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150 Cards in this Set
- Front
- Back
What is human resource management? |
the policies, practices, and systems that influence employees' behaviour, attitudes, and performance |
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Why are employees valuable to organizations? |
they provide human capital to the organization |
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What is human capital? |
the economic value of humans an organizations's employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight |
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What are the basic measures of an organization's success? |
quality, profitability, and customer satisfaction improved through human capital |
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What do HR departments do? |
job analysis workforce planning recruitment selection training and development performance management compensation and rewards employee and labour relations |
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What is job analysis? |
what a job entails roles/responsibilities of the job the process of getting detailed information about jobs - traditionally emphasized the study of existing jobs to make decisions about employee selection, training, compensation |
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What is job design? |
steps we take to do the job how you can make changes to make a job better the process of defining the way work will be performed and the tasks that a given job requires - traditionally, emphasized efficiency and motivation |
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What is considered to be the foundation/building block of human resource management and influences all aspects of HRM? |
job analysis |
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What is workforce planning? |
number/types of employees needed in company |
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What is recruitment? |
attracting individuals to fill job openings |
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What is selection? |
trying to determine the knowledge, skills, and abilities applicants have |
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What is training? |
train employees to do job-related tasks |
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What is performance management? |
assessing employees' performance against organization's goals |
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What are compensation and rewards? |
pay, benefits, and bonuses |
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What are employee and labour relations? |
especially in unions: elective agreements, etc. |
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What are ethics? |
the fundamental principles of right or wrong |
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For HR practices to be considered ethical they must... |
- provide the greatest good for the greatest number of people - respect legal requirements (human rights and privacy) - treat employees and customers equitably and fairly |
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Who monitors ethics? |
Canadian Council of Human Resources Associations (CCHRA) |
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Careers in HRM |
Employee benefits manager Staff recruiter HR generalist Employee training specialist HR manager HR executive Compensation analyst |
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HR Designation |
Certified Human Resources Professional (CHRP) designation |
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Current trends in HRM |
- Manage an aging, increasingly diverse workforce - Be socially responsible as an organization - Manage organizational and employee needs for flexibility - Deal with skill deficiencies - Attract knowledge workers - Engage employees - Promote teamwork - Handle the constantly changing technology |
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Evidence-based management |
translating principles into practice based on the best scientific evidence rather than personal preference
- In particular, practitioners placed little faith in intelligence and personality tests |
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Hypothesis |
a formal statement of the expected relationship between two variables a prediction not necessarily accurate - we simply wish to test our hypotheses to determine their support |
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Variable |
measure that can take on two or more values |
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Independent Variables (IV) |
- influence the dependent variable - predict or cause variation in the dependent variable |
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Dependent Variables (DV) |
- influenced by the independent variable - vary as a result of changes to the independent variable |
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Primary research methods |
methods that generate new information on a particular research question |
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Examples of primary research methods |
- laboratory experiments - quasi-experiments - questionnaires - observations |
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Secondary research methods |
methods that examine existing information from studies that used primary methods |
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Example of secondary research method |
meta-analysis |
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Laboratory experiments |
conducted in contrived settings where investigator manipulates independent variables and randomly assigns participants to different conditions primary |
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Quasi-experiments |
conducted in field settings where the researcher may be able to manipulate some independent variables primary |
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Contrived setting |
not natural not where behaviour normally takes place |
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Field setting |
natural environment non-contrived |
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Questionnaires |
participants respond to written questions posed by the investigator primary |
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Observation |
investigators observe participants for the purpose of understanding their behaviour ex. observation of police officers at work primary |
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Meta-analysis |
statistical procedure that combines the results of many individual, independently conducted empirical studies into a single result advantage: REDUCES SAMPLING ERROR |
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Correlation |
the correlation coefficient reflects the degree of linear relationship between two variables data can come from questionnaires, interviews, organizational records |
