RELIABILITY

DEPENDABILITY AND CONSISTENCY OF A MEASURE

EXAMPLES OF WHAT ONE CAN MEASURE

PHYSICAL CHARACTERISTICS (HIGH)

ABILITIES AND SKILLS

INTERESTS

PERSONALITY (LOW RELIABILITY)

WAYS TO MEASURE RELIABILITY

TEST - RETEST

EQUIVALIENT FORMS

INTERNAL CONSISTANCY

INTER-RATER RELIABILITY

VALIDITY

DID I MEASURE WHAT I INTENDED TO MEASURE

TYPES OF VALIDITY

CONSTRUCT

CONTENT

CRITERIA-RELATED VALIDITY

2 TYPES OF CRITERIA-RELATED VALIDITY

CONCURRENT- CKING TEST ON CURRENT EMPLOYEES

PREDICTIVE- USING TEST ON PEOPLE YOU ARE LOOKING TO HIRE

CONCURRENT

ADVANTAGES:  IMMEDIATE

               CHEAP

                      CONVENIENT

DISADVANTAGES:  DIFFERENCES IN JOB-TENURE (AMOUNT OF EXPERIENCE YOU HAVE)

EMPLOYEE/APPLICANT SIMILARITY

EMPLOYEE MOTIVATION

RESTRICTION OF RANGE

PREDICTIVE

ADVANTAGES: 

REALISTIC MOTIVATION

(GONNA DO THEIR BEST)

DISADVANTAGES:  TIME INTERVAL LAPSE (WAITING ON GETTING ENOUGH INFO)

LARGE # OF NEW HIRES REQUIRED

(NEED AT LEAST 30 TO BE STATISTICALLY MEANINGFUL

TO SEE IF TOOL IS VALID)

INTERVIEWS

MOST COMMONLY USED AND ARER THE WORST IN REF TO VALIDITY

TYPES OF INTERVIEWS

NON-DIRECTIVE/UNSTRUCTURED - WING IT

SEMI-STRUCTURED

STRUCTURED- CREATION OF QUESTIONS

W/BENCHMARK SCORING

VALIDITY IS MEDIUM

(BEST YOU CAN DO W/INTERVIEW)

SERIALIZED/SEQUENTIAL- INTERVIEW WITH MORE THAN 1 PERSON BUT ONLY 1 AT A TIME-MORE BREADTH

PANEL INTERVIEW- WITH MMORE THAN 1 PERSON AT SAME TIME - MORE VALID

STRESS INTERVIEW-FREQUENTLY USED FOR HIGH STRESS INDUSTRY -POLICE MILITARY

3 TYPES OF STRUCTURED INTERVIEWS

PATTERNED - SCORING INVOLVED

SITUATIONAL - FOCUSES ON FUTURE BEHAVIOR

BEHAVIOR DECRIPTION - FOCUSED ON THE PAST

(ASK ABOUT PAST INCIDENTS -INCREASES VALIDITY)

PROBLEMS WITH INTERVIEWS

ERRORS

BAD QUESTIONS

ERRORS IN INTERVIEW

SNAP JUDGEMENT/FIRST IMPRESSION

NEGATIE EMPHASIS

CONTRAST ERROR - COMPARE ONE TO ANOTHER

NON-VERBAL BEHAVIOR - STOCK IN SMILES

HALO EFFECT - WARM FUZZY, CONNECTION

BIASES- TOWARD ON THING OR ANOTHER

BAD QUESTIONS IN INTERVIEW

LEADING QUESTION

ILLEGAL QUESTION

OBVIOUS QUESTION

NON-JOB RELATED

TIPS FOR INTERVIEW

PREPARATION

UNCOVER AND RELATE TO NEEDS

THINK BEFORE ANSWERING

APPEARANCE & ENTHUSIASM

NON-VERBAL BEHAVIOR

ABILITY TESTS

COGNITIVE ABILITY - IQ TEST, SPACIAL RELATION, MATH TEST

MECHANICAL - MACHINISTS, REPAIR,

CLERICAL - TYPING, 10 KEY, CLERICAL TESTS

SENSORY ABILITY - EYE TEST, HEARING TEST

PERSONALITY TESTS

INVENTORIES - ASSUMES YOU KNOW THE ANSWER

PROJECTIVE - SHOWN INK BLOT WHAT YOU SEE

INTERVIEW - SIT DOWN W/PSYCHOLOGIST COME UP W/PROFILE

EXCEPTIONS - HONESTY TEST

THE "BIG 5" PERSONALITY TRAITS

CONCENSIONS *** FOUND TO HAVE VALIDITY ACROSS THE BOARD!!!

