UNT mgmt 4300 Exam 1- chps 1-4 plus guest speaker

Selection

the process of collecting and evaluating information about an individual in order to extend an offer of employment and takes ability and effort

why is it important to collect information for the selection process

ensures you are hiring the most qualified candidates

what is WRC and what does it stand for

Work-related characteristics- human attributes related to job preformance, including personality

what is KSA and what does it stand for

Knowledge, skills, and abilities- a traditional term used in HR, exluding factors such as personality

internal vs external hiring

hiring current employees (less formal may be more bias) - hiring outside talent (lengthy process)

Validation Procedures

provide evidence that data from the selection

instruments (interviews, cognitive ability tests, simulation tests,

etc.) are related to job performance

types of vaiidation procedures

Empirical and content vaildation

Empirical Validation

involves calculating correlation coefficients between scores on the selection instruments and on the job performance measure

Content Validation

takes the data produced by the judgments of workers and managers and uses them to determine the relationship between the selection test andjob performance

Talent Acquisition trends

Recruiters must manage the full recruitment process from posting

jobs, sourcing and screening candidates, etc

• The pandemic spurred recruiters to adopt more virtual recruiting

technologies

• AI's role will expand in sourcing, screening, drafting job descriptions and postings

Other recruiting trends include:

• Developing internal talent to address labor shortages

• Using contingent workforce/contract labor for flexibility with business needs (now an essitenial stratige)

• Shifting to skills-based hiring

• Recruiters will continue to expand their skill sets

• Developing skills in virtual interviewing/technology, onboarding new hires, understanding talent metrics, showing empathy and

compassion, and using AI

Chp 1 supporting video is about...

CEO and president of SHRM Johnny Taylor talks about how Instead of chasing candidates, top HR leaders are:

-Building talent pipelines that align with business strategy

-Using workforce analytics to forecast hiring needs before they become urgent

-Ensuring hiring forecasts match organizations' growth forecasts"

what are some constraints in a selection program

-limited information on applicants

-bias in the selection process

-Measurement of jobs, individuals, and work performance often not precise

Steps to develop a selction program

1. "Job Analysis Information (cornerstone of all HR)

2. Identifying Relevant Job Performance

Measures

3. Identification of Work-Related

Characteristics

4. Development of Selection Measures

(Assessment Devices)"

5. Validation Procedures

everything you use must be job related

hiring vs recruiting

hiring- on the spot , recruiting is a more detailed and lengther process

how do HR systems interact

Recruitment- activites that influence who applys

selection- activities that identify who will preform well

Talent mgmt is a BLANK approch

holistic

How is job performance viewed

-Task performance

-Work characteristics behaviors

-Organizational citizenship

-Adaptive performance

-Counterproductive work behaviors

-Count the number of produced items or services

rendered

-Supervisors make judgments on a worker's job

behaviors

what is O*net

a website that identifies four categories of

characteristics

-Abilities, Occupational Interests, Work Values, and Work

Styles

what does performance production data measure- why it is measured?

performance production data measures QUANITY & QUALITY

- they are easy to understand

-easy to gather

-direct result of job action

-they are unchallengable and accepted by workers

Judgmental data

An individual familiar with the work of another is required to judge the work

-uses a rating scale with numerical values

-Usually done by the immediate supervisor, subordinates, peers, etc

Types of judgmental instruments

-Trait Rating Scales - (A bad method; don't use!) Supervisor evaluates subordinates on personal characteristics

-Simple Behavior Scale - Better; can use. Supervisor rates a subordinate on major or critical tasks of the job

BARS or BES - An even better method! are judgmental measures developed to define the scale's rating points by using job behaviors as examples

what does BARS and BES stand for

Behaviorally Anchored Rating scales (BARS)

Behavioral Expectation Scales (BES)

What is 360-degree feedback?

Gathers judgmental information from superiors, peers and subordinates (web based) and offers more than production data/output info

-This is a useful technique that is designed for evaluating managers

what is the difference between BARS and BES

The main difference between BARS and BES is in the wording of the incidents. BARS are worded to reflect actual work behaviors, for example, "greets customer as he or she approaches." BES incidents are phrased as expected behavior, for example,"can be expected to greet a regular customer as he or she approaches."

what is the problem with judgmental scales

-Intentional Bias...

-Inadvertent Bias / Rater Error

-Halo-ratingthe subordinate equally on different performance items because of a rater's generalimpression of the worker

-Leniency or Severity-when a disproportionate number of workers receiveeither high or low ratings respectively

-Central Tendency-when a large number of subordinates receive ratings in the middle of the scale

what is OCB and what does it stand for

-the second form of job performance

-are behaviors individuals do at work that are not formally part of their job task behaviors but are done by the individual to assist other workers or the organizationitsel

-the way of measuring OCBs is through judgmental scales

- Organizational Citizenship Behaviors

what are the dimensions of OCBs

-Helping behavior

-Sportsmanship

-Organizational loyalty/compliance

-Individual initiative

-Self-Development

probable cuases of OCBs

-Employee Characteristics

-Task Characteristics

-Organizational Characteristics

-Leadership Behaviors"

what is adaptive performance (AP)

A deliberate change in the thinking or behavior of an individual

because of anticipated or existing change in work activities or environment

-The third form of job performance

-Differences in WRCs can be used to predict differences in AP

-OCBs and AP should be included as parts of job performance

Example of (AP)

Handling emergencies or crisis situations

-Reacting with appropriate and proper urgency in dangerous or emergency situations, quickly analyzing options for dealing with crises and their implications

what is counterproductive work behavior

- undesirable performance actions that harm the organization itself and often its employees and customers.

