Podcast
Questions and Answers
Adverse Impact – the negative effect an unfair and biased selection procedure has on a ______ class.
Adverse Impact – the negative effect an unfair and biased selection procedure has on a ______ class.
protected
Single-group Validity – the test will significantly predict performance for one group and not ______.
Single-group Validity – the test will significantly predict performance for one group and not ______.
others
If more than one criterion-valid test is used, the scores on the test must be combined – multiple regression – each test score is weighted according to how well it predicts the ______.
If more than one criterion-valid test is used, the scores on the test must be combined – multiple regression – each test score is weighted according to how well it predicts the ______.
criterion
Unadjusted Top-Down Selection Applicants are ranked on their test ______.
Unadjusted Top-Down Selection Applicants are ranked on their test ______.
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Compensatory approach – if multiple test scores are used, the relationship between a low score on one test can be compensated for by a high score on ______.
Compensatory approach – if multiple test scores are used, the relationship between a low score on one test can be compensated for by a high score on ______.
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Passing Scores Organization determines the lowest score on a test that is associated with acceptable performance on the ______.
Passing Scores Organization determines the lowest score on a test that is associated with acceptable performance on the ______.
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STEP 4: SELECT THE BEST ______ METHODS TO ACCOMPLISH YOUR GOALS Criteria: ways of describing employee success
STEP 4: SELECT THE BEST ______ METHODS TO ACCOMPLISH YOUR GOALS Criteria: ways of describing employee success
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Decision 1: Focus on the Appraisal ______ Trait-focused – employee attributes Competency-focused – employee’s knowledge, skills and abilities Task-focused – similarity of the tasks that are performed Goal-focused Contextual performance – the effort an employee makes to have a good relationship with peers, improve the organization, and perform tasks that are needed but are not an official part of their job description.
Decision 1: Focus on the Appraisal ______ Trait-focused – employee attributes Competency-focused – employee’s knowledge, skills and abilities Task-focused – similarity of the tasks that are performed Goal-focused Contextual performance – the effort an employee makes to have a good relationship with peers, improve the organization, and perform tasks that are needed but are not an official part of their job description.
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Decision 2: Should dimensions be ______? Weighting dimensions makes good philosophical sense, as some dimensions might be more important to an organization than others. It may reduce racial and other biases. Most organizations weight all performance dimensions equally because it is administratively easier to compute and explain to employees.
Decision 2: Should dimensions be ______? Weighting dimensions makes good philosophical sense, as some dimensions might be more important to an organization than others. It may reduce racial and other biases. Most organizations weight all performance dimensions equally because it is administratively easier to compute and explain to employees.
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Decision 3: Use of Employee Comparisons, Objective ______ or Ratings Employee Comparisons – to reduce leniency, employees can be compared with one another – in rank order. Ranked in order by their judged performance for each relevant dimension. Easier to use in organizations with few employees.
Decision 3: Use of Employee Comparisons, Objective ______ or Ratings Employee Comparisons – to reduce leniency, employees can be compared with one another – in rank order. Ranked in order by their judged performance for each relevant dimension. Easier to use in organizations with few employees.
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Paired comparisons – comparing each possible pair of employees and choosing which one of each pair is the better employee. ______ distribution - ranks employees into predefined categories based on their relative performance.
Paired comparisons – comparing each possible pair of employees and choosing which one of each pair is the better employee. ______ distribution - ranks employees into predefined categories based on their relative performance.
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Contextual performance – the effort an employee makes to have a good relationship with peers, improve the organization, and perform tasks that are needed but are not an official part of their job description. This falls under the ______-focused appraisal dimension.
Contextual performance – the effort an employee makes to have a good relationship with peers, improve the organization, and perform tasks that are needed but are not an official part of their job description. This falls under the ______-focused appraisal dimension.
