Exam 4

docx

School

Rutgers University *

*We aren’t endorsed by this school

Course

37533301

Subject

Management

Date

Apr 3, 2024

Type

docx

Pages

Uploaded by DeaconFlowerDragonfly15

Chapter 8 - Why Is Proper Measurement Important? - Effective measurement and data analytics can result in a competitive edge. - What Is Measurement? - Measurement is the process of assigning numbers (according to some rule or convention) to aspects of people, jobs, job success, or aspects of the staffing system - What Is Data? - Data – Facts and statistics gathered for reference or analysis - used as the basis for reasoning or calculation. - There are 2 types of staffing data: - Predictive data is information about measures used to make projections about outcomes - Criterion data is information about important outcomes of the staffing process - Describing Data - Central tendency: describes the midpoint or center of data - Mean: the average of the scores - Median: the middle score, or the point below which 50 percent of the scores fall - Mode: the most commonly observed score (bimodal = two modes) - Variability: describes the spread of the data around the midpoint - Range: the difference between the highest & lowest observed score - Outlier: score much higher or lower than most of the scores in a distribution - Variance: a mathematical measure of spread based on squared deviations of scores from the mean - Standard deviation: positive square root of the variance; conceptually similar to the average distance from the mean of a set of scores - Regression Analysis - Multiple regressions: a statistical technique that predicts an outcome using one or more predictor variables; it identifies the ideal weights to assign each predictor to maximize the validity of a set of predictors. - Tips For Candidate Assessment - Use measures that are reliable and valid - Reliability: refers to how dependable or consistent a measure is in assessing a particular characteristic. - Validity: refers to how well a measure assesses a given construct and the degree to which you can make specific conclusions or predictions based on observed scores. In other words, the extent to which a selection method measures what it is supposed to measure and how well it does so - How to Assess Validity?

- Face Validity: A subjective assessment of how well items seem to be related to the requirements of the job. Said differently, does a test appear to measure what it is supposed to measure? - Validity Coefficient: A number (i.e., correlation) that indicates the magnitude of the relationship between a predictor (such as test scores) and the criterion (such as a measure of actual job success) - Be Wary of Selection Errors: All assessment tools are subject to errors, both in measuring a characteristic, such as verbal ability, and in predicting job success criteria, such as job performance - Why Do Organizations Conduct Assessments Despite Selection Errors? - Because appropriately using professionally developed measures enables organizations to make more effective staffing decisions than does the use of simple observations or random decision making, even if they are not perfect. - The practice of using a variety of measures and procedures to more fully assess people is referred to as the whole-person approach to assessment. - Creating/Selecting an Assessment System - Periodically reevaluate the usefulness and effectiveness of the system to ensure that it is still predicting job success without adverse impact. Chapter 9 - External Assessment Goals - 1. Processes - Accurate assessment - Accuracy Inhibitors - Stereotypes – awareness that any subgroup differences on standardized tests creates frustration among test takers from underrepresented groups and ultimately lower test scores - Avoid/minimize unconscious bias – the automatic shortcuts we all use to quickly process information and make decisions. - 2. Targeted Outcomes - Maximize fit... - Maximize return on investment (ROI)... - Identify new hires’ development needs.. - Compliance - assessments must be fair, consistent, and objective - Assessment Stages:

- Evaluative Assessment Methods: Other Tests - Personality assessments – MBTI; DISC; Big 5 Factors: extraversion, conscientiousness, emotional stability, agreeableness, and openness to experience - Emotional Intelligence – the set of abilities (verbal and nonverbal) that enable a person to generate, recognize, express, understand, and evaluate their own and others’ emotions in order to guide thinking and action that successfully cope with environmental demands and pressures - Interviews – unstructured and structured... - Behavioral interviews: using information about what the applicant has done in the past to predict future behaviors - Situational interviews: asking people how they might react to hypothetical situations - Case study interviews: give the candidate a business scenario and ask him or her to address and resolve it. - Evaluating an Assessment Method’s Effectiveness - The choice should be based on which methods best assess the applicant characteristics or competencies identified as important during the job analysis as well as the ability of the assessment method to meet other important goals of the external assessment process. - Validity: whether the assessment method predicts relevant components of job performance - Usability: people in the organization must be willing and able to use (i.e., be trained upon) the method consistently and correctly Chapter 10 - Internal Assessment: The evaluation of a firm’s current employees for training, reassignment, promotion, or dismissal purposes - Internal Assessment Goals - Enhancing the firm’s strategic capabilities - Maximizing person-job, person-group, and person-vocation “fit” - Internal Assessment Models: 9-Box and Crossroads

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

- Nine box matrix: a combined assessment of an employee’s performance and potential - Is a method for displaying judgments made about employees, not for making those judgments. - Often used for succession planning - Succession Planning - Succession management: an ongoing process of systematically identifying, assessing, and developing an organization’s leadership capabilities to enhance its performance - Replacement planning: the process of creating back-up candidates for specific senior management positions - What Makes Succession Management Effective? - Plan for and remedy any workforce talent deficiencies - The succession management process needs to make sense to and be usable by different business units - The process should also align with other human resource processes including recruitment, selection, rewards, training, and performance management - Career Planning: a continuous process of self-assessment and goal setting - Career Development Tools - Training and continuing education – skills in training in a more formalized educational setting. - Job rotation, challenging assignments, and mentoring

Exam 4

Related Documents