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Selecting Employees
Orientation and Training
Management and Organizational Development
Career Development
Performance Management Systems
100
Established by identifying a criterion predictor such as a test, administering the test to the entire pool of job applicants, and hiring people to fill the available jobs without regard to their test scores. At a later date, the test scores are correlated with the criteria of job success to see whether those people with high test scores performed substantially better than those with lower test scores.
What is Predictive Validity?
100
The introduction of new employees to the organization, work unit, and job.
What is Orientation?
100
Developing the experience, attitudes, and skills necessary to become or remain an effective manager.
What is Management Development?
100
An ongoing, formalized effort by an organization that focuses on developing and enriching the organization’s human resources in light of both the employees’ and the organization’s needs.
What is Career Development?
100
Refers to the degree of accomplishment of the tasks that make up an employee’s job.
What is Performance?
200
Established by identifying a predictor such as a test, administering the test to present employees, and correlating the test scores with the present employee’s performances on the job.
What is Concurrent Validity?
200
aA systematic analysis of the specific training activities the organization requires to achieve its objectives.
What is a Needs Assessment?
200
A brief assessment of a manager's past performance, strengths, weaknesses, and potential for advancement.
What is a Management Inventory (AKA Skills Inventories)
200
A technique that addresses the specifics of progressing form one job to another in the organization.
What is Career Pathing?
200
Consists of establishing clear and precisely defined statements of objectives for the work to be done by an employee, developing an action plan indicating how these objectives are to be achieved, allowing the employee to implement this action plan, measuring objective achievement, taking corrective action when necessary, and establishing new objectives for the future. MBO also requires that employees participate in the objective-setting process.
What is MBO (Management by Objectives)?
300
Refers to the extent to which a selection procedure or instrument measures the degree to which job candidates have identifiable characteristics that have been determined to be important for successful job performance. Job-related constructs might include verbal ability, space visualization, and perceptual speed.
What is Construct Validity?
300
a. Motivation to achieve personal goals b. Knowledge and results c. Reinforcement d. Flow of training program e. Practice and repetition f. Spacing of sessions g. Whole or part training
What are the Seven Principles of Learning?
300
This technique simulates a realistic situation by requiring trainees to answer one manager’s mail and telephone calls.
What is the In-Basket Technique?
300
The ability to keep pace with the speed at which change occurs within the organization and the industry and to prepare for the future.
What is Career Self-Management?
300
Four tendencies that managers have when conducting performance evaluations.
What are: a. Leniency refers to grouping ratings at the positive end of a curve instead of spreading them throughout the performance scale b. Central tendency occurs when appraisal statistics indicate that most employees are appraised as being near the middle of the performance scale c. Recency occurs when evaluations are based only on work performed most recently d. The halo effect occurs when a rater allows a single prominent characteristic of an employee to influence his or her judgment on each separate item in the performance appraisal
400
Refers to whether the content of a selection procedure or selection instrument, such as a test, is representative of important aspects of performance on the job.
What is Content Validity?
400
List the four areas of training evaluation.
What are a. Reaction b. Learning c. Behavior d. Results evaluation
400
Outline the four phases in organizational development.
What are a. Diagnosis b. Strategy planning c. Education d. Evaluation
400
Describe the four principal career categories.
What are a. Learners (high potential to advance but performing below standards) b. Stars (presently doing outstanding work, with high potential for advancement) c. Solid citizens (present performance is satisfactory but chance for advancement is small) d. Deadwood (present performance is unsatisfactory with little potential to advance)
400
Determining and communicating to an employee how he or she is performing the job and, ideally, establishing a plan of improvement.
What is a Performance Appraisal?
500
Name three of the most common tests for selecting employees.
What are a. Aptitude – measures a person’s capacity or potential ability to learn and perform a job b. Psychomotor – measures a person’s strength, dexterity, and coordination c. Job Knowledge – measure the job-related knowledge possessed by a job applicant d. Proficiency – measures how well the applicant can do a sample of work required in the position e. Interest – measures how a person’s interests compare with the interests of successful people in a specific job f. Personality – attempts to measure personality characteristics
500
A learning process that involves the acquisition of skills, concepts, rules, or attitudes to enhance employee performance.
What is Training?
500
An organization-wide, planned effort managed from the top, with the goal of increasing organizational performance through planned interventions and training experiences.
What is Organizational Development?
500
The point in a career where the likelihood of additional hierarchical promotion is very low. Also, an employee who reaches his or her promotional ceiling long before retirement.
What is Career Plateau and plateaued employee?
500
This approach involves setting a standard or expected level of output and then comparing each employee’s performance to the standard.
What is the work standards approach to a performance appraisal?