-The last type of performance

withdrawal behavior

behaviors that are initiated at the discretion of the worker and depict the individual's detach-ment from work, ranging from cognitively distancing to even physically removing oneself by being disengaged at work

Appropriate characristics of job performamce meaasures

data thataccurately summarize an employee's performance. In many cases, these characteristics are a function of the way that the measure is designed and implemented

4 Appropriate characristics of job performamce meaasures

-INDIVIDUALIZATION

-RELEVANCE

-MEASURABILITY

-VARIANCE

individualization

Must collect data about performance the individual controls

relevance

Must measure production of critical or important parts of job

measureability

Must be possible to generate a number that represents the amount or quality of work performed

variance

scores generated must have differences between them, to compare

main issue of single use vs muilti use criteria for validation

-The main issue is deciding whether to use one overall measure of job performance or multiple measures.

-Using a single criterion makes validation simpler and easier to interpret, but it may not capture all aspects of a job

-a single global measure can miss important details

when to use single vs muilti use criteria for validation

for managerial decision-making, a composite overall performance measure is best, while for research purposes, multiple performance criteria should be used to link specific abilities to specific job tasks.

Factor analysis

-a statistical method used to combine multiple job performance measures into a single composite measure.

Expert judgment

a method of creating a composite performance measure by having job experts assign weights to different performance components. Each component is given a numerical value based on its importance, and these weighted components are combined to produce an overall performance score.

what is job analysis

A purposeful, systematic process for collecting information on the important work-related aspects of a job

what are some work-related aspects of a job

1. Work activities"

2. Human behaviors

3. Machines, "tools, equipment," and work aids

4. Human requirements ("WRCs")

how is job analysis in HR selection

1. Identify WRCs necessary for success on a

job

2. Develop selection procedures that assess

WRCs to help predict which applicants will be

successful on the job

3. Develop standards of job performance that

represent employee job success

Key Court Cases re Job Analysis

-Griggs v. Duke Power Co., U.S. Supreme Court-the Court ruled that selection tests and requirements must be directly related to job performance, not based on general assumptions

-Albermarle Paper Co. v. Moody, U.S. Supreme Ct-the Court explicitly criticized the lack of job analysis in a validation study and reinforced its necessity.

Job Descriptions and Recruitment

Every job description should be based on the results

of a thorough job analysis conducted through a

collaborative effort among HR

Job Descriptions play an important role in ____, ______, & ______

performance reviews

employee career development

and recruitment

common mistakes with job descriptions

-job Descriptions versus Job Postings

-Too wordy or overly complicated job descriptions

-Gendered or non-inclusive language"

Methods for Collecting Job Analysis Information

-job Analysis Interviews

-Job Analysis Questionnaires/Task Analysis Inventories

-Critical Incidents Technique

Job Analysis Interview

The Interview is one of the most frequently used methods of job analysis

-They range from unstructured ("Tell me about your job") to highly structured

-identifies your critical job task

Typical Questions for Job Analysis Interviews

-What is the job being performed?

-What exactly are the major duties of your position?

-What are the education, experience, skill, and certification and licensing requirements?

-What are the basic performance standards?

Limitations of Job Analysis Interviews

-A lack of standardization

-Time & labor intensive; not cost efficient

-Information may be distorted

Job Analysis Questionnaires (task analysis inventory)

-consists of a questionnaire distributed torespondents through various means—in person, by a job analyst, by mail, etc

-task oriented and defines important job content

-Questionnaires may be tailored or prefabricated

Critical Incident Technique

A job analysis method that identifies extremely effective and ineffective behaviors by documenting critical incidents that have occurred on the job

(based on behaviors)

Critical Incident Technique identifies ____

1. The circumstances leading up to the event

2. The action/behavior taken by the worker

3. The consequences of the action taken

3 majpr catergories task inventory contains

(a) backgroundinformation on respondents

(b) a listing of job tasks with associated rating scales

(c) other or miscellaneous information.

