History &
Foundations
Job Analysis &
Job Design
Selection &
Recruitment
Performance Management
Training &
Development
100
This engineer focused obsessively on the redesign of work to achieve higher productivity and efficiency. As a result, he became known the father of scientific management.
Fredrick Taylor
100
In a linkage analysis, after task statements are written, subject matter experts (SMEs) are asked to rank them based on what two criteria?
Frequency & Importance
100
Nia is in charge of campus recruiting for a recent opening in her organization. She is debating between recruiting from within or recruiting from a job fair. What three factors should she take into consideration when making her decision?
Cost, Speed, and Diversity
100
Negative leniency refers to: a) Dissatisfaction among the workforce after favoritism in the evaluation b) Insincerely high ratings given in an evaluation meeting c) Evaluations that are lower than the “true” level of performance d) A rater’s unwillingness to assign extreme ratings
C.
100
Explain the difference between training & development. Provide one example of each.
Training—enhancing KS’s Development—acquiring KS’s for a future job Types of training are: • Diversity training • Training for expatriates • Sexual harassment training Types of development are: • Mentoring • Executive coaching • Leadership development
200
Explain the equation B = f(P E) that was developed by Kurt Lewin.
The formula states that behavior is a function of the person and his or her environment.
200
Describe two ways a HR professional can use a job analysis.
1. Selection—to identify the applicants who are most qualified for a job, you must know what skills are required to do that job well 2. Compensation—Job analysis helps organize jobs into a family to determine the dollar value of certain skills so that there are equitable pay structures in organizations 3. Training—this is about making sure employees have the skills they need to perform well on the job, job analysis helps in identifying those skills 4. Performance appraisal—you can’t know how well your employees are doing if you don’t know what they are doing based on objective task criteria
200
Shakeria received a call back to interview for a job as a fashion photographer. The company asked her to bring a portfolio of photos she has taken. What kind of selection method is this?
Work-sample
200
Paul’s performance is being assessed based on data acquired from HR. Give one example of personnel data HR might provide that is often included in performance appraisals.
# of absences # of accidents
200
Alex has been given the task of evaluating his company’s new sexual harassment sensitivity program. To do this, he chooses to quiz participants questions regarding the company's policy on sexual harassment. Such an evaluation method utilizes _________-based criteria to assess the effectiveness of the training program.
Learning-based criteria
300
There are two theories about workplace motivation. Nicky is a manager and she is convinced that individuals are inherently lazy and must be motivated by external factors. According to McGregor, she holds what kinds of assumptions about people and work?
Theory X
300
You are analyzing a job description for a firefighter on ONET. The following are listed as requirements for the job. Categorize these as KSA or O: 1. Can react quickly to a signal or sound._____ 2. Must pass the computer-based firefighter exam. _____ 3. Can describe the materials, methods and tools involved in the construction of structures. _____ 4. Can communicate and convey information quickly and coherently. _____
1. A 2. O 3. K 4. S
300
Brenda speaks briskly, interrupts and likes talking before coming to a conclusion. If she were to take the Myers-Briggs Type Indicator, Roman would most likely be considered: (a) extraverted (b) introverted (c) intuitive (d) none of the above
A - extraverted
300
Describe one type of employee-comparison method for assessing performance. Explain how it would be done.
- Rank order—high to low (fails to tell you how much of a difference there are between employees) - Paired comparison—each employee is compared to another, n(n-1)/2; then the # of times each person is selected is tallied as points, then employees ranked based on points (only realistic w/ small numbers) - Forced distribution—choose 5 categories and distribute employees (%s), top 10% and bottom 10% (let go of bottom)
300
Identify and describe the three phases of the training process.
Needs Assessment - Assess the specific needs that have to be addressed by the training Method Selection - Ensure that the methods used in the training will remedy those needs Evaluation - Ensure that the skills in the training will be transferred back on the job
400
Describe the Hawthorne Studies and how they impacted the field of I/O psychology.
Refocused I/O efforts to the “people” side of work behavior (O-psychology)
400
Identify and describe the three approaches to job analysis.
- Task-oriented procedures: Developing task statements and rating them based on frequency and importance. - Worker-oriented procedures: Understanding a job in terms of what human attributes are required to do the work. Writing KSAO’s and having a SME rate them in terms of importance. - Linkage analysis: Establishes the connection between both.
400
Wyatt is in charge of developing a new firefighter entrance exam for the city of New York. He is interested in finding out if the exam he created is reliable. Describe one way he could assess the reliability of his exam.
- Test-retest—give the same exam to someone two different times and correlate. - Parallel forms—give two different version of the exam to someone at two points in time and correlate.
400
To claim that certain performance appraisal methods include non-performance related factors is to say that those measures are: (a) criterion contaminated (b) criterion relevant (c) criterion deficient (d) none of the above
A - Criterion contaminated
400
Identify 3 ways that a manager can "set the tone" for how the training will be received.
Discusses the training in advance with the employee Establishes goals with the employee for the training Gives the employee time to prep and attend And asks for a post-training report back
500
Describe the four modern workplace trends?
1. Trend of globalization—labor can now move across boundaries freely, the need for communication intensifies 2. Trend of the service economy—there is an ever-growing diverse customer base 3. Trend of increased technology—Technological advances alter the working environment 4. Knowledge work- New emphasis on innovation and the high performance learning organization that embraces all workers train generalists and not specialists, hard to predict behavior
500
What are the trade-offs between the four approaches to job design (Mechanistic, Motivational, Biological, Perceptual-Motor)?
1. Mechanistic—simple and efficient, boring, workers are easily replaced 2. Motivational—meaning in work, more autonomy, slower 3. Biological—attention paid to physical needs, more satisfied and less tired 4. Perceptual-Motor—limiting mental strain of job, usually replaced with technology, can lead to boredom and distraction
500
Partick is in charge of developing a new EMT entrance exam for the city of New York. He must establish the validity of the exam. He is interested specifically in whether or not the exam will predict performance. What kind of validity is this?
Criterion-related
500
A company uses a “multiple use test” to assess creativity. Individuals who identify more uses of a paper clip, are given higher ratings for creativity. Identify the actual and conceptual criterion in this example.
The conceptual criterion is creativity. The actual criterion is the number of ways identified to use a paper clip. An example of deficiency is that the test doesn’t take into account good ideas, it only looks at the number of ideas generated.
500
During a needs assessment, a trainer conducts a person analysis. Describe the purpose of a person analysis and provide an example of how an organization might conduct one.
A person analysis is used to determine who should go to the training. An organization could use a skill matrix to track employees’ level of mastery over important skills required on the job.
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