HRM Chp. 6-9
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Created by:
Armanizion on May 29, 2010
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Description:
Fundamentals of Human Resource Management (Noe)
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92 terms
Terms | Definitions |
|---|---|
 Achievement test (163) | Tests that measure a person's existing knowledge and skills |
| Cognitive ability tests (163) | Tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability. |
| aptitude tests (162) | Tests that assess how well a person can learn or acquire skills and abilities. |
| behavior description interview (BDI) (168) | A structured interview in shich the interviewer asks the candidate to describe how he or she handled a type of situation in the past. |
| compensatory model (171) | Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another. |
| concurrent validation (154) | Research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance. |
| construct validity (154) | Consistency between a high score on a test and high level of a construct such as intelligence or leadership ability, as well as between mastery of this construct and successful performance of the job. |
| content validity (154) | Consistency between the test items or problems and the kinds of situations or problems that occur on the job. |
| criterion-related validity (153) | A measure of validity based on showing a substantial correlation between test scores and job performance scores. |
| generalizable (154) | Valid in other contexts beyond the context in which the selection method was developed. |
| Immigration Reform and Control Act of 1986 (157) | Federal law requiring ERs to verufy and maintain records on applicants' legal right to work in the US |
| multiple-hurdle model (170) | Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process. |
| nondirective interview (167) | A selection interview in which the interviewer has great discretion in choosing questions to ask each candidate. |
| panel interview (168) | Selection interview in which several members of the organization meet to interview each candidate. |
| personnel selection (151) | The process through which organizations make decisions about who will or will not be allowed to join the organization. |
| predictive validity (154) | Research that uses the test scores of all applicants and looks for a relationship between the scores and future performance of the applicants who were hired. |
| reliability (152) | The extent to which a measurement is free from random error. |
| situational interview (168) | A structured interview in which the interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation. |
| utility (155) | The extent to which something provides economic value greater than its cost. |
| validity (153) | Th extent to which performance on a measure (such as a test score) is related to what the measure is designed to assess (such as job performance). |
| structured interview (167) | A selection interview that consists of a predetermined set of questions for the interviewer to ask. |
| action learning (197) | Training in which teams get an actual problem, work on solving it and commit to an action plan and are accountable for carrying it out. |
| adventure learning (195) | A teamwork and leadership training program based on the use of challenging, structured outdoor activities. |
| apprenticeship (193) | A work-study training method that teaches job skills through a combination of on-the-job training and classroom training. |
| avatars (194) | Computer depictions of trainees, which the trainees manipulate in an online role-play. |
| coordination training (197) | Team training that teaches the team how to share information and make decisions to obtain the best team performance. |
| diversity training (203) | Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce. |
| e-learning (192) | Receiving training via the Internet or the organization's intranet. |
| experiential programs (195) | Training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations. |
| instructional design (181) | A process of systematically developing training to meet specific needs |
| internship (193) | On-the-job training sponsored by an educational institution as a component of an academic program. |
| learning management system (LMS) (181) | A computer application that automates the administration, development, and delivery of training programs |
| needs assessment (182) | The process of evaluating the organization, individual employees, and employers' tasks to determine what kinds of training, if any, are necessary. |
| on-the-job training (OJT) (192) | Training method in which a person with job experience and skill guides trainees in practicing job skills at the workplace. |
| orientation (201) | Training designed to prepare EE to perform the jobs effectively, learn about their organizations and establish work relationships |
| person analysis (184) | A process of determining individuals' needs and readiness for training |
| readability (199) | The difficulty level of written materials. |
| readiness for training (186) | A combination of employee characteristics and positive work environment that permit training |
| simulation (194) | A training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job. |
| task analysis (185) | The process of identifying and analyzing tasks to be trained for. |
| team leader training (197) | Training in the skills necessary for effectively leading the organization's teams. |
| training (181) | An organization's planned efforts to help EE acquire job-related knowledge, skills and abilities, and behaviors with the goal of applying these on the job. |
| transfer of training (200) | On-the-job use of knowledge, skills and behaviors learned in training. |
| virtual reality (194) | A computer-based technology that provides an interactive, three-dimensional learning experience. |
| cross-training (197) | Team training in which team members understand and practice each other's skills so that they are prepared to step in and take another team member's place. |
| organizational analysis (183) | A process for determining that appropriateness of training by evaluating the characteristics of the organization. |
| 360-degree performance appraisal (229) | Performance measurement that combines information from the EEs managers, peers, subordinates, self, and customers. |
| behavioral observation scale (BOS) (225) | A variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task. |
| behaviorally anchored rating scale (BARS) (224) | Method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance. |
| critical-incident method (223) | Method of performance measurement based on manager's records of specific examples of the EE acting in ways that are either effective or ineffective. |
| forced-distribution method (220) | Method of performance measurement that assigns a certain percentage of EEs to each category in a set of categories. |