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Employees' willingness to be trained is important for determining how they will ______ in training
Employees' willingness to be trained is important for determining how they will ______ in training
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Task Analysis involves identifying the tasks performed by each employee, the conditions under which these tasks are performed, and the competencies needed to perform the tasks under the identified ______
Task Analysis involves identifying the tasks performed by each employee, the conditions under which these tasks are performed, and the competencies needed to perform the tasks under the identified ______
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Performance Appraisal Scores can help in analyzing employees' ______ and skills
Performance Appraisal Scores can help in analyzing employees' ______ and skills
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Choosing the Best Training Method involves considering the most appropriate method based on the ______ at which learners are expected to perform
Choosing the Best Training Method involves considering the most appropriate method based on the ______ at which learners are expected to perform
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Conducting Classroom Training involves providing training often in the form of a ______ to a few or many employees at one time
Conducting Classroom Training involves providing training often in the form of a ______ to a few or many employees at one time
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Goal setting aims at increasing motivation by giving each employee a ______ such as increasing attendance, selling more products, or reducing the number of grammar errors in reports.
Goal setting aims at increasing motivation by giving each employee a ______ such as increasing attendance, selling more products, or reducing the number of grammar errors in reports.
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For goal setting to be effective, it should be SMART: Specific, Measurable, Difficult but ______, Relevant, and Time-bound.
For goal setting to be effective, it should be SMART: Specific, Measurable, Difficult but ______, Relevant, and Time-bound.
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Initial Decisions include deciding who will conduct the training - either in-house trainers, outside trainers, ______, or colleges and universities
Initial Decisions include deciding who will conduct the training - either in-house trainers, outside trainers, ______, or colleges and universities
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Employee participation in goal setting can lead to an increase in productivity and commitment to reach the ______.
Employee participation in goal setting can lead to an increase in productivity and commitment to reach the ______.
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To increase effectiveness, feedback should be provided to employees on their progress in reaching their ______.
To increase effectiveness, feedback should be provided to employees on their progress in reaching their ______.
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Feedback increases performance when it is positive and ______ rather than negative and controlling.
Feedback increases performance when it is positive and ______ rather than negative and controlling.
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Self-regulation theory involves employees monitoring their own progress toward attaining goals and then making the necessary ______.
Self-regulation theory involves employees monitoring their own progress toward attaining goals and then making the necessary ______.
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Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the employees being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the organization on better legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in organizational commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor tells the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the employees being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the organization on better legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in organizational commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor tells the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
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Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the ______ being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the organization on better legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in organizational commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor tells the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the ______ being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the organization on better legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in organizational commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor tells the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
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Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the employees being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the organization on better legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in organizational commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor tells the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the employees being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the organization on better legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in organizational commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor tells the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
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Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the employees being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the ______ on better legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in ______al commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor tells the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the employees being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the ______ on better legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in ______al commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor tells the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
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Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the employees being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the organization on ______ legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in organizational commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor tells the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the employees being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the organization on ______ legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in organizational commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor tells the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
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Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the employees being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the organization on better legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in organizational commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor ______s the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
Low reliability across raters - two people rating the same employee seldom agree with each other (rating errors, different standards, may see different behaviors) Sampling problems: Recency effect – recent behaviors are given more weight; and Infrequent observation – supervisors do not have the opportunity to observe a representative sample of employee behavior Cognitive Processing of Observed Behavior: Observation of behavior – not all observed behavior can be remembered and recalled during the performance appraisal review, Emotional state – Stress, and Bias – Raters who like the employees being rated may be more lenient STEP 8: COMMUNICATE APPRAISAL RESULTS TO EMPLOYEES Holding a formal interview places the organization on better legal ground in the event of a lawsuit.In some research, dissatisfaction and a decrease in organizational commitment occur even when an employee receives an evaluation that is ‘satisfactory’ but not ‘outstanding’.“Tell and sell” approach wherein a supervisor ______s the employee everything and sells the way on how he can improve.STEP 9: TERMINATE EMPLOYEES Employee-at-Will Doctrine – (private sector) allowing employers the freedom to fire an employee without a reason – at will.
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