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Sampling |
regardless of the research technique, it is important to use large, random samples so that our finding can be generalized (external validity) |
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Canadian Chart of Rights and Freedoms |
guarantees every person freedom from discrimination based on: - race - national or ethnic origin - colour - religion - sex - age - mental or physical disability |
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Human rights legislation depends on... |
jurisdiction - provincial and territorial legislation governs about 90% of employers (e.g. retail, schools, most manufacturing) - federal legislation governs about 10% of employers (e.g. banks, airports, federal departments) |
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Human rights legislation |
- recognizes the dignity of all workers and encourages inclusion in the workplace - limits discrimination in staffing (e.g. job advertisements, harassment, termination, accessibility for people with disabilities) |
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Human rights legislation is enforced by... |
the Human Rights Commissions |
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Prohibited grounds of discrimination in Ontario |
- race or colour - religion - physical or mental disability - dependence on alcohol or drugs - age - sex - marital status - family status - sexual orientation - national or ethnic origin - ancestry - pardoned conviction |
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Discrimination |
the act of treating people differently and making a distinction between certain individuals or groups based on prohibited grounds of discrimination can be direct or indirect |
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Direct discrimination |
- policies or practices that clearly make a distinction on the basis of a prohibited ground ex. "seeking young, energetic employees!" |
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Indirect discrimination |
- policies or practices that appear to be neutral but have an adverse effect on the basis of a prohibited ground ex. Jones case - ultimately discriminatory as it was not necessary for him to perform the task (putting out poinsettias for Christmas), especially given his religious beliefs (Jehovah's witness - does not celebrate Christmas) |
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Bona Fide Occupational Requirement (BFOR) |
practice that is established as an essential requirement of the job and is thus not discriminatory ex. hiring only females as maternity models or selecting only males as guards in a men's prison Meiorin case established criteria for BFOR |
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Accomodation |
employer's responsibility to eliminate rules, practices, or barriers to meet the needs of a protected group ex. provide specialized computer equipment and work space to accommodate wheelchairs - accomodate to the point of undue hardship |
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Undue Hardship |
so expensive that cannot afford affecting morale of rest of organization collective agreement broken |
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Harassment |
any behaviour that demeans, humiliates, or embarrasses a person, and that a reasonable person should have known would be unwelcome - actions (touching, pushing) - comments (name-calling) - displays (cartoons) human rights legislation prohibits all forms of harassment |
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Employment Equity Legislation focuses on eliminating employment barriers to... |
four designated groups: - women - members of visible minorities - aboriginal peoples - persons with disabilities |
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Protection of Privacy |
- all jurisdictions have privacy laws that regulate the handling of personal information - PIPEDA |
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Personal Information Protection and Electronic Documents Act (PIPEDA) |
federal law that provides rules for how private sector organizations can collect, use or disclose personal information enforced by the Privacy Commissioner of Canada |
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EMPLOYMENT AND LABOUR STANDARDS Federal and provincial laws provide minimum employee standards that relate to: |
- minimum wage - overtime pay - hours of work - work scheduling - general holidays - annual vacations - benefits for part-time workers - parental leave - layoff procedures - terminations and severance pay |
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Pay Equity |
equal pay for work of equal value |
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How to determine relative value of work |
- skill - effort - working conditions - responsibility SEWR - relative value of a job |
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Criteria |
standards used to help make evaluative judgments about objects, people, or events ex. "goodness in teaching" criteria might include preparedness and course relevance determined through job analysis |
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Importance of Job Analysis |
- selection - recruitment - job evaluation - training - performance management - legal (less likely to have legal issues when using job analysis - basing actions on actual job not person) - career planning - workforce planning - work redesign |
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Steps in Job Analysis |
1. review background information 2. choose sources of job information 3. gather job information 4. develop job descriptions and specifications |
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How to review background information in job analysis |
National Occupational Classification: a tool created by the federal government to provide a standardized source of information about jobs in Canada's labour market - type and level of skill needed is contained in 4 digit code |
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How to choose sources of job information |
- vital that job analysis is an accurate and complete representation of the job - 3 major sources of job information: - job incumbent - supervisor - job analyst - each source is an example of a subject matter expert (SME) |
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Incumbent |
person actually doing job - good job knowledge and accurate at estimating the time spent performing job tasks, but may exaggerate what they do |
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Supervisors |
good at reporting information about the importance of job duties, but may be less aware of what happens day-to-day on the job |
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Job analysts |
person who analyzes other people's jobs - good at making comparisons across jobs, but lacks inside knowledge of the organization |