EXTRAVERSIONS

AGGREABLENESS

EMOTIONAL STABILITY

OPENNESS TO EXPERIENCE

POSITIVE ASPECT OF LAYOFFS

INCREASE EFFICIENCY

INCREASE SHARE PRICE

OPPORTUNITY TO PURGE LOW PERFORMERS

NEGATIVE ASPECTS OF LAYOFFS

REASONS LAYOFFS OCCUR

ENVIRONMENTAL CHANGE

POOR PLANNING

ALTERNATIVES TO LAYOFFS

ATTRITION

EARLY RETIREMENT/BUYOUTS

JOB-SHARING/REDUCED HOURS

CONCESSIONS

WORK CREATION

DEMOTION & TRANSFERS

2 STANDARDS OF TERMINATION

JUST CAUSE STANDARD

AT WILL STANDARD

TERMINATION

FIRING PEOPLE ONLY WHEN THERE IS CAUSE

(CLEAR REASON JOB RELATED)

EXP: PERFORMANCE

AT WILL STANDARD OF TERMINATION

FIRE ANYONE FOR ANY REASON

REQUIREMENTS FOR JUST CAUSE

CLEAR AND CONVINCING EVIDENCE - OFFENSE WAS COMMITTED BY THE GRIEVENT

PUNISHMENT FITS THE CRIME- USED WHEN REPETITIVE WARNINGS HAVE BEEN GIVEN - BAD ENOUGH

NOT ARBITRARY - EVERYONE IS TREATED THE SAME WAY CONSISTANTLY

DISCIPLINE PRICE LIST - LIST OF OFFENSES AND CONSEQUENCES

EXCEPTIONS OF AT WILL TERMINATIONS

CONTRACT SPECIFIES JUST CAUSE

WHISTLE-BLOWING/COMPLAINING/TESTIFYING

PUBLIC OBLIGATION EXP: JURY DUTY, MILITARY

REFUSING TO DO SOMETHING ILLEGAL

EXERCISING A RIGHT EXP: FREE FROM HAZARDS

TORT- EXTREME OR OUTRAGEOUS CONDUCT CAUSING EMOTIONAL DISTRESS

NOT ACTING IN GOOD FAITH

JOB ANALYSIS

JOB DESCRIPTION

A DOCUMENT THAT DESCRIBES THE DUTIES, TASKS, AND RESPONSIBILITIES TO BE PERFORMED IN A SPECIFIC JOB.

JOB SPECIFICATION

A DOCUMENT THAT DESCRIBES THE PERSON DOING THE JOB.

