Staffing Final Study Guide - Lori Muse PDF

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Staffing Final Study Guide - Lori Muse...

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MGMT 432: Final Exam BRING GREEN SCANTRON FORM 882 Final Exam Review Outline Ch 1 Staffing Models and Strategies 

- 4 points

Understand what the staffing function of HR does

“Process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness” 

Difference between the 5 types of staffing models

Ch 2 The Legal Environment

- 10 points



Understand the difference between the 3 types of employment relationships



Understand what disparate treatment and disparate impact are

Disparate Treatment. Claims of disparate treatment involve allegations of intentional discrimination in which the employer knowingly and deliberately discriminated against people on the basis of specific characteristics such as race or sex. Evidence for such claims may be of several sorts. Disparate Impact. Disparate impact, also known as adverse impact, focuses on the effect of employment practices, rather than on the motive or intent underlying them. Accordingly, the emphasis here is on the need for direct evidence that, as a result of a protected characteristic, people are being adversely affected by a prac- tice. Statistical evidence must be presented to support a claim of adverse impact. 

Understand how the following laws apply to staffing



Civil Rights Act (1964 & 1991)

Age Discrimination Employment Act

Americans with Disabilities Act

Immigration Reform and Control Act

Fair Credit Reporting Act



How Organizations should attempt to defend themselves when facing a disparate treatment or disparate impact discrimination case.



Basic understanding of the 4/5th rule

Ratio of any group must be at least 80% of the ratio of most favorably treated group

Ch 3 Planning 

- 4 points

What is included in the planning process?

1. Determine future HR requirements 2. Determine future HR availabilities 3. Reconcile requirements and availabilities—that is, determine gaps (shortages and surpluses) between the two 4. Develop action plans to close the projected gaps 

What is succession planning?

Succession Planning. Succession plans build on replacement plans and directly tie into leadership development. The intent is to ensure that candidates for promotion will have the specific KSAOs and general competencies required for success in the new job. The key to succession planning is assessing each promotable employee for KSAO or competency gaps, and where there are gaps, creating employee training and development plans that will close the gap. 

What is does a Markov analysis do?

Markov Analysis is used to predict availabilities on the basis of historical patterns of job stability and movement among employees.

Ch 4 Job analysis 

- 10 points

What is job analysis? What can it be used for?

Job analysis may be defined as the process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements and rewards. Note in this definition that job analysis is an overall process as opposed to a specific method or technique. A job requirements job analysis seeks to identify and describe the specific tasks, KSAOs, and job context for a particular job. This type of job analysis aims to be objective and has a very well-developed body of techniques to support its imple- mentation. A second type of job analysis, competency-based, attempts to identify and describe job requirements in the form of general KSAOs required across a range of jobs; task and work context requirements are of little concern. Competency-based approaches focus on how jobs relate to organizational strategy. A third approach to job analysis focuses on the rewards employees receive from their work. Unlike the job requirements and competency-based approaches, the rewards-based approach is used to assess what types of positive outcomes employees receive from performing a job.



How to prioritize positions that need a job analysis



Identify a well written task statement and KSAO



How to perform a job analysis that will stand up in court.

Ch 5 Recruiting 

- 4 points

Understand the difference between centralized and decentralized recruiting 

Centralize: 1 location – headquarter does recruiting for all, more consistent, more time



Decentralize: multiple locations • operate differently & different culture across multiple locations, less travel • less time • legal problem • the one main disadvantage: duplication of effort – a lot more costly



Understand the difference between open and targeted messages 

Open: don’t have a target market – not narrowing your reach



Targeted: focus on specific target



Know the basic administrative issues of recruiting

Ch 7 Measurement 

- 4 points

Understand what reliability and validity are and how they are related 

Reliability: determine how much error in measurement



Validity: Determine whether a measurement is a good predictor of the outcome - The degree to which available evidence supports inferences made from scores on selection measures





Have to be reliable first to be valid



Can be reliable & not valid

What is meant by standardized measurement? No false positive & false negative

Standardization is a means of controlling the influence of outside or extraneous factors on the scores generated by the measure and ensuring that, as much as possible, the scores obtained reflect the attribute measured. A standardized measure has three basic properties: 1. The content is identical for all objects measured (e.g., all job applicants take the same test). 2. The administration of the measure is identical for all objects (e.g., all job applicants have the same time limit on a test). 3. The rules for assigning numbers are clearly specified and agreed on in advance (e.g., a scoring key for the test is developed before it is administered). 

