Human Resources - Exam 2

Selection Tests - Cognitive Ability

Assesses general intellectual ability or specific abilities (e.g., memory or math skills)

Conscientiousness

A personality trait generally positively related to performance across situations

Neuroticism

A personality trait generally negatively related to performance across situations

Myers Briggs Type Indicator (MBTI)

Places individuals into one of 16 categories based on dichotomies, but has little evidence for use in selection

Selection Tests - Work Samples

Requests applicants to perform a part of the job to assess capabilities

Selection Tests - Mini Job Training

Provide applicants with training and then assess their performance prior to hiring

Selection Tests - Situational Judgment

Designed to assess how an applicant would react to a job situation they may face

The In-basket

A situational judgment test where the candidate must take action on a host of given tasks

Leaderless group discussions

A situational judgment technique requiring candidates to arrive at a group decision on a provided problem

Selection Tests - Assessment Centers

2-3 day simulations where candidates perform realistic management tasks under observation

Reliability (Selection Test)

A test yields consistent results (e.g., the same score on a retest)

Test-Retest Reliability

Receiving the same score when taking the same test one week apart

Validity (Selection Test)

Means that a test is measuring what it intends to measure

Criterion Validity

Identifying a statistical relationship between scores on a selection test and job performance

Predictive Validity

Test scores are obtained prior to hiring, and job performance is measured after employees have been working several months

Concurrent Validity

Current employees take the test, and job performance is measured at the same time

Structured Interviews

Interviewer prepares job-focused questions ahead of time, generally resulting in higher reliability and validity

Situational Questions (Interview)

Questions asking the applicant what his/her behavior would be in a future situation

Behavioral Questions (Interview)

Questions asking the applicant how he/she reacted to actual past situations

Defamation (References)

Occurs when an individual provides false information about another person that has the potential to harm their reputation

Employee Training

The process of teaching new or current employees the basic skills needed to perform their jobs

Training Needs Assessment

A systematic evaluation (Organization, Job, Person Analysis) to determine where training is needed and what type would be effective

Learning

The acquisition of new knowledge, skills, and behaviors (Training does not equal learning)

On the Job Training (OJT)

Seasoned employees work with newer employees to teach them tasks

Simulators

Training exercises in a contrived setting meant to mirror real-world situations (offers a safe way to mimic OJT)

Lectures

An expert speaks to a group to teach information

Programmed Learning

Trainees must demonstrate competence on one learning module before moving onto the next

Attributing performance changes to training

Determined by providing a skills/knowledge test prior to and after training, and comparing scores to an untrained (control) group

Assessing Long-term changes (from training)

Performing multiple post-tests to see if employee scores stay the same for an extended period of time

Kirkpatrick’s 4 levels of training effectiveness

Reactions, Learning, Behavior, and Results

Employee Development

Prepares employees for other positions in the company or changes in their current job

70-20-10 Development Model

Development involves 70% challenging job demands, 20% feedback (coaches/mentors), and 10% personal learning (courses/readings)

HR's role in the performance appraisal process

To train Managers, monitor effectiveness, and ensure legal compliance

Graphic Rating Scale

Employee is rated on a scale (e.g., below expectations)

Behaviorally Anchored Scales (BAS)

Managers rate performance using a scale where a corresponding behavior is assigned to values

Forced Rankings

Forces managers to rank their employees into different predetermined categories (e.g., top 20%, middle 70%, bottom 10%)

Critical Incident Technique

Supervisor keeps a record of notable positive or negative behaviors over the full period of time

Management By Objectives (MBO)

Development of mutually agreed upon specific and measurable objectives for manager evaluation

Strategic Congruence (Criterion)

Performance system should link employee activities with the organization's goals

Validity (Criterion)

The performance appraisal should measure actual job performance

Reliability (Criterion)

Receiving the same performance appraisal ratings across similar forms, across short periods, and across different raters

Specificity (Criterion)

Measure gives specific guidance and developmental feedback to employees about expectations and meeting them

Contrast Rating Bias

Rater compares individuals with one another instead of comparing them to an objective standard

Leniency Rating Bias

Rater gives high ratings to all employees regardless of their performance

Strictness Rating Bias

Rater gives low ratings to all employees regardless of their performance

Central Tendency Rating Bias

Rater gives middle ratings to all employees, avoiding extreme points on the scale

Unclear Standards Rating Bias

Rater is unsure what level of performance constitutes each point on the rating continuum

Halo Rating Bias

One positive performance aspect causes the rater to rate all other aspects of performance positively

Horns Rating Bias

One negative performance aspect causes the rater to rate all other aspects of performance negatively

Recency Rating Bias

Appraisal score is based on events that happened near the performance appraisal period, not the whole period