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40 Cards in this Set
- Front
- Back
staffing decisions
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associated with recruiting, selecting, promoting, and separating employees
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high performance work practices
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include the use of formal job analyzes, selection from within for key positions, merit-based promotions, and the use fo formal assessment devices for selection
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power distance
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the degree to which less powerful members of an
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uncertainty avoidance
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the extent to which members of a culture feel comfortable in unstructured situations
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multinational staffing
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procedures that involve staffing for organizations in more than one country
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validity
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the accurateness of inferences made based on test or performance data; also addresses whether a measure accurately and completly represents what was intended to be measured
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criterion-related validity
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validity appraoch that is demonstrated by correlating a test core with a performance measure; improves researcher's confidence in the inference that people with higher test scores have higher performance.
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selection ration (SR)
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index ranging from 0 to 1 that refects the ratio of positions to applicants; calculated by dividing the number of positions available by the number of applicants
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False positive
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Decision in which an applicant was accepted but performed poorly; decision is false because of the incorrect prediction that the applicant would have performed successfully and positive because the applicant was hired
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false negative
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decision in which an applicant was rejected but would have performed adequately or successfully; decision is false because of the incorrect prediction that the applicant would not have performed successfully and negative because the applicant was not hired.
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true positive
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decision in which an applicant was accepted and performed successfully; decision is true because of the correct prediction that the applicant would be a good performer and positive because the applicant was hired.
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true negative
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decision in which an applicant was rejected and would have performed poorly if he or she were hired; decision is true because of the correct prediction that the applicant would not be a good performer and negative because the appliant was not hired
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cut score
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specified point in a distribution of scores below which candidates are rejected; also known as "cutoff score"
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Criterion-referenced cut score
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establishing by considering the desired level of performance for a new hire and finding the test score that corresponds to the desired level of performance; sometimes called "domain-referenced" cut score
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Norm-referenced cut score
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based on some index of the test-takers' scores rather than any notion of job performance
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Uniform Guidelines on Employee Selection Procedures
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Official government guidelines designed to assist employers, labor organizations, employement agencies, and licensing and certification boards to comply with federal requirements
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Base rate
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percentage of the current workforce that is performing successfully
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Utility Analysis
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technique that assesses the economic return on investment of human resource interventions such as staffing or training.
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Comprehensive Staffing Model
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Model that gathers enough high quality information about candidates to predict the likelihood of their success on the varied demands of the job.
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Clinical Decision Making
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Uses judgment to combine information and to make a decision about the relative value of different candidates or applicants
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Statistical decision making
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combining information according to a mathematical formula
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Compensatory system
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noncompensatory strategy in which an individual has no