| graphic rating scale (221) | Method of performance measurement that lists traits and provides a rating scale to indicate the extent to which an EE displays each trait. |
| management by objective (227) | A system in which people at each level of the organization set goals in a process that flows from top to bottom, so EEs at all levels are contributing to the organization's overall goals; these goals become the standards for evaluating each EE's performance. |
| mixed-standard scales (222) | Method of performance measurement that uses several statements describing each trait to produce a final score for that trait |
| organizational behavior modification (OBM) (226) | A plan for managing the behavior of EEs through a formal system of feedback and reinforcement. |
| paired-comparison management (215) | The process through which managers ensure that EEs activities and outputs contribute to the organization's goals. |
| simple ranking (219) | Method of performance measurement that requires EEs in their group from the highest performer to the poorest performer. |
| assessment (250) | Collecting information and providing feedback to EEs about their behavior, communication style, or skills |
| assessment center (253) | An assessment process in which multiple raters or evaluators (assessors) evaluate ER's performance on a number of exercises, usually as they work in a group at an off-site location. |
| Benchmarks (254) | A measurement tool that gathers ratings of a manager's use of skills associated with success in managing |
| coach (261) | A peer or manager who works with and EE to motivate the EE, help him or her develop skill and provide reinforcement and feedback. |
| promotion (259) | Assignment of an EE to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accomplished by a pay increase. |
| employee development (247) | The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers. |
| externship (260) | EE development through a full-time temporary position at another organization. |
| glass ceiling (267) | Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in the organizations. |
| job experiences (256) | The combination of relationships, problems, demands, tasks, and other features of an employee's jobs. |
| leaderless group discussion (253) | An assessment center exercise in which a team of five to seven EEs is assigned a problem and must work together to solve it within a certain time period. |
| mentor (260) | An experienced productive senior EE who helps develop a less experienced EE (a protege). |
| Myers-Briggs Type Indicator (MBTI) (251) | Psychological inventory that identifies individuals' preferences for source of energy, means of ifnormation gathering, way of decision making and lifestyle providing information for team building and leadership development. |
| promotion (259) | Assignment of an EE to a position with greater challenges, more responsibility, and more authority that the previous job, usually accompanied by a pay increase. |
| protean career (247) | A career that frequently changes based on changes in the person's interests, abilities and values and in the work environment. |
| reality check (264) | Information ERs give to EEs about their skills and knowledge and where these assets fit into the organization's plan |
| sabbatical (260) | A leave of absence from an organization to renew or develop skills |
| self-assessment (263) | The use of information by EEs to determine their career interests, values, apptitudes, behavioral tendencies, and development needs. |
| succession planning (267) | The process of identifying and tracking high-potential EEs who will be able to fill top management positions when they become vacant. |
| transfer (258) | Assignment of an EE in a different area of the company, usually in a lateral move. |
| Selection: Steps for Selection System | 1. Job Analysis 2. Define job performance measures 3. Define selector/predictor 4. Check reliability/validity 5. Evaluate and adjust |
| Interview Types | 1. Open/Unstructured 2. Group (Multiple candidates) 3.Panel (Multiple Interviewers) 4. Structured Interview Situational Interview (Future...What would you do) Behavioral Interview (Past....Tell me about a time when...) 5. Informational |
| Interview Biases | 1. Appearance 2. Contrast 3. Order Effects 4. Recency 5. Content 6. Length 7. Body language 8. Self-fulfilling prophecy 9. Halo/Horn |
| Behavioral interview method | past (best indicator because it draws on an actual experience) |
| Situation interview method | future (not as good of an indicator because it requires the to applicants predict a future behavior...which may or may not be truthful or accurate) |
| Personality Test method | worst....(best of the worst...very subjective)....applicants have the ability to have practice effect and possibly not answer truthfully. Basis: 1. Mood 2. Faking 3. Reliability low 4. Personality related to the job 5. Cultural |
| Behavioral Interview Questions (Best Method) | 1. Review job analysis information, job description and job specification 2. Write critical incidents (short story, what led up to an event..incumbent) 3. For each critical incident, write a behavioral interview question beginning with "What would you do if....?" 4. Score the anticipated answers to your interview questions (e.g. 0 [I don't know] to 5 [Exceptionally good answer] 5. Rewrite the question in a more general way.."Tell me about a time when..." [make the question more general] 6. Construct a grading system for this question 7. If desired, write a probe question and grading system for each of the questions above. 8. Add additional criteria for scoring (in addition to itnerview questions). [1-5 rating scale] 9. Practice the interview sessions, paying particular attention to grading. 10. Adjust the wording and grading as needed. Review questions from time to time, as jobs and requirements change. |
| Direct or self-report (Personality Test) - {.20 - .25} | (Best Indicator)) -> "objective" Ask directly about your views/ your opinion |
| Projective (Personality Test) - {.10 -.15} | -project your personality onto a person or object -picture card test -obstructs faking |
| Criminal background check | Public record; no permission required |
| Credit background check | Requires applicant permission |
| Interest inventory | ask applicant if they are interested in certain job categories. (does no determine ability, doesn't measure work ethic, allows for faking it) |
| Experience rating | applicant checks off experience based on categories |
| Handwriting analysis "graphology" - {0.0} | handwriting shows no correlation to job performance |
| Polygraph test | Valid for limited jobs (i.e. security, handling large sums of cash) |
| downward move (259) | Assignment of an EE to a position with less responsibility and authority. |
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