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How to gather job information for job analysis |
Position Analysis Questionnaire (PAQ) Fleishman Job Analysis System |
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Advantages of PAQ |
- standardized - reliable - personal factors have little impact |
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Disadvantages of PAQ |
- expert vs. naive raters are not equivalent - more suited for blue-collar jobs - behavioural similarities vs. task differences (because PAQ only talks about behaviours, makes some jobs appear a lot more similar that they actually are) - reading level is high |
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Fleishman Job Analysis System |
job analysis technique that asks subject matter experts to evaluate a job in terms of the abilities required to perform the job does not look at tasks behaviours, etc. ex. manual dexterity, stamina, originality |
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Advantages of Fleishman Job Analysis System |
- reliability/validity - simple administration - cost efficient |
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Disadvantages of Fleishman Job Analysis System |
- abilities only, does not look at tasks, behaviours, etc. |
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Job description |
a list of the tasks, duties, and responsibilities (TDRs) that a particular job entails |
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Job specification |
a list of the competencies (knowledge, skills, abilities, and other characteristics) that an individual must have to perform a particular job |
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Parts of a Job Description |
Title of the job Administrative information about the job Statement of the job's purpose Essential duties of the job Additional responsibilities |
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Parts of a job specification |
Knowledge Skill Ability Other Characteristics |
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Knowledge |
factual or procedural information necessary for successfully performing a task ex. knowledge of city building codes |
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Skill |
level of proficiency at performing a particular task generally, skills can be practiced and improved upon ex. skill in operating a drill |
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Ability |
general, enduring capability that an individual possesses normally cannot be improved on much ex. ability to lift a 50 lb. object |
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Other characteristics |
personality traits, licensing ex. remain calm in emergencies |
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Job analysis may not always be appropriate but... |
it is always RELEVANT Rapid changed in the workplace means changes to workers' tasks and KSAOs |
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Competency modelling |
tying competencies to an organization's strategy rather than to specific tasks ex. stays current with latest technological advances in the field instead of looking at specific tasks that get done, look at it based on general human characteristics needed to do the job properly |
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3 Competency Categories |
- core competencies - functional competencies - job-specific competencies |
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Core competencies |
characteristics that apply to all members of the organization ex. respectful, trust and interpersonal comunication |
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Functional competencies |
characteristics that apply to members of common job groups or occupations ex. pilots, navigators: map reading |
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Job-specific competencies |
characteristics that apply to only specific positions ex. pilots: skills to fly a plane |
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Recruiting |
any activity carried on by the organization with the primary purpose of identifying and attracting potential employees |
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3 Influences on Recruitment Outcomes |
- human resource policies - recruitment sources - characteristics and behaviour of the recruiter |
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Human Resource Policies |
- internal vs. external recruiting - lead-the-market pay strategies - employer branding |
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Internal vs. External recruiting |
does the organization "promote from within" or hire from outside the organization? opportunities for advancements make a job more attractive to applicants |
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Lead-the-market Pay Strategies |
- organizations have an advantage if they "lead the market" with pay by paying more that the current market wages - sometimes used to attract applicants to jobs with less desirable qualities (ex. night shift, extreme weather) |
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Employer branding |
- a strategic approach of attaching a visual, emotional, or cultural brand to an organization |
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Recruitment Resources |
Internal Sources External Sources |
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Internal Sources of Recruitment |
- employees who currently hold other positions in the organization - recruited through: job postings, managerial recommendations |
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Benefits of internal sources of recruitment |
- applicants are well known to the organization - applicants are familiar with the organization and may be less likely to have unrealistic expectations - often cheaper and faster |
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External Sources of Recruitment |
- employees who are brought in from outside of the organization to fill positions (especially for entry level or specialist positions) recruited through: - direct applicants and referrals - advertisements - employment agencies - schools - websites |
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Benefits of external sources of recruitment |
- often necessary for entry-level and specialized positions - exposes the organization to new ideas |
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Recruitment: Direct Applicants |
people who apply for a vacancy without prompting from the organization - many direct applicants are already "sold" on the organization (self-selection) - send in resume directly to organization - cost less than formal recruiting efforts - are among the best sources of new hires |
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Recruitment: Referrals |
people who apply for a vacancy because someone in the organization prompted them to do so (connections within the company) - referrals are the most common external recruiting source - cost less that formal recruiting efforts - are among the best sources of new hires - but, limit exposure to new viewpoints |
