For tests that measure abstract qualities like intelligence or leadership skills, VALIDITY would best be established by...?
Compare people's scores on that measure with job performance
CONSTRUCT VALIDITY
Which of the following statements about business games and case studies is false?
FACTS ABOUT BUSINESS GAMES AND CASE STUDIES
Help develop management skills
Case Studies-Develop high-order thinking skills, such as the ability to analyze and evaluate info
-Safe way to take risks
Business Games-Trainees gather info, analyze it, and make
Which one of the "Big Five" does not predict performance in any situation discussed in class?
Adjustment
Which of the following is not a purpose of performance management systems?
PURPOSE OF PERFORMANCE MANAGEMENT SYSTEMS
Strategic Purpose-Helps the organization achieve its goals
Administrative Purpose-Organizations use the system to provide info for day-to-day decisions about salary, benefits,and recognition programs
Developmental
The consistency among the different individuals who evaluate the employee performance system is known as...?
Reliability
Achievement Tests
Tests that measure a person's existing knowledge and skills
Aptitude Tests
Tests that assess how well a person can learn or acquire skills and abilities
Assessment Center
A wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential
Behavior Description Interview (BDI)
A structured interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past
Cognitive Ability Tests
Tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability
Compensatory Model
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
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
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 on the job
Content Validity
Consistency between the test items or problems and the kinds of situations or problems that occur in the job
Criterion-Related Validity
A measure of validity based on showing a substantial correlation between test scores and job performance scores
Generalizable
Valid in other contexts beyond the context in which the selection method was developed
Immigration Reform and Control Act of 1986
Federal law requiring employers to verify and maintain records on applicants' legal rights to work in the United States
Multiple-Hurdle Model
Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process
Nondirective Interview
A selection interview in which the interviewer has great discretion in choosing questions to ask each candidate
Panel Interview
Selection interview in which several members of the organization meet to interview each candidate
Personnel Selection
The process through which organizations make decisions about who will or will not be allowed to join the organization
Predictive Validation
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
The extent to which a measurement is free from random error
Situational Interview
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
Structured Interview
A selection interview that consists of a predetermined set of questions for the interview to ask
Utility
The extent to which something provides economic value greater than its costs
Validity
The 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)
Action Learning
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
A teamwork and leadership training program based on the use of challenging, structured outdoor activities
Apprenticeship
A work-study training method that teaches job skills through a combo of on-the-job training and classroom training
Avatars
Computer depictions of trainees, which the trainees manipulated in an online role-play
Coordination Training
Team training that teaches the team how to share info and make decisions to obtain the best team performance
Cross-Training
Team training in which team members understand and practice each other's skills so they are prepared to step in and take another member's place
Diversity Training
Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce
E-Learning
Receiving training via the Internet or the organization's intranet
Experiential Programs
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
A process of systematically developing training to meet specified needs
Internship
On-the-job learning sponsored by an educational institution as a component of an academic program
Learning Management System (LMS)
A computer application that automates the administration, development, and delivery of training programs
Needs Assessment
The process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training, if any, are necessary
On-The-Job Training (OJT)
Training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace
Organization Analysis
A process of determining the appropriateness of training by evaluating the characteristics of the organization
Orientation
Training designed to prep employees to perform their jobs effectively, learn about their organization, and establish work relationships
Person Analysis
A process of determining individual's needs and readiness for training
Readability
The difficulty level of written materials
Readiness for Training
A combination of employee characteristics and positive work environment that permit training
Simulation
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
The process of identifying and analyzing tasks to be trained for
Team Leader Training
Training in the skills necessary for effectively leading the organization's teams
Training
An organization's planned efforts to help employees acquire job-related KSABs, with the goal of applying these on the job
Transfer of Training
On-the-job use of knowledge, skills, abilities, and behaviors (KSABs) learned in training
Virtual Reality
A computer-based tech that provides an interactive, 3D learning experience
360 Degree Performance Apprasial
Performance measurement that combines information from the employee's managers, peers, subordinates, self, and customers
Behavioral Observation Scale (BOS)
A variation of a BARS which uses all behaviors necessary for effective performance to rate performance as a task
Behaviorally Anchored Rating Scale (BARS)
Method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance
Calibration Meeting
Meeting at which managers discuss employee performance ratings and provide evidence supporting their rating with the goal of eliminating the influence of rating errors