Understand the 4 different levels of measurement

 Percentiles (95 – do better than 95% people - more helpful – give benchmark to how that person do relative to others) vs. percentages



Methods to estimate reliability 

.80 or above: reliable enough



Methods to calculate validity



Concurrent: collect data at same time



Predictive: using applicant pool – measure after a period of time – huge timeline so not used very often



Content: subjective info that unique to each individual (show SME the measure – critique)



Face: how applicant view this measure & see how it related to the job



Construct: what you are trying to measure is distinct & different from existing measure (job satisfaction & turnover – should see different relationship to different variables, not identical relationship)

Ch 8 Initial Assessment Methods 

- 6 points

Questions that can and cannot be asked on applications and interviews





Should not ask for other given names, title (mr., mrs,..)



-------------------- marital/family status



Gender: may be BFOQ



Ethnicity: --------------



Age:



Height & weight : unless BFOQ



Military experience:

---------------

dishonorably discharged from military – certain protected group have higher percentage –> avoid disparage impact -> should not ask



Unless related to the job (e.g: military pilot, security,…)



Work availability -> religion discrimination • Option 1: calendar highlight your available work day • Option 2: statement – this job required you to work on 2 weekends/month



Conviction records: maintain non-hostile environment, has to be job-related (type of crime, time )





Arrest records: cannot ask – don’t know if they commited a crime



Friends/relative: can’t ask



Physical & mental health: can’t



Citizenship: are you a US citizen or (have authorization to work?) – could be just this



Off-the-job conduct: omit hobbies & interest



Organizational memberships: omit names that reveal certain protected group

Issues regarding collecting demographic data



Difference between letters of recommendation and reference checks



How to get reference information



What is biographical data?



Issues surrounding background checks

Ch 9 Substantive Assessment Methods 

- 8 points

How to determine when it is appropriate to use personality testing



What are ability tests, performance, integrity tests and issues surrounding each



What are discretionary and contingency assessment methods and when should they be used? 

Extent the job offer – contigent upon passing



Issues surrounding drug testing and medical exams and when they can be conducted



Understand the difference between structured and unstructured interviews

Ch 11: Decisions Making



- 26 points

Utility Analysis – What is it and what needs to be considered? What are its limitations?

Utility refers to the expected gains to be derived from using a predictor. Expected gains are of two types: hiring success and economic. 

Limitations: not consider disparate impact + face validity (how it appears to applicants)

1. Determining the dollar value of an employee’s performance is extremely sub- jective for many jobs and depends on untestable assumptions about how each employee contributes to a finished product.6 This is especially difficult in team environments or for jobs that do not have tangible individual outcomes. 2. Many important variables are missing from the model, such as EEO/AA con- cerns and applicant reactions.7 3. The utility formula is based on many assumptions that are probably overly simplistic, including that validity does not vary over time;8 that nonperfor- mance criteria such as attendance, trainability, applicant reactions, and fit are irrelevant;9 and that applicants are selected in a top-down manner and all job offers are accepted.



Selection ratio: 

Personality test is improving selection process: lower selection ratio => more selective



Base rate 



Want base rate to be higher– performance appraisal, exceed expectation

Economic Gain

Economic gain refers to the bottom-line or monetary impact of a predictor on the organization. The greater the economic gain the predictor produces, the more use- ful the predictor. 

Economic gain = Additional revenue – additional cost



Assessment score methods



Compensatory model 

Compensatory model: let aplicants compensate weaknesses w/ strengths => on the job can be compensate



The advantage of a compensatory model is that it recognizes that people have multiple talents and that many different constellations of talents may produce suc- cess on the job. The disadvantage of a compensatory model is that, at least for some jobs, the level of proficiency for specific talents cannot be compensated for by other proficiencies. 1. Clinical prediction: managers use their expert judgment to arrive at a total score for each appli- cant. 1 person set weight: can be biased 2. Unit weighting: each predictor is weighted the same at a value of 1.00. Weight each equally – does not take into account different weight. The problem with this approach is that it assumes each predictor contributes equally to the prediction of job success, which often is not the case. 3. Rational weighting: a committee/team responsible for setting those weights – less bias. With rational weighting, each predictor receives a dif- ferential rather than equal weighting. Managers and other subject matter experts (SMEs) establish the weights for each predictor according to the degree to which each is believed to predict job success. The advantage of this approach is that it considers the relative importance of each predictor and makes this assessment explicit. The downside, however, is that it is an elaborate procedure that requires managers and SMEs to agree on the dif- ferential weights to be applied. 4. Multiple regression: gather statistical data on job performance, … – software will generate weight – have to be skilled in statistical analysis

