OB.HR_Jeopardy_2 - OB/HR JEOPARDY! OB/HR Training Managing...

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Unformatted text preview: OB/HR JEOPARDY! OB/HR Training Managing Managing Performance I Managing Managing Performance II II 100 100 100 100 200 200 200 200 200 300 300 300 300 300 300 400 400 400 400 400 400 500 500 500 500 500 500 Quality Selection Measures I Quality Selection Measures II Types of Types Selection Measures Measures 100 100 200 OB/HR DOUBLE JEOPARDY! JEOPARDY! Training Managing Managing Performance I Managing Managing Performance II II 200 200 200 200 400 400 400 400 400 600 600 600 600 600 600 800 800 800 800 800 800 Quality Selection Measures Types of Types Selection Measures I Measures Types of Types Selection Measures II Measures 200 200 400 1000 1000 1000 1000 1000 1000 The degree to which a The degree to which a measure is free of random error A perfect, positive correlation A perfect, positive correlation is indicated by this number Measures must be reliable in Measures must be reliable in order to be this; the extent to which a measure correlates with some criterion of interest This method of assessing This method of assessing validity asks experts to judge whether a measure’s items appear to measure what they are supposed to measure A measure has this quality if A measure has this quality if it performs similarly across different jobs, time periods, and organizations A score on any measure has A score on any measure has two components: a true score, and this If this is zero, I’ll have an If this is zero, I’ll have an easy time choosing between two candidates Reliability is calculated by Reliability is calculated by correlating these…should I say it again? A problem of concurrent A problem of concurrent validation that “restricts” the validity correlation of selection measures Selection measures are Selection measures are “good” if they possess these five characteristics This statistic indicates the This statistic indicates the amount of variance explained in an outcome by a predictor This method of validation This method of validation gives a measure to applicants but doesn’t select on it, then later correlates that measure with an outcome The usefulness of a selection The usefulness of a selection measure is referred to as this The utility of a measure The utility of a measure depends on these two factors If job satisfaction correlates . If job satisfaction correlates . 30 with job performance, the percentage of variance explained is this This “ability” correlates This “ability” correlates about .50 with job performance You may be more open to You may be more open to litigation if you failed to do this before hiring a violent employee The correlation between The correlation between intelligence and performance gets stronger as this characteristic of the job increases These types of interviews These types of interviews tend to have the best validity The number of structured The number of structured interviews it takes to match the validity of 3 unstructured interviews Conscientiousness, Conscientiousness, Agreeableness, Neuroticism, Openness to Experience, Extraversion These tests typically are used These tests typically are used to predict theft – go on, tell the truth This personality trait is more This personality trait is more strongly related to performance in sales positions The Rorschach Inkblot Test The Rorschach Inkblot Test and Thematic Apperception Test are examples of these types of personality measures Asking an applicant to recall Asking an applicant to recall a problematic customer service encounter is an example of this type of situational question The approximate percent of The approximate percent of personality that is inherited A library is an example of this A library is an example of this type of “situation” that stifles personality expression Individuals high in this Big Individuals high in this Big Five personality trait are dependable, orderly, and achievement­oriented This personality trait tends to This personality trait tends to have the strongest relationship with job performance Surprisingly, doing this on Surprisingly, doing this on integrity tests doesn’t really lower the predictive validity of the tests Of the general, attribute, Of the general, attribute, behavioral, and results approaches to performance management, the one that is least valid Degree to which performance Degree to which performance measures assess all relevant (and only relevant) aspects of performance A measure that does not A measure that does not assess all relevant aspects of performance is given this label Performance measures that Performance measures that reinforce behaviors supporting company goals are high in this These discretionary These discretionary behaviors fall outside of employees’ job descriptions yet contribute to organizational effectiveness Employees who maintain Employees who maintain positive attitudes, even in bad times, exemplify this dimension of citizenship behavior Performance measures that Performance measures that include irrelevant aspects are said to suffer from this problem for validity Part of the behavioral Part of the behavioral approach to performance management, BARS stands for this Formally defined behaviors Formally defined behaviors that contribute to organizational objectives Theft and destruction of Theft and destruction of company property are examples of this type of behavior The degree to which a The degree to which a performance measure gives guidelines on how to improve performance Behaviors such as tardiness, Behaviors such as tardiness, long lunches, and daydreaming are referred to as this Setting goals for employees Setting goals for employees represents this results approach to performance management A tendency to choose 4’s and A tendency to choose 4’s and 5’s on a 5­point scale (where 5 is good) represents this type of rater error This performance scale This performance scale assesses attributes such as communication and creativity Helping a coworker in need is Helping a coworker in need is an example of this dimension of organizational citizenship behavior A study by Greenberg on A study by Greenberg on pay­cuts found that managers who were sincere and gave thorough explanations reduced this In performance management, In performance management, the degree to which multiple judges agree about an employee’s performance Task performance, citizenship Task performance, citizenship behavior, and counterproductive behavior/withdrawal all influence supervisor perceptions of this A planned effort to help A planned effort to help employees acquire job­related knowledge, skills, and behaviors, with the goal of applying these on the job Organization analysis, task Organization analysis, task analysis, and person analysis comprise this step in the Instructional Design Process This online resource provides This online resource provides information on a job’s tasks and required KSA’s. Individuals with this “orientation” Individuals with this “orientation” believe that abilities are malleable and persevere through challenges Individuals with high levels of Individuals with high levels of these two traits from the Big Five tend to benefit from training The extent to which employees The extent to which employees apply to their jobs what they learned during training The extent to which employees The extent to which employees apply to their jobs what they learned during training During task analysis, tasks During task analysis, tasks should be rated according to these three factors Individuals with this “orientation” Individuals with this “orientation” believe that abilities are fixed and focus on appearing competent to others If I am a B student, scoring a If I am a B student, scoring a B on Exam 2 after bombing Exam 1 represents this threat to determining whether training increased performance This component of transfer of This component of transfer of training involves the application of knowledge and skills to a variety of tasks This rater “error” results in This rater “error” results in favorable evaluations – what an angel the employee must be Daily Double! Daily Double! Daily Double! Daily Double! Daily Double! Daily Double! Daily Double! Daily Double! ...
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This note was uploaded on 11/09/2011 for the course MGT 315 taught by Professor Wenier during the Fall '08 term at Michigan State University.

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