MHR 623 - FINAL EXAM (CH. 6-10)

False positives

individuals who are predicted to perform successfully in a given position (based on pre-selection assessment scores) but who do not perform at satisfactory levels when placed on the job

False negatives

individuals who are predicted to perform unsuccessfully in a given position (based on pre-selection assessment scores) but who would perform at satisfactory levels if hired

Abilities

attributes that an applicant brings to the employment situation - the enduring, general traits of characteristics on which people differ

Skill

an individual's degree of proficiency or competency on a given task, based on both ability and practices, which has developed through performing the task

Aptitude

can be thought of as a specific narrow ability or skill

Cognitive abilities

related to intelligence or intellectual ability

Practical knowledge

related to knowing how to get things done

Tactic knowledge

derived from experience when learning is not the primary objective

Job knowledge

knowledge of issues and/or procedures deemed essential for successful job performance

Psychomotor abilities

traits or characteristics that involves the control of muscle movements

Physical abilities

traits or characteristics that involve the use or application of muscle force over varying periods of time, either alone or in conjunction w/ an ability to maintain balance or gross body coordination

Sensory/perceptual abilities

traits/characteristics that involve different aspects of vision and audition (+ other senses)

Physical fitness tests

ensure applicant meets min standards of health to cope with the physical demands of the job - only after employment offer is made

Genetic testing

testing or monitoring of genetic material to determine a genetic propensity or susceptibility to illness resulting form various workplace chemicals or substances

Situational judgment test

type of situational exercise designed to measure an applicant's judgment in the workplace or professional situations

Assessment Centre (AC)

standardized procedure that involves the use of multiple measurement techniques and multiple assessors to evaluate candidates for selection, classification, and promotion

In-basket exercises

simulation exercise, designed to assess the applicant's organizational (planning, prioritizing, delegating, scheduling) and problem-solving skills

Role plays

simulated interpersonal interactions designed to assess communication skills, leadership potential, or problem-solving ability

Personality

set of characteristics or properties that influence or help to explain an individual's behaviour

The "Big Five" Approach to Personality (OCEAN)

1. Openness to experience

2. Conscientiousness

3. Extraversion

4. Agreeableness

5. Emotional stability (also know as Neuroticism)

HEXACO Approach

1. Honesty-Humility

2. Emotionality

3. eXtraversion

4. Agreeableness

5. Conscientiousness

6. Openness

Honesty/integrity testing

refers to self-report inventories designed to assess employee honesty and reliability

EQ

is the ability to accurately perceive and assess emotion in oneself and others and to appropriately regulate and express emotion

Declarative knowledge

job-relevant facts and procedures

Procedural knowledge

the how to

Tactic knowledge

knowledge derived from experience when learning is not the primary objective

Conditional Reasoning Tests (CRTs)

present respondents with a series of short scenarios or problems - Respondents are told that CRT assesses their reasoning ability but it indirectly measure implicitly personality trait of interest

Gamified assessment

the assessment of stable traits or abilities in the form of a decision-based on a performance-based game

Applicant faking

faking occurs when individuals response to questions with answers that do not reflect their true beliefs or feelings

Screening interviews

preliminary interviews designed to fill gaps left on the candidates application form or resume, sometimes serving recruitment as well as selection functions

Knowledge structures

interviewers' belief about the requirements of the job and the characteristics of applicants & interview allows to see if knowledge structures from both sides (interviewer and applicant) align

Unstructured interviews

traditional method of interviewing that involves no constraints on the questions asked

Structured interviews

standardized set of job-relevant questions; a scoring guide is used

Panel interviews

interview conducted by 2 or more interviewers together at one time

Serial interviews

series of interviews where the applicant is interviewed separately by each of 2 or more interviewers

Situational interviews

a structured interview in which important to decisive situations employees are likely to encounter on the job are described and applicants are asked what they would do in these situations

Behavioural interviews

a structured interview in which applicants are asked to describe what they did in given situations in the past

Experience-based interviews

assesses applicant qualifications, such as work experience and education, using job knowledge or work sample questions

Face-to-face interviews

preferred format with most employers

Technology-mediated interviews

forms of interviews that do not rely on an in-person, face-to-face interaction, but are conducted over a long distance (telephone interviews, videoconferencing interviews) or rely on video recording (asynchronous video interview)

Asynchronous Video Interviews (AVIs)

applicants do not directly interact with an interviewer but log into an online platform, read interview questions, and record short video responses to the questions

Puzzle interview question

unstructured interviews that ask applicants to solve puzzles or unusual problems

Speed interviewing

consists of a series of short (5-15 mins) consecutive interviews

Multiple mini-interviews (MMI)

speed interviews where applicants participate in a circuit of 12 eight-min interviews with 12 diff interviewers at 12 different interview stations

STAR technique

Situation

Task

Action

Result

impression management

the attempt by people to get others to see them as they want to be seen

Satisficing

making an acceptable or adequate choice rather than the best or optimal choice

Organizational fit

an applicant's overall suitability for the organization and its culture

Implicit theories

personal beliefs that are held about how people or things function without objective evidence and conscious awareness

False positive error

occurs when an applicant who is assessed favourably turns out to be a poor choice

False negative error

occurs when an applicant who is rejected would have been a good choice

Pure judgment approach

approach which judgemental data are combined in a judgmental manner

Trait rating approach

approach in which judgmental data are combined statistically

Profile interpretation

approach in which statistical data are combined in a judgemental manner

Pure statistical approach

approach in which data are combined statistically

Judgemental composite

approach in which judgemental and statistical data are combined in a judgemental manner

Statistical composite

approach in which judgemental and statistical data are combined statistically

Incremental validity

the value in terms of increased validity of adding a particular predictor to an existing selection system

Cut-off score

a threshold; those scoring at or above the cut-off score pass whereas those scoring below fail

Unit and rational weighting

add together the scores applicants received on the various selection tools that were used and give each score the same weighting (e.g., a value of 1.0)

Multiple regression model

combine the scores from all selection tools used by giving each score different weighting and summing them to get a total score

Multiple cutoff model

add all scores from all selection tools; however applicants are rejected if their scores on any of the predictors fall below the cutoff scores

Multiple hurdle model

applicants must pass the minimum cutoff for each predictor before being assessed on the next predictor. As soon as an applicant has failed to meet the cutoff on a given predictor, the applicant ceases to be a candidate for the job and is not assessed on any of the remaining predictors

Multiple cutoff combination

a combination of calculations, since approach was already the same, have all candidates take all tests and when scoring eliminate anyone who scores under cutoff on any test and then use regression analysis with different weightings

Multiple hurdle combination model

A combination of multiple hurdle and regression approaches and scoring for a smaller applicant pool and less expensive selection tests

Profile matching model

current high performers are assessed on several predictors to form an ideal profile of scores for successful job performance use to assess candidates

Top-down selection

selecting applicants in straight rank order of their test scores

Banding

a grouping process that takes into account the concept of the standard error of measurement; involves grouping applicants based on ranges of scores

Consideration

Payment for performance of contractual terms (promise of compensation by employer in return for employee's services)