Multiple regression is similar to rational weighting in that the predictors receive different weights. With multiple regression, however, the weights are established on the basis of statistical procedures rather than on judg- ments by managers or other SMEs. Application Interview References 

(Weight) x (score)

+

(weight) x (score) + (weight) x (score)

Multiple hurdles model Multiple hurdles model: With a multiple hurdles approach, an applicant must earn a passing score on each predictor before advancing in the selection process. stair (have to pass to get to the next round): application -> interview -> references

 Narrowing down the pool, save time, but might miss sb that might be good  Make sense with critical positions: top managers; healthcare (surgeon)/pilot (no compensating, have to perform well in every aspect)

Combined model

Combined model: exibit 11.4 Application (pass/failed) => multiple hurdles Job knowledge test (pass/failed) => multiple hurdles Interview & references (total score to decide) => compensatory



Cut scores – What are they and what is their impact?

Cut score: individual score for each: application, interview, references A cut score is the score that separates those who advance in the process (e.g., applicants who become candidates) from those who are rejected. A cut score also needs to be established for jobs where there will be ongoing hiring needs. Impact: high cut score: missing good people ; too low: big applicant pool , longer to get through the process, unqualified\  Want to be high enough



Minimum competency: Set standard score to be qualified

Using the minimum competency method, the cut score is set on the basis of the minimum qualifications deemed necessary to perform the job. 

Top-down: take all the score, sort from highesr to lowest

under top-down hiring, cut scores are established by the number of applicants that need to be hired. Once that number has been determined, applicants are selected from the top based on the order of their scores until the number desired is reached. The traditionally selected cut score method is the top-down approach. For both external hiring and internal promotions, the top-down method will yield the high- est validity and utility. This method has been criticized, however, for ignoring the possibility that small differences between scores are due to measurement error. Another criticism of the top-down method is its potential for adverse impact, particularly when cognitive ability tests are used.



Banding: put score into group, everyone in the group would be treated as a same score (eg: 91 = 96) => may not hire the most qualified person



Banding refers to the procedure whereby applicants who score within a certain score range or band are considered to have scored equivalently. Research suggests that banding procedures result in substantial decreases in the adverse impact of cognitive ability tests, while, under certain conditions, the losses in terms of utility are relatively small.



Methods of final choice 1. Random selection: With random selection, each finalist has an equal chance of being selected. The only rationale for selecting a person is the “luck of the draw.” only works when all are top notch – equally qualified – have to be truly random 2. Ranking: With ranking, finalists are ordered from the most desirable to the least desirable based on results of discretionary assessments. Job offers are extended to people on the basis of their rank ordering, with the top-ranked person receiving the first offer. Should that person turn down the job offer or suddenly withdraw from the selection process, finalist number 2 receives the offer, and so on. most common – from top down – prepare for case when applicants turn down offer 3. Grouping: With the grouping method, finalists are banded together into rank-ordered catego- ries. like banding, but for total score (eg: group 90s together) The disadvantage is that decisions still have to be made from among the top choices.

 Decisions makers – Who should be involved in the final decision? 

HR Professionals: at least have in 1 stage of decision making



Managers: may not know about HR law & regulations



Employees: peer level with the position , meet prior (often during interview)

Ch 12 Final Match

- 16 points

Employment contracts



Requirements of an enforceable contract •

3 parts of an enfrorceable contract: •

Offer

•

Acceptance

•

Consideration: Consideration entails the exchange of something of value between the parties to the contract. looking at the process as a transaction – committing

Parties of •

Care should be taken to avoid misclassifying the offer receiver as an independent contractor when in fact the receiver will be treated practically as an employee (e.g., subject to specific direction and control by the employer). Such a misclassification can result in substantial tax and other legal liability problems for the organization.

•

Negotiate with a third party representing 1 party – need to have authorization to enter into the contract on behalf of a party Eg: A person acting on behalf of the organization, an agent acting on behalf of a person

Forms of •

Oral contract can be legally binding: jobs last less than a year – still recommend that in written form

•

The first exception is the one-year rule, which comes about in what is known as the statute of frauds.6 Under this rule, a contract that cannot be performed or fulfilled within a one-year interval is not enforceable unless it is in writing. Thus, oral agreements for any length greater than one year are not enforceable. Because of this rule, the organization should not make oral contracts that are intended to last more than one year. 

Disclaimers



Disclaimers: protect the rights of the employers and limit the rights of the employees

Sign: all the info is hones...