Critical-Incident Method
Method of performance measurement based on manager's records of specific examples of the employee acting in ways that are either effective or ineffective
Forced-Distribution Method
Method of performance measurement that assigns a certain percentage of employees to each category in a set of categories
Graphic Rating Scale
Method of performance measurement that lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait
Management by Objectives (MBO)
A system in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organization's overall goals; these goals become the standards for evaluating each employee
Mixed-Standard Scales
Method of performance measurement that uses several statements describing each trait to produce a final score for that trait
Organizational Behavior Modification (OBM)
A plan for managing the behavior of employees through a formal system of feedback and reinforcement
Paired-Comparison Method
Method of performance measurement that compares each employee with each other employee to establish rankings
Performance Management
The process through which managers ensure that employees' activities and outputs contribute to the organization's goals
Simple Ranking
Method of performance measurement that requires managers to rank employees in their group from the highest performer to the lowest performer
Assessment
Collecting information and providing feedback to employees about their behavior, communication style, or skills
Benchmarks
A measurement tool that gathers ratings of a manager's use of skills associated with success in managing
Coach
Peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback
Downward Move
Assignment of an employee to a position with less responsibility and authority
Employee Development
The combo of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers
Externship
Employee development through a full-time temporary position at another organization
Feedback
Info employers give employees about their skills and knowledge and where these assets fit into the organization's plans
Job Experiences
The combo of relationships, problems, demands, tasks, and other features of an employee's jobs
Leaderless Group Discussion
An assessment center exercise in which a team of five to seven employees assigned a problem must work together to solve it within a certain time period
Mentor
An experienced, productive senior employee who helps develop a less-experienced employee (protege)
Myers-Briggs Type Indicator (MBTI)
Psychological test that identifies individual's preferences for source of energy, means of info gathering, way of decision making, and lifestyle, providing info for team building and leadership and development
Promotion
Assignment of an employee to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accompanied by a pay increase
Protean Center
A career that frequently changes based on changes in the person's interests, abilities, and values and in the work environment
Sabbatical
A leave of absence from an organization to renew or develop skills
Self-Assessment
The use of info by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs
Succession Planning
The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant
Transfer
Assignment of an employee to a position in a different area of the company, usually in a lateral move
Alternative Dispute Resolution (ADR)
Methods of solving a problem by bringing in an impartial outsider but not using the court system
Arbitration
Binding process in which a professional arbitrator from outside the organization (usually a lawyer or judge) hears the case and resolves it by making a decision
Employee Assistance Program (EAP)
A referral service that employees can use to seek professional treatment for emotional problems or substance abuse
Exit Interview
A meeting of a departing employee with the employee's supervisor and/or a human resource specialist to discuss the employee's reasons for leaving
Hot-Stove Rule
Principles of discipline that says discipline should be like a hot stove, giving clear warning and following up with consistent, objective, immediate consequences
Interactional Justice
A judgement that the organization carried out its actions in a way that took the employee's feelings into account
Involuntary Turnover
Turnover initiated by an employer (often with employees who would prefer to stay)
Job Involvement
The degree to which people identify themselves with their jobs
Job Satisfaction
A pleasant feeling resulting from the perception that one's job fulfills or allows for the fulfillment of one's important job values
Job Withdrawal
A set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally
Mediation
Nonbinding process in which a neutral party from outside the organization hears the case and tries to help the people in conflict arrive at a settlement
Open-Door Policy
An organization's policy of making managers available to hear complaints
Organizational Commitment
The degree to which an employee identifies with the organization and is willing to put forth effort on its behalf
Outcome Fairness
A judgement that the consequences given to employees are just
Outplacement Counseling
A service in which professionals try to help dismissed employees manage the transition from one job to another
Peer Review
Process of resolving disputes by taking them to a panel composed of representatives from the organization at the same levels as the people in dispute
Procedural Justice
A judgement that fair methods were used to determine the consequences an employee receives
Progressive Discipline
A formal discipline process in which the consequences become more serious if the employee repeats the offense
Role
The set of behaviors that people expect of a person in a particular job
Role Ambiguity
Uncertainty about what the organization expects from the employee in terms of what to do or how to do it
Role Analysis Technique
A process of formally identifying expectations associated with a role
Role Conflict
An employee's recognition that demands of the job are incompatible or contradictory
Role Overload
A state in which too many expectations or demands are placed on a person
Voluntary Turnover
Turnover initiated by employees (often when the organization would prefer to keep them)
What are the Steps in the Selection Process?
