MGMT 810 Exam 2

SELECTION & STAFFING (Class 12–13)

Typical Steps in Selection:

1. Applications/Resumes

2. References (low validity)

3. Selection Tests:

   • Cognitive (validity ≈ .29)

   • Personality (conscientiousness: .04–.17)

   • Integrity (.20–.22)

   • Work Samples (.12–.16)

4. Interviews

5. Work Samples

6. Drug Tests (post-offer)

Key Validity Types:

• Criterion Validity: Predicts job performance.

• Content Validity: Represents actual job tasks.

• Construct Validity: Measures what it claims.

Interviews:

• Unstructured: Low validity; subject to bias.

• Structured: Higher validity (.24–.31); includes:

  • Situational (hypothetical)

  • Behavioral (past experience)

Work Samples:

• Good predictor, but costly and hard to design.

LinkedIn Case:

• Primarily uses external recruiting: Talent Solutions (70% passive), referrals, and universities.

• LinkedIn "buys" talent more than "makes" it.

• Interviews used to assess cultural fit, core values.

DIVERSITY, EEO, & BIAS (Class 14)

Legal Frameworks:

• Title VII, ADA, ADEA, Equal Pay Act

• Protected Classes: Race, sex, religion, national origin, age (40+), disability, sexual orientation, gender identity

Discrimination Types:

• Disparate Treatment: Intentional, differential rules.

• Disparate Impact: Neutral on surface, biased impact.

Prima Facie (McDonnell-Douglas Test):

1. Protected class

2. Applied and qualified

3. Rejected

4. Employer kept seeking others

4/5 Rule:

• Group's selection rate < 80% of top group = adverse impact

Implicit Bias:

• Unconscious attitudes; use IAT to uncover

Business Case for Diversity:

More diverse firms outperform on revenue, customers, and profit

Diverse teams better understand target markets

TRAINING & DEVELOPMENT (Class 15)

Key Concepts:

• Training: For current job

• Development: Prepares for future roles

Five Steps:

1. Needs Assessment (Org, Task, Employee)

2. Behavioral Objectives (use Bloom’s Taxonomy)

3. Select Training Methods

4. Transfer of Training

5. Evaluation

Evaluation – Kirkpatrick’s Model:

1. Reaction

2. Learning

3. Behavior

4. Results

5. ROI

Transfer Improves With:

• Rational theory, simulation, job aids, coaching

COMPENSATION (Class 16)

Why Compensate?

• Attract, retain, and motivate

Factors Influencing Pay:

• External: Market wages, labor supply, government

• Internal: Strategy, productivity, culture

Justice Dimensions:

• Distributive (fair outcomes)

• Procedural (fair processes)

• Interactional (respectful treatment)

Equity Theory: People compare input/output ratios

• Pay Types (Table 8.1):

• Base pay: Attract/retain

• Short-term incentives: Motivate

• Long-term incentives: Retain

• Benefits: Attract/retain

Money & Motivation Debate:

• Useful but limited

• Other motivators: Autonomy, mastery, purpose

PERFORMANCE MANAGEMENT (Class 17–18)

Goals: Evaluate and develop

• Manager as Judge (evaluate) and Coach (develop)

Design Elements:

• Formal vs. Informal

• Objective vs. Subjective

• Absolute vs. Relative

Evaluation Methods:

• Graphic Scales: General traits

• Behavioral Anchored Scales: Specific actions

• Results-Based (MBO): Achieving objectives

Biases:

• Similar-to-me, Halo/Horns, Contrast, Recency, Leniency, Central tendency

FEEDBACK & DIFFICULT CONVERSATIONS (Class 19)

Actionable Feedback (Cannon & Witherspoon):

• Avoid vague, personal attacks

• Use specific examples, impacts, and alternatives

• Use “I” statements

Example:

“I feel concerned because your report was submitted two days late, which delayed the entire project timeline.”

Receiving Feedback:

• Ask for examples

• Understand impact

• Clarify expectations

SEPARATION & RETENTION (Class 20)

Why Employees Quit (Table 10.1):

• Shocks (non-job/job-related)

• History of dissatisfaction

Why They Stay:

• Embeddedness (Fit, Links, Sacrifice)

Firing with Compassion:

• Don’t delay or surprise

• Be direct, brief, and human

• Offer clarity on severance and next steps

Best Practices:

• 15-minute meetings

• In person

• Early/late in the day

• Neutral setting

EXAM FORMAT

• Date: Monday, April 14

• Format: In-class, Canvas

• Allowed: One double-sided handwritten notes page

• Questions: 50 (MC + T/F)

Topics:

• Recruiting + Selection

• Implicit Biases

• EEO + Diversity

• Training + Development

• Compensation

• Performance Management

• Actionable Feedback

• Separation & Retention