PROCESS

SYSTEM OR PROCESS THAT OCCURS AND IT YEILDS 2 OUTCOMES

JOB DESCRIPTION

JOB SPECIFICATION

KSA   OR  KSAO

KNOWLEDGE SKILLS AND ABILITIES

WHO IS INVOLVED IN JOB ANALYSIS

JOB ANALYST

JOB INCUMBENT

SUPERVISORS

JOB EXPERTS

WHAT DATA SHOULD BE COLLECTED

TASKS- EXP: BUDGET ANALYST CALCULATE WAGES FROM TIME CARDS

BEHAVIORS- GATHER TIME SHEETS PLUG THEM IN COMPUTER TO CALCULATE WAGES

ABILITIES- NEED CLERICAL EXPERINCE AND MATHMATICAL EXPERIENCE

DATA COLLECTION METHODS

QUESTIONNAIRE

INTERVIEW

OBSERVATION

QUALITATIVE DATA COLLECTION

CRITICAL INCIDENTS

GUIDELINES-ORIENTED JOB ANALYSIS

HAY PLAN

QUANTITATIVE DATA COLLECTION

TASK INVENTORY ANALYSIS

POSITION ANALYSIS QUESTIONNAIRE

MANAGEMENT POSITION DESCRIPTION QUESTIONNAIR

COMBINATION QUALITATIVE & QUANTITATIVE

DATA COLLECTION

FUNCTIONAL JOB ANALYSIS

METHODS ANALYSIS

PROBLEMS WITH JOB ANALYSIS

QUESTIONAIRE - GOOD - CHEAP WAY TO GATHER DATA

BAD - DONT GET A LOT OF DEPTH INFO

INTERVIEW - EXPENSIVE METHOD

COULD BE UNSTANDARDIZED

OBSERVATION - DONT GET A REALISTIC VIEW

PROBLEMS WITH JOB ANALYSIS TECHNIQUES

EMPLOYEE FEARS

EMPHASIS ON CURRENT

INFLATE JOB

MANAGERIAL STRAIGHT- JACKET

RECRUITMENT STAFFING MODEL

HR PLANNING

RECRUITING

PROVIDES JOB APPLICANTS

SELECTION

PROVIDES EMPLOYEES

TRAINING & OBLIGATION

HR PLANNING

PROCESS AN ORGANIZATION USES TO ENSURE THAT IT HAS THE RIGHT AMOUNT AND THE RIGHT KIND OF PEOPLE TO DELIVER A PARTICULAR LEVEL OF OUTPUT OR SERVICES IN THE FUTURE.

ALTERNATIVE TO RECRUITING

OVERTIME

HIRE TEMPS

SUBCONTRACTING/ OUTSOURCING

EMPLOYEE LEASING

JOB CONSOLIDATION

EMPLOYEE UTILIZATION

RETENTION

TRAINING

INTERNAL RECRUITMENT METHODS

EMPLOYEE POSTINGS

TRANSFERS & PROMOTIONS

REHIRES

WORD-OF-MOUTH

EXTERNAL RECRUITMENT METHODS

GO OUTSIDE OF THE COMPANY TO FIND NEW RECRUITS

WALK-INS

SCHOOL RECRUITING

ADVERTISING

EMPLOYMENT AGENCIES-PRIVATE & PRIVATE

EMPLOYEE REFERRAL PROGRAMS

RESUME COMPUTER DATABASES

JOB EVENTS

INTERNSHIPS - REVERSE RECRUITES

MILITARY

ADVANTAGES INTERNAL RECRUITMENT

PROMOTEE MORALE

BETTER ABILITY ASSESSMENT

LOWER COST

PERFORMANCE MOTIVATOR

HIRE ONLY @ ENTRY LEVEL

DISADVANTAGES OF INTERNAL RECRUITING

IN-BREEDING (SAME PEOPLE DECADE AFTER DECADE)

LOWER MORALE/NON PROMOTEES

POLITICAL INFIGHTING- STEPPING ON PEOPLE

NEED MGMT DEVELOPMENT PROGRAM

RIPPLE EFFECT- PEOPLE CONSTANTLY MOVING

EXTERNAL RECRUITING ADVANTAGES

NEW BLOOD

CHEAPER THAN TRAINING

NO POLITICAL CONNECTIONS

NEW INDUSTRY INSIGHTS

EXTERNAL RECRUITING DISADVANTAGES

MAY SELECT BAD FIT - NO OPPORTUNITY TO OBSERVE

LOWER MORALE / INTERNAL CANDIDATES

LONGER ADJUSTMENT TIME

ORGANIZATIONAL REDESIGN

MAY INVOLVE REALIGNING DEPARTMENTS, CHANGING WHO MAKES DECISIONS, AND MERGING OR REORGANIZING DEPARTMENTS

REENGINEERING

REFERS TO THE RADICAL REDESIGN OF AN ORGANIZATION'S  FUNCTIONS AND BUSINESS PROCESSES,

JOB ENRICHMENT

INVOLVES CHANGING JOBS TO BROADEN AND ADD CHALLENGE TO THE TASKS REQUIRED

POSITION

REFERS TO THE ACTIVITIES CARRIED OUT BY ANY SINGLE PERSON

JOB

REFERS TO POSITIONS THAT ARE FUNCTIONALLY INTERCHANGEABLE IN THE ORGANIZATION

OCCUPATION

REFERS TO A GROUP OF JOBS THAT INVOLVE SIMILAR WORK AND REQUIRE SIMILAR COMPETENCIES, TRAINING, AND CREDENTIALS.