Screening Applications and Resumes
Testing and Reviewing Work Samples
Interviewing Candidates
Checking References and Backgrounds
Making a Selection
When is a Test NOT Reliable?
Low Correlation Coefficient
Inconsistent Results
What is Criterion-Related Validity?
A measure of validity based on showing a substantial correlation between test scores and job performance score
Possible Research Methods
-Predictive Validation-Looks for relationship between test scores and future performance
-Concurrent Validation-Curren
What makes an Interview Question Impermissible?
Questions about a person's protected status (even indirectly)
When is it Legal to use a Selection Test that causes Disparate Impact?
Business Necessity
Bona Fide Occupational Qualification (Catholic teacher teach at catholic school)
Which Three of the "Big Five" can Predict Future Job Performance that we discussed in class?
Conscientious-Job performance over all areas
Extroversion-Job performance in sales and management (also Agreeableness but not discussed in class)
Inquisitiveness-Trainableness
What are the benefits for establishing objectives for a training program?
More focused and likely to succeed
Employees learn best when they know what the training is supposed to accomplish (can be communicated by trainers who know the objectives)
Provides a basis for measuring whether the program succeeded
What are some things that can impede transfer of knowledge to the job?
Too much time between training and using it on the job
Employee readiness to learn
Supervisor support
Why is the pre/post test with the control group the best way to measure effectiveness?
It measures whether the training actually had an impact or not
What are the advantages of computer-based training?
Generally less expensive than an instructor
Flexibility in schedule training, work around work requirements
Training can administered in small doses, to help memory
Can learn from experts, around the world, and multimedia capabilities usually appeal to se
According to the textbook, what are the advantages of business games and case studies?
Case Studies
-Develops employee management skills
-Develop high-order thinking skills
-Safely encourages trainees to take appropriate risks, by giving them practice in weighing and action on uncertain outcomes
Business Games
-Trainees gather info, analyze
What is OBM and what does it consist of?
Organizational Behavior Modification-Plan for managing behavior of employees through a formal system of feedback and reinforcement
1. Define a set of key behaviors necessary for job performance
2. Use a measurement system to assess whether the employee ex
What is the difference between validity and reliability?
Validity is relevant info between job performance measure (contamination) and actual job performance (deficiency)
What is MBO and what characterizes it?
Management by Objectives-System in which people at each level of the organization set goals from top to bottom; these goals become standards for evaluating employee performance
1. Goals are specific, difficult, and objective
2. Managers and employees work
When would an employee want a downward move?
If the employee wants to develop certain skills
When is the Myers-Briggs useful according to the book?
Helps organizations understand the communication, motivation, teamwork, work styles, and leadership of the people in their groups
What are Assessment Centers used for?
Identify whether employees have the personality characteristics, administrative skills, and interpersonal skills need for managerial jobs
Also to see if employees have the skills needed to work in teams
When are downward moves advantageous?
Good when a manager is becoming responsible for a part of business they don't really know
What are the results of successful Succession Planning?
High potential employees are identified and promoted
What is the difference between an externship and sabbatical?
Externship-Employee development through a full time position at another organization
Sabbatical-A leave of absence to renew or develop skills
What are the benefits of Succession Planning?
Forces senior management to regularly and thoughtfully review the company's leadership talent
Provides a set of development experiences that managers must complete to be considered for top management positions, so managers arent promoted prematurely
Helps
What does the Worker's Adjustment Retraining and Notification Act say employers must do and who does it apply to?
Employers covered by the law (over 100 employees) must give notice (60 days) before any closings or layoffs that will affect 50 full-time employees
When can discipline be considered progressive?
A formal discipline process in which consequences become more serious if the employee repeats the offense
What are the stages of Arbitration? (Alternative Dispute Resolution)
Bringing in an impartial outside but not using the court system to solve a problem
1. Open Door Policy-Managers can hear complaints
2. Peer Review-Using peers at the same level of the dispute to create a panel for decision making
3. Mediation-Nonbinding p
Role Ambiguity
Uncertainty about what the organization expects from the employee in terms of what to do or how to do it
Role Conflict
An employee's recognition that demands of the job are incompatible or contradictory
Role Overload
A state in which too many demands or expectations are placed on an individual
What is the number one thing supervisors can do support training?
Support employees use of training when they return to work