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UB MGI 301 - MGI301Exam2StudyGuide

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Validity:Criterion-related- extent that scores on measures used to make staffing decisions are correlated with job performance measuresPredictive: obtain test scores prior to hiring shows validity for a sample from the groupthat you will use the test withConcurrent: ask current employees to take the test can be done more quicklyContent: degree to which the responses required of job candidates by the potential selection measures are representative of the behaviors to be exhibited in some area of job performance in which we want to make inferencesRestriction of range: correlation of a test with job performance in a restricted sample can be a lot less than it would have been if the whole applicant pool was hired, it occurs when the sample we are studying has less validity than the population of interestGeneralizability: degree to which the validity of a selection method established in one context extends to other contexts. It offers alternative for validating selection methods for companies thatcannot employ criterion-related or content validationUtility: degree to which the information provided by selection methods enhances the bottom-lineeffectiveness of selecting personnel in real organizationsIn hiring, validity should be the most important considerationBoth unreliability and range restriction weakens the parent relationshipReliability is when measurement is consistentValidity always refers to the degree to which there is empirical evidence that supports the inferences made from test scoresPersonality:A good personality measure will have scores that will be relatively stable over time and reliable, scores should be related to meaningful non-test behavior, and scores will be distinct from other personality measuresOpenness to experience: curious, imaginative, artistically sensitive, broad-minded, playfulConscientiousness: dependable, organized, persevering, thorough, achievement-orientedExtraversion: sociable, gregarious, assertive, talkative, expressiveAgreeableness: courteous, trusting, good-natured, tolerant, cooperative, forgivingNeuroticism: depressed, anxious, guilty, paranoidNarcissism: thinks there are entitled, have a high sense of self-importance and want to be the center of attention, and have lack of empathy for othersHave high self-esteem, charismatic, make a good first impression, have leadership emergence, aggression, counterproductive work behaviors, academic dishonestyFor different occupations, different combinations of the big five yield the best levels of criterion-related validityOpenness is not predictive of job performanceConscientiousness is most desirable in predicting job performanceCognitive Ability:Work samples: test in which the applicant performs a selected set of actual tasks that are physically and psychologically similar to those performed on the jobAssessment Center: process in which multiple raters evaluate employees’ performance on a number of exercisesPerformance Management: Comparative Approach: is an effective tool inn differentiating employee performance because it virtually eliminates problems of leniency, central tendency, and strictness. Requires the rater to compare an individual’s performance with that of others and it usually seeks to develop some ranking of the individuals within a work groupAre not linked to strategic goals of the organization, subjective, actual validity and reliability depend on the rater, lack specificity for feedback purposes, low acceptabilityAttribute Approach: are the most popular methods in organizations because they are quite easy todevelop and are generalizable across a variety of jobs, strategies, and organizations. It focuses onthe extent to which individuals have certain attributes, (characteristics or traits), believed to be desirable by the company’s successOften little congruence with company’s strategy, vague performance standards that are open to different interpretations by different raters, does not provide specific guidance on how to correct deficienciesBehavioral Approach: attempts to define the behaviors an employee must exhibit to be effective on the job. It can link the company’s strategy to the specific behavior necessary for implementingthat strategyRequires a lot of effort and time, constantly needs to be updated, not always a single best way to perform a jobResults Approach: focuses on managing the objective, measurable results of a job or work group,it assumes that subjectivity can be eliminated from the measurement process and that results are the closest indicator of one’s contribution to organizational effectiveness.360 Degree Appraisals: this technique consists of having multiple raters provide input into a manager’s evaluation. It provides a means for minimizing bias in an otherwise subjective evaluation technique. Employee Retention: Best way to predict turnover is by measuring employees’ job


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