TASK-FOCUSED JOB ANALYSIS

DESCRIBES WHAT THE JOB INVOLVES IN TERMS OF WORK ACTIVITIES AND OUTCOMES

WORKER-FOCUSED JOB ANALYSIS

IDENTIFIES THE CHARACTERISTICS OF JOB INCUMBENTS THAT ARE REQUIRED TO PEFORM THE JOB WELL

COMPETENCY

MEASURABLE PATTERN OF KNOWLEDGE, SKILLS, ABILITIES, BEHAVIORS, AND OTHER CHARACTERISTICS THAT AN INDIVIDUAL NEEDS TO PERFORM WORK ROLES OR OCCUPATIONAL FUNCTIONS SUCCESSFULLY

COMPETENCY MODELING

THE OBJECTIVE IS TO DESCRIBE THE COMPETENCIES OF SUCCESSFUL EMPLOYEES FOR A SERIES OR PROGRESSION OF SEVERAL JOBS.

JOB DESCRIPTION

SPELLS OUT ESSENTIAL JOB FUNCTIONS OR DUTIES, DESCRIBES THE CONDITIONS IN WHICH THE JOB IS PERFORMED, AND STATES THE COMPETENCIES NEEDED AS WELL AS ANY SPECIAL TRAINING OR CERTIFICATION REQUIREMENTS FOR THE JOB.

(SME)

SUBJECT MATTER EXPERTS

PEOPLE USED AS SOURCES OF INFORMATION ABOUT SPECIFIC JOBS

JOB INCUMBENTS

PEOPLE WHO ARE CURRENTLY DOING THE JOB

WORK SAMPLING

REFERS TO THE PROCESS OF TAKING INSTANTANEOUS SAMPLES OF THE WORK ACTIVITIES OF INDIVIDUALS OR GROUPS OF INDIVIDUALS

TIME-AND-MOTION STUDY

INVOLVES IDENTIFYING AND MEASURING A WORKER'S PHYSICAL MOVEMENTS WHEN PERFORMING TASKS AND THEN ANALYZING THE RESULTS TO DETERMINE WHETHER SOME MOTIONS CAN BE ELIMINATED OR PERFORMED MORE EFFICIENTLY

ERGONOMIC ANALYSIS

MINIMIZE THE AMOUNT OF STRESS AND FATIGUE EXPERIENCED AS A RESULT OF DOING WORK; THE FOCUS IS ON UNDERSTANDING HOW JOB TASKS AFFECT PHYSICAL MOVEMENTS AND PHYSIOLOGICAL RESPONSES

POSITION ANALYSIS QUESTIOINNAIRE

WIDELY USED QUESTIONNAIRE THAT MEASURES THE WORK BEHAVIORS REQUIRED BY A JOB AND RELATES THEM TO WORKER CHARACTERISTICS

MANAGEMENT POSITION DESCRIPTION QUESTIONNAIRE

(MPDQ)

STANDARDIZED QUESTIONNAIRE FOR ANALYZING THE CONCERNS, RESPONSIBILITIES, DEMANDS, RESTRICTIONS, AND MISCELLANEOUS CHARACTERISTICS OF MANAGERIAL JOBS

CUSTOMIZED TASK INVENTORY

A LISTING OF TASKS, WORK BEHAVIORS, OR WORKER CHARACTERISTICS (CALLED ITEMS) CREATED SPECIFICALLY FOR THE JOBS OR GROUP OF JOBS BEING ANALYZED.