Advantages and Disadvantages of Task Analysis

efficient means for collecting data

time consuming & Motivation problems

Critical Incident Technique

To develop an interview integrating a task analysis inventory and critical incident

1. "Identify important job tasks

2. Identify important WRCs

3. Show critical job task and WRC info to SMEs

4. Rewrite the critical incident into a selection

interview question

5. Develop a key for scoring responses to the

interview question"

All laws that address employment discrimination are referred to as

Equal Employment Opportunity (EEO) laws

***EEO Laws are Federal Laws designed to eliminate

discrimination in employment related decisions***

EEO executive orders

statements made by the executive branch for the same purpose, but directed to organizations that do business with the federal government

Title VII of the Civil Rights Act of 1964

Prohibits employment discrimination based on race, color, religion, sex,or national origin

**1972, expanded coverage and strengthened act**

Age Discrimination in

Employment Act of 1967 (ADEA)

Protects people 40 years of age or older

Americans with Disabilities Acts (ADA)

Protects qualified individuals with or perceived as having a disability

Executive Order 11246

Prohibited the same discriminatory acts as Title VII

but applied to Federal Employers/Contractors

o Required federal employers/contractors to implement

affirmative action

***Revoked by President Trump in January 2025

o "Ended Illegal Discrimination and restored Merit-Based

Opportunity, ending federal contractor affirmative action

requirements***

-they follow title 7

New Guidelines for DEI Initiatives

President Trump issued an executive order on ending

illegal discrimination and restoring merit-based opportunity

-hiring should be fully basied on merit

Big Mac is 38 years old. He sues the Broncos for age discrimination. Will he win?"

No, under the age of 40

Age Discrimination Suit: Google

2019, Google agreed to pay $11 million to end a class-action lawsuit accusing the company of systemically discriminating against job applicants who were over the age of 40.

Most people agree that ageism begins when workers reach their

50's

Checklist for Creating an Age- Inclusive Workplace

-Review job descriptions and recruiting

materials for age-biased language

-Add age-inclusive language to your diversity

and inclusion strategies

-Make age a part of your diversity and

inclusion training

the ADA considers an individual disabled if he or she

-Has an impairment that substantially limits one or more major life activities

-Has a record of such an impairment

-Is regarded as having such an impairment

ADA Amendments Act (ADAAA) of 2008

-Makes it much easier for individuals seeking the law's protection

-include physical, disease, sensory, and mental/psychiatric

Reasonable Accommodation

An accommodation to the individual's disability that does NOT place an undue burden or hardship on the employer however you still need to do the essential functions of the job with or without reasonable accommodation

ADA Guidelines for Employers

Do not -deny a job to a disabled individual if the person is

qualified and able to perform the essential job functions.

• Make a reasonable accommodation

• Know what you can ask applicants.

• Itemize essential job functions on the job descriptions.

• Do not allow misconduct or erratic performance

Patricia Collins is 52 years old. She applied for a

position as a high school history teacher with the

Monroe Township Academy. Although her

credentials are superior, she was passed over for

a younger applicant. Recently, Collins had a

cancerous kidney removed. The academy feared

that she might be a candidate for dialysis, which

could cause its health costs to increase. Because

the academy was operating within a tight budget,

Collins posed a potential financial risk that it did

not want to take. Has Collins been discriminated

against?

yes

Disparate Treatment

the intentional discrimination based on a person's protected characteristic

Adverse (Disparate) Impact

when an employment action has a disproportionate effect on a protected group, regardless of the employer's intent

Inferring Disparate Treatment: A Prima Facie Case

To establish a prima facie case of disparate treatment under Title VII, an applicant or employee must show four things:

-They belong to a protected class (such as race or gender).

-They applied for and were qualified for a job the employer was seeking to fill.

-They were rejected, and the position remained open afterward.

-The employer continued seeking applicants with the same qualifications, suggesting an intent to discriminate.

What is disparate treatment?

Intentional discrimination against an individual based on a protected characteristic under Title VII.

What does prima facie mean in a disparate treatment case?

Enough initial evidence to create an inference of discrimination

what are the 4 requirements for a prima facie case of disparate treatment

-The applicant or employee belongs to a protected class.

- The applicant applied for and was qualified for a job the employer was seeking to fill.

- The applicant was rejected and the position remained open.

- The employer continued to seek applicants with the same qualifications.

What is a legitimate, nondiscriminatory reason defense?

An employer's explanation that the decision was based on a reasonable factor unrelated to protected characteristics.

What is a Bona Fide Occupational Qualification (BFOQ)?

A defense allowing limited discrimination when it is legally necessary to the core operation of the business.

In which cases is a BFOQ defense never allowed?

Race discrimination cases

Which characteristics may qualify for a BFOQ defense?

Gender, religion, or national origin (very limited situations)

Four-fifths Rule

an employment practice has disparate impact if hiring rate for minority group is less than four-fifths (or 80%) of hiring rate for majority group

Disparate/Adverse Impact

Focuses on effect of employment practices, rather than on motivate or intent underlying them

employers can do what if he 80% rule is violated

-Modify the procedure to eliminate adverse impact

-Validate the job-relatedness of the selection procedure

-Justify the procedure as a business necessity

You can't ask applicants about their criminal history (myth or not) guest speaker

The speaker, Mike Coffey, states that this is a myth. Every state allows employers to ask about criminal history at some point in the employee selection process

Employers can't consider arrest information (myth or not) guest speaker

The guest speaker described this as "probably the biggest criminal history myth out there". Under federal law, there is no prohibition on employers considering arrest information