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Recruitment: Ads in newspapers and magazines |
may generate a less desirable group of applicants at greater expense |
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2 Questions to Answer when recruiting via Ads in newspapers and magazines |
1. What do we need to say? enough information to evaluate the job and attain qualifies candidates, keeping in mind that longer ads cost more 2. To whom do we need to say it? a common location for ads is the classified section, but industry journals offer the ability to target specific skill levels |
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Ways of evaluating the quality of a recruitment source |
1. Yield Ratio 2. Cost per Hire |
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Yield Ratio |
a ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment process to the next - we want a HIGH yield |
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Cost per hire |
- cost of using a particular recruitment source for a particular type of vacancy based on the number of people hired to fill that type of vacancy - low cost per hire means qualifies candidates at minimal cost - we want LOW cost per hire |
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Characteristics of the recruiter |
- some studies suggest that HR specialists are viewed as less credible than job experts - some studies suggest that candidates are less attracted to jobs when recruiters are HR specialists instead of experts at particular jobs - applicants respond positively to recruiters they perceive as warm and informative - the effects of age, sex, and race are inconsistent |
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Behaviour of the recruiter |
- recruiters may exaggerate the positive qualities and downplay the negative qualities of a job - applicants are sensitive to negative information and high-quality applicants may be less willing to pursue jobs when they hear negative information about them |
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Realistic Job Preview |
- giving an honest assessment of a job |
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Effects of realistic job preview |
- job satisfaction (goes UP slightly) - turnover (turnover goes DOWN slightly) - commitment (goes UP slightly) - attrition (goes UP slightly) |
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What is attrition? |
attrition is where you leave the selection process ex. don't go to interview |
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Greatest impact of Realistic Job preview when the applicant... |
- can be selective about accepting a job offer - has unrealistic job expectations - would have difficulty coping with job demands |
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Steps in the Selection Process |
1. Screen applicants and resumes (make sure they have basic requirements) 2. Test and review work samples 3. Interview 4. Check references and background 5. Make a selection |
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Criteria for Evaluating Selection Methods |
- reliability - validity - ability to generalize - practical value - legal acceptability |
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Reliability |
the extent to which a measurement generates consistent results - looking at CONSISTENCY, NOT accuracy - could be through a test or interviewers |
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Validity |
the extent to which performance on a measure is related to what the measure is designed to assess - whether these tests and tools are assessing what they're supposed to be assessing - validity is about ACCURACY ex. toe size is not a valid indicator of performance at work |
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Types of Validity Evidence |
- construct validity - criterion-related validity - content validity - face validity |
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Construct |
abstract, theoretical concept proposed to explain aspects of behaviour ex. intelligence, leadership, motivation - not something physical |
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Construct Validity |
degree to which a test is an accurate measure of the construct it purports to measure |
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Construct validity should have evidence of... |
1. Convergent Validity 2. Discriminant Validity |
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Convergent Validity |
- scores on a test converge with score on other known tests of the construct - makes sure we're measuring the right thing ex. scores on our newly developed intelligence test should correlate with scores on existing measures of intelligence |
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Discriminant Validity |
- scores on a test are unrelated to score on tests off other constructs - makes sure we're NOT measuring the wrong thing ex. scores on our newly developed intelligence test should not be related to score on tests about concepts known to be unrelated to intelligence (physical strength, personality) |
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Criterion-Related Validity |
degree to which a test forecasts or is statistically related to a criterion - in selection, our criterion is often job performance |
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Content Validity |
degree to which tests or test items cover a representative sample of the content that they are supposed to measure - assessed by subject matter experts (SMEs) |
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Face Validity |
appearance that items in a test are appropriate for the intended use of the test, based on the judgments of individuals who take the test - related to test-taking motivation, decreased chance of lawsuits, perception of fairness |
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Generalizable |
valid in other contexts beyond the context in which the selection method was developed ex. a cognitive ability test that applies to different employees, jobs, and organizations beyond the ones with which it was developed |
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Practical Value - Utility |
extent to which the selection method provides value greater than its cost |
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Legal standards for selection |
- the selection process must avoid human rights and privacy complaints - gather job-related information and avoid asking for information about prohibited grounds for discrimination ex. instead of asking about religion, ask whether the work shift poses problems for the applicant |
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Job Applications |
- low-cost method for obtaining basic data in a standardized way - include information such as contact information, work experience, education, skills, certificates - do NOT ask about birthplace, marital status, number of children, etc. |
