Human Resource Management Test 2

Personnel Selection standards

Reliability

Validity

Generalizability

Utility

Legality

The degree to which a measure is free from random error

Reliability

What are employers looking for in possible employees?

Physical

Cognitive

Personality

Correlation coefficient

A measure of the degree to which two sets of numbers are related

Test-retest reliability

How scores on the measure relate to scores on the same measure at another time

Validity

The extent to which performance on the measure is related to performance on the job

Criterion-related validity

Substantial correlation between test scores and job-performance scores

Predictive validation

Seeks to establish an empirical relationship between test scores taken prior to being hired and eventual performance on the job

Concurrent validation

Asses the validity of a test by administering it to people already on the job then correlating test scores with existing measures of each person’s performance

Content validation

Demonstrating that the questions or problems posed by the test are a representative sample of the kinds of situations or problems that occur on the job

Generalizability

The degree to which a predictor that is valid in one context and sample will be valid in different contexts and samples

Validity generalization

Alternative for validating selection methods for companies that cannot employ criterion related or content validation

Utility

The degree to which the information provided by selection methods enhances the bottom line effectiveness of the organization

Legality

All selection methods should conform to existing laws and existing legal precedents

Interview

A dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment

Experienced based (interview)

Requires an applicant to reveal an experience he or she had in the past when confronting the situation

Future oriented (interview)

Ask more about the applicant’s potential future rather than the past

Ways to find hireability

Interviews, references, application blanks, and background checks

Classes of physical ability tests

Muscular tension

Muscular power

Muscular endurance

Cardiovascular endurance

Flexibility

Balance

Coordination

Verbal comprehension

Refers to a person’s capacity to understand and use written and spoken language

Quantitative ability

Concerns the speed and accuracy with which one can solve arithmetic problems of all kinds

Reasoning ability

Refers to a person’s capacity to invent solutions to many diverse problems

Banding

similar groups of people whose scores differ by only a small amount all be treated as having the same score

Question harvesting

capture the process whereby test takers use advanced technology to download questions or capture images of questions

Big five dimensions

Extroversion

Adjustment

Agreeableness

Conscientiousness

Openness to experience

Emotional intelligence aspects

Self awareness, self regulation, self motivation, empathy, social skills

Assessment center

a wide variety of specific selection programs that employ multiple selection methods to rate either applicants or job incumbents on their managerial potential

Table on 268

Summary of personnel selection methods

Continuous learning

a learning system that requires employees to understand the entire work system; they are expected to acquire new skills, apply them on the job, and share what they have learned with other employees

Training design process

a systematic approach for developing training programs

6 stages of the training design process

1. Assess needs to determine if training is needed

2. Ensure that employees have the readiness for training

3. Address whether the training session has the factors necessary for learning to occur

4. Ensure that the trainees apply the content of training

5. Choose a training method

Needs assessment

Refers to the process used to determine if training is necessary

Organizational analysis

determining the business appropriateness of training, given the company’s business strategy, its resources available for training, and support by managers and peers for training activities

Person analysis

Identifies who needs training and if training is appropriate

Task analysis

identifying the important tasks and knowledge, skills, and behaviors that need to be emphasized in training for employees to complete their tasks

Three factors to be considered before choosing training

the support of managers and peers for training activities, the company’s strategy, and the training resources available

Job

a specific position requiring the completion of specific task

Task

a statement of an employee’s work activity in a specific job

4 steps in task analysis

Identifying the jobs to be analyzed

Developing a list of tasks performed on the job

Validating or confirming the tasks

Identifying the knowledge skills, abilities, and other factors needed to successfully perform each task

Readiness for training

refers to employee characteristics that provide employees with the desire, energy, and focus necessary to learn from training

Motivation to learn

The desire, energy, and focus

Microlearning

training delivered in small pieces or chunks designed to engage trainees, motivate them to learn, and help facilitate retention

Transfer of training

on-the-job use of knowledge, skills, and behaviors learned in training

Manager support

the degree to which trainees’ managers

1. emphasize the importance of attending training programs

2. stress the application of training content to the job

Action plan

a written document that includes the steps that the trainee and manager will take to ensure that training transfers to the job

What does an action plan include?