PERSONALITY-RELATED POSITION REQUIREMENTS FORM

(PPRF)

DESIGNED TO MEASURE THE IMPORTANCE OF 12 PERSONALITY CHARACTERISTICS FOR JOB PERFORMANCE

COMPETENCY INVENTORY

DETAILED FILE MAINTAINED FOR EACH EMPLOYEE THAT DOCUMENTS THE PERSON'S COMPETENCIES

RECRUITMENT

SEARCHING FOR AN OBTAINING QUALIFIED APPLICANTS TO CONSIDER WHEN FILLING JOB OPENINGS

RETENTION

INCLUDES ALL OF AN EMPLOYER'S ACTIVITES TO ENCOURAGE QUALIFIED AND PRODUCTIVE EMPLOYEES TO CONTINUE WORKING FOR THE ORGANIZATION

INTERNAL LABOR MARKET

CURRENT EMPLOYEES

EXTERNAL LABOR MARKET

POTENTIAL APPLICANTS WHO DON'T CURRENTLY WORK FOR THE ORGANIZATION

JOB POSTINGS

CURRENT JOB OPENINGS TO ALL EMPLOYEES

TALENT INVENTORY

DATABASE THAT CONTAINS INFORMATION ABOUT THE POOL OF CURRENT EMPLOYEES

EMPLOYEE REFERRALS

JOB FAIR

SEVERAL EMPLOYERS USUALLY ARE PRESENT TO PROVIDE INFO ABOUT EMPLOYMENT OPPORTUNITIES AT THEIR COMPANIES

CONTINGENT WORKERS

PEOPLE HIRED WITH NO IMPLICIT OR EXPLICIT CONTRACT FOR LONG TERM EMPLOYMENT INCLUDING "FREE AGENTS", INDEPENDAT CONTRACTORS, AND TEMPORARY WORKERS

REALISTIC JOB PREVIEW

OCCURS WHEN THE ORGANIZATION IS CAREFUL TO DESCRIBE BOTH THE POSITIVE AND NEGATIVE ASPECTS OF A JOB AND THE ORGANIZATION

AFFIRMATIVE ACTION PROGRAMS

(AAP'S)

INTENDED TO REDUCE EMPLOYMENT DISCRIMINATION OR TO CORRECT UNDERUTILIZATION OF QUALIFIED MEMBERS OF PROTECTED GROUPS IN AN ORGANIZATION'S RELEVANT LABOR MARKET

EEO-1 REPORT

EQUAL OPPORTUNITY

GIVES AN ACCOUNTING OF THE COMPOSITION OF THE WORKFORCE ACCORDING TO JOB FAMILY, SEX, AND REACE/ETHNICITY

OFFICE OF FEDERAL CONTRACT COMPLIANCE PROGRAMS

(OFCCP)

AGENCY RESPONSIBLE FOR OVERSEEING THE EMPLOYMENT PRACTICES OF FEDERAL CONTRACTORS AND ENFORCING RELEVANT FEDERAL REGULATIONS

UTILIZATION ANALYSIS

DETERMINES THE NUMBER OF MINORITIES AND WOMEN EMPLOYED IN EACH TYPE OF JOB IN THE ORGANIZATION

AVAILABILITY ANALYSIS

MEASURES HOW MANY MINORITIES AND WOMEN ARE AVAILABLE TO WORK IN THE RELEVANT LABOR MARKET OF AN ORGANIZATION

GOALS AND TIMETABLES

SPECIFY HOW THE ORGANIZATION PLANS TO CORRECT ANY UNDERUTILIZATION OF PROTECTED GROUPS

CONSENT DECREE

A LEGALLY ENFORCED COURT RULING THAT SPECIFIES THE AFFIRMATIVE ACTION STEPS AN ORGANIZATION MUST TAKE TO REMEDY THE EFFECTS OF PAST DISCRIMINATION

WORKER ADJUSTMENT

AND RETRAINING ACT OF 1988

(WARN)

EMPLOYERS ARE REQUIRED TO PROVIDE WORKERS WITH 60 DAYS NOTICE OF A PLANT OR OFFICE CLOSING

ECONOMIC UTILITY

SELECTION PROCEDURE REFERS TO THE NET MONETARY VALUE ASSOCIATED WITH USING IT

CRITERIA

OUTCOMES THAT SELECTION DECISIONS ARE INTENDED TO PREDICT ARE REFERRED TO AS THIS:

PREDICTORS

VARIOUS PIECES OF INFO USED TO MAKE SELECTION DECISIONS

VALIDITY

REFERS TO THE USEFULNESS OF INFO FOR PREDICTING JOB APPLICANTS' JOB-RELATED AND ORGANIZATIONAL OUTCOMES

CRITERION-RELATED VALIDATION

USES STATISTICAL DATA TO ESTABLISH A RELATIONSHIP BETWEEN PREDICTOR SCORES AND OUTCOME CRITERIA

VALIDITY GENERALIZATION

ASSUMES THAT THE RESULTS OF CRITERION-RELATED VALIDITY STUDIES CONDUCTED IN OTHER COMPANIES CAN BE GENERALIZED TO THE SITUATION IN YOUR COMPANY

RELIABILITY

PREDICTOR IS THE DEGREE TO WHICH IT YIELDS DEPENDABLE, CONSISTENT RESULTS

MULTIPLE-HURDLES APPROACH

AN APPLICANT MUST EXCEED FIXED LEVELS OF PROFICIENCY ON ALL OF THE PREDICTORS TO BE ACCEPTED

COMPENSATORY APPROACH

HIGH SCORE ON ONE PREDICTOR CAN COMPENSATE FOR A LOW SCORE ON ANOTHER

COMBINED APPROACH

EMPLOYER FIRST SCREENS OUT EVERYONE WHO DOES NOT MEET ONE OR MORE HURDLES AND THEN USES A COMPENSATORY APPROACH IN COMPARING THOSE APPLICANTS WHO HAVE PASSED THE REQUIRED HURDLES

SYNTHESIZED INFORMATION TO CHOOSE APPROPRIATE CANDIDATES

MULTIPLE HURDLES

COMPENSATORY

COMBINED

APPLICATION BLANK

USUALLY A SHORT FORM THAT ASKS APPLICANTS TO PROVIDE BASIC INFO ABOUT EDUCATIONAL ACHIEVEMENTS AND WORK EXPERIENCE

BIODATA TEST

ASKS AUTOBIOGRAPHICAL QUESTIONS RELATED TO SUBJECTS SUCH AS EXTRACURRICULAR ACTIVITIES, FAMILY EXPERIENCES AS A CHILD, AND BOTH RECENT AND CURRENT WORK ACTIVITES

WORK SIMULATIONS

AKA:  WORK SAMPLES

HAVE APPLICANTS PERFORM ACTIVITES SIMILAR TO THOSE REQUIRE ON THE JOB UNDER STRUCTURED TESTING CONDITIONS

ASSESSMENT CENTERS

EVALUATE HOW WELL APPLICANTS OR CURRENT EMPLOYEES MIGHT PERFORM IN A MANAGERIAL OR HIGHER-LEVEL POSITION

COMMUNITY-OF-PRACTICE

TRAINING

IMPROVING PERFORMANCE IN THE NEAR TERM AND IN A SPECIFIC JOB BY INCREASING EMPLOYEES' COMPETENCIES

DEVELOPMENT

ACTIVITIES INTENDED TO IMPROVE COMPETENCIES OVER A LONGER PERIOD OF TIME IN ANTICIPATION OF THE ORGANIZATIONS FUTURE NEEDS

SOCIALIZATION

ORGANIZATIONAL NEEDS ANALYSIS

INVOLVES AN ASSESSMENT OF SHORT AND LONG TERM TRAINING AND DEVELOPMENT NEEDS GIVEN THE BUSINESS STRATEGY, COMPANY CULTURE, AND EXPECTED CHANGES IN THE EXTERNAL ENVIRONMENT OF THE COMPANY

JOB NEEDS ANALYSIS

(TASK NEEDS ANALYSIS)

IDENTFIES THE SPECIFIC SKILLS, KNOWLEDGE, AND BEHAVIOR NEEDED TO PERFORM THE TASKS REQUIRED BY PRESENT OR FUTURE JOBS

PERSON NEEDS ANALYSIS

IDENTIFIES GAPS BETWEEN A PERSON'S CURRENT COMPETENCIES AND THOSE IDENTIFIED AS BEING NECESSARY OR DESIRABLE

DEMOGRAPHIC NEEDS ANALYSIS

IS TO DETERMINE THE TRAINING NEEDS OF SPECIFIC POPULATIONS OF WORKERS