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Resumes |
- as with applications, resumes are reviewed for educational background, past work performed, competencies, etc. - applicants control the content and its presentation |
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Cognitive ability tests |
tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability - also known as intelligence tests (but different from emotional intelligence) - among the most valid methods of selection, inexpensive to use, but some applicants react negatively to their use |
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Physical ability tests |
evaluate muscular power, muscular endurance, cardiovascular endurance, flexibility, balance, coordination, and other such abilities - valid predictors for physically demanding jobs - excludes women and people with disabilities |
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Tests of Sensory Ability |
assess visual acuity, colour vision, hearing sensitivity ex. Snellen Eye Chart - most predictive of job success in clerical jobs |
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Tests of Motor Ability |
assess fine or gross motor coordination ex. Purdue Pegboard |
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Personality Inventories |
- do not have right or wrong answers - test takers answer how much they agree or disagree with statements - used often for managerial selection - susceptible to faking, applicants sometimes have negative reactions - related to performance, absenteeism, theft, motivation - technically not a test since there are no right or wrong answers |
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Big 5 Personality |
Openness to experience ex. I enjoy hearing new ideas Conscientiousness ex. I pay close attention to details Extroversion ex. I make friends easily Agreeableness ex. I make people feel at ease Neuroticism/Emotional Stability ex. I am not easily bothered by things |
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Integrity Tests |
designed to assess honesty, character, or dignity - identify job applicants who will not engage in counterproductive behaviour on the job - are valid - faking, misclassification, and poor applicant reactions can occur |
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Mechanical Aptitude Tests |
require a person to recognize which mechanical principle is suggested by a test item (ex. heat, sound, gravity, force) - predictive of performance in manufacturing and production jobs - women tend to perform worse than men |
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Work Samples |
test in which the candidate demonstrates proficiency on a task representative of the work performed in the job ex. mechanic: repairing a problem on a car - valid, difficult to fake, costly, safety issues |
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Alcohol and drug tests |
- may involve testing of saliva, urine, or blood - high reliability and validity (but not perfect!) - controversial - concern for invasion of privacy and accuracy - accusation of drug us is a serious matter - cannot measure capability to perform job - must be careful not to discriminate if drug problem is considered a disability |
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Medical Exams |
- must be related to job requirements - do not give a medical exam until the candidate has received a conditional job offer |
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Interviews |
a selection tool designed to predict job performance based on applicants' oral responses to questions - one of the most commonly used selection methods |
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3 Reasons for persistent use of interviews |
- validity - illusion of validity: interviewers believe they are good at understanding other people and judging their abilities and personalities - multipurpose |
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Unstructured Interview |
interview format in which questions are different across candidates and there is no standard scoring for candidate responses - called non directive interviews in text - can suffer from numerous problems, such as lack of job relatedness, contrast effects, and too much emphasis on nonverbal cues |
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Structured Interview |
interview format in which the questions are consistent across candidates |
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Characteristics of a Structured interview |
- job analysis - same questions for all applicants - numerical evaluation - detailed notes |
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Reference Checks |
- references are former employers or other individuals who can verify an applicant's abilities and job performance - most applicants seek positive references - many organizations have a policy simply to confirm employment dates - often tell more about the person writing the letter than the person who the letter is written about - low validity as they are generally all positive |
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Background Checks |
- a way to verify that applicants are who they say they are - can include criminal record checks, educational verification, driving records, etc. - must get consent from the candidate first - makes sense to do a background check only after a contingent job offer |
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Controversial Selection Tools |
- polygraph tests - graphology - letters of reference - drug testing - emotional intelligence (not usually measured weldon) |
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3 Approaches for Making Decisions About Candidates |
- multiple regression - multiple cut-off - multiple hurdles |
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Multiple Regression Approach |
- applicant scores on each predictor are weighted through a multiple regression equation and summed to yield a total score - candidates are ranked on their regression score and selection occurs in a top-down fashion - compensatory - does NOT work well for jobs where one test cannot compensate for another |
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Multiple Cut-Off Approach |
- a cut-off score is established for each predictor and an applicant is required to take all of the tests or procedures - candidates are ejected if they fall below the cut off score on any one indicator |
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Multiple Hurdles Approach |
- applicant must earn a passing score on each predictor before advancing in the selection process - applicants are screened out as soon as they fail to meet the cut-off score on any one indicator Benefit: everyone must to test then move on to next one - gives advantage by being more efficient (not everyone needs to do something before moving on) |