Management 4020 Exam 2

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