1. a goal identifying what training content will be used and how it will be used

2. strategies for reaching the goal, including resources needed

3. strategies for getting feedback (such as meetings with the manager)

4. expected outcome

Support network

a group of two or more trainees who agree to meet and discuss their progress in using learned capabilities on the job

Opportunity to perform

the extent to which the trainee is provided with or actively seeks experience with newly learned knowledge, skills, and behaviors from the training program

Performance support systems

computer applications that can provide, as requested, skills training, information access, and expert advice

Communities of practice

groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished

Presentation methods

methods in which trainees are passive recipients of information

Virtual classroom

using a computer and the Internet to distribute instructor-led training to geographically dispersed employees

Hands-on methods

training methods that require the trainee to be actively involved in learning

On the job training

new or inexperienced employees learning through observing peers or managers performing the job and trying to imitate their behavior

Apprenticeship

work-study training method with both OJT and classroom training

Internship

on-the-job learning sponsored by an educational institution or is part of an academic program

Simulation

a training method that represents a real-life situation, with trainees’ decisions resulting in outcomes that mirror what would happen if they were on the job

Virtual reality

a computer-based technology that provides trainees with a three-dimensional (3D) learning experience

Augmented reality

allows trainees to see the physical world around them but their view includes virtual media

Serious games

games in which the training content is turned into a game but has business objectives

Gamification

game-based strategies are applied to e-learning programs

E-learning

instruction and delivery of training by computer through the Internet or the Web

Massive open online courses

learning that is designed to enroll a large number of learners (massive); is free and accessible to anyone with an Internet connection (open); takes place online using videos of lectures, interactive course work including discussion groups, and wikis (online); and has specific start and completion dates, quizzes and assessment, and exams (courses)

Mobile learning

training that provides trainees with anytime and anywhere access to instructional resources such as videos, pdfs, simulations, games, or courses

Blended learning

combining technology methods, such as e-learning, simulations, or social media, with face-to-face instruction for delivery of learning content and instruction.

Learning management system

technology platform that can be used to automate the administration

Group or team building methods

training methods designed to improve team or group effectiveness

Experiential programs

gaining conceptual knowledge and theory, taking part in a behavioral simulation or activity, analyzing the activity, and connecting the theory and activity with on-the-job or real-life situations

Adventure learning

develops teamwork and leadership skills using structured outdoor activities

Cross training

team members understand and practice each other’s skills so that members are prepared to step in and take another member’s place

Coordination training

Trains the team on how to share information and make decisions to maximize team performance

Team leader training

training of the team manager or facilitator

Action learning

teams or work groups get an actual business problem, work on solving it and commit to an action plan, and are accountable for carrying out the plan

Training outcomes

cognitive outcomes, skill-based outcomes, affective outcomes, results, and return on investment

Return on investment

the estimated dollar return from each dollar invested in learning

Expatriate

works in a country other than his or her country of origin

Cross-cultural preparation

educates employees (expatriates) and their families who are to be sent to another country

Repatriation

prepares expatriates for return to the parent company and country

Diversity training

learning efforts designed to change employee attitudes about diversity or to develop skills needed to work with a diverse workforce

Unconscious bias

a judgment outside of our consciousness that affects decisions based on background, culture, and personal experience

Ally training

training that encourages employees to have conversations about difficult topics and perspectives without fear of blame or shame

Onboarding

the process of helping new hires adjust to social and performance aspects of their new jobs

Performance management

the process or system through which managers ensure that employees’ behaviors and results are congruent with the organization’s goals

Performance appraisal

Managing employee performance

Performance feedback

they can adjust their performance to the organization’s goals

Continuous performance management process

an approach that encourages ongoing conversations between managers, their direct reports, and teams focused on work progress, providing feedback, accomplishment and necessary adjustment of goals, and development needs

Strategic congruence

the extent to which a performance management system elicits job performance that is congruent with the organization’s strategy, goals, and culture

Validity (performance)

the extent to which a performance measure assesses all the relevant—and only the relevant—aspects of performance

Reliability (performance)

the consistency of a performance measure

Interrater reliability

the consistency among the individuals who evaluate the employee’s performance

Acceptability (performance)

whether the people who use a performance measure accept it

Specificity (performance)

the extent to which a performance measure tells employees what is expected of them and how they can meet these expectations.

Simple ranking

requires managers to rank employees within their departments from highest performer to poorest performer

Alternation ranking

consists of a manager looking at a list of employees, deciding who is the best employee, and crossing that person’s name off the list and then choosing the worst employee

Forced distribution

Employees are ranked in groups

Paired comparison

requires managers to compare every employee with every other employee in the work group, giving an employee a score of 1 every time that employee is considered the higher performer

Behaviorally anchored rating scale

designed to specifically define performance dimensions by developing behavioral anchors associated with different levels of performance

Behavioral observation scale

specifically define all the behaviors that are necessary for effective performance (or that would be considered ineffective performance)

Competencies

sets of skills, knowledge, abilities, and personal characteristics that enable employees to successfully perform their jobs

Competency model

identifies and provides descriptions of competencies that are common for an entire occupation, organization