencies
    extending a job offer contingent on certain conditions being fulfilled by offer receiver
  56. Strategic Approach to Job Offers: Labor market conditions
    be aware of supply availability or tightness
  57. Strategic Approach to Job Offers: Organization needs
    be aware of short- and long-term outcomes or cost control
  58. Strategic Approach to Job Offers: applicant needs
    be aware of reward sought or willingness to leave job
  59. Strategic Approach to Job Offers: legal issues
    be aware of contract language and/or EEO/AA goals
  60. Job Offer Content:
    • -Starting date
    • -Duration of contract
    • -Compensation
    • -Hours
    • -Special hiring inducements
    • -Restrictions on employees
    • -other terms/conditions
    • -acceptance terms
  61. Job offer process:
    • -formulation of job offer
    • - presentation of job offer
    • -job offer acceptance and rejection
    • -reneging
  62. Formulation of Job Offer
    • -knowledge of competitors
    • -applicant truthfulness
    • -likely reactions of offer receivers
    • -policies on negotiations and initial offers
    • -strategies for presenting initial offer
  63. 2 approaches to presentation of job offer
    Mechanical and sales approach
  64. the sales approach to the presentation of job offer:
    offer must be developed and "sold" may include negotiation
  65. 2 types of turnover
    voluntary and involuntary
  66. Voluntary turnover: avoidable-could be prevented
    • -try to prevent for high value employees
    • -do not try to prevent for low value employees
  67. Involuntary Turnover:
    • -discharge
    • -downsizing
  68. 3 Causes of Voluntary Turnover
    • 1. Desirability of leaving (low job satisfaction etc)
    • 2. Ease of Leaving (good labor market, low cost of leaving etc)
    • 3. Alternatives (internal: new job possibilities; external: job offers)
  69. turnover rate:
    (number of employees leaving/ average number of employees) x 100
  70. 6 Guidelines for conducting exit interviews
    • 1. Neutral Interviewer who has been trained to conduct exit interviews
    • 2. Train-put employee at ease, follow format, end positively.
    • 3. Format should contain questions about unavoidable and avoidable reasons for leaving
    • 4. Interviewer should prepare by reviewing format and employee's personnel file
    • 5. Interview should be private and before employee's last day.
    • 6. Employee should be told that the interview is confidential.
  71. Most effective retention initiatives
    • 1. competitive merit increases/ salary adjustments
    • 2. career development opportunities
    • 3. promoting qualified employees
    • 4. increasing health care benefits
    • 5. flexible schedules
    • 6. bonuses
  72. 5 step Progressive discipline system
    • 1. give employees notice of rules of conduct and misconduct.
    • 2. Give notice of consequences of violation of the rules
    • 3. provide equal treatment for all employees
    • 4. allow full investigation of alleged misconduct and defense by the employee
    • 5. provide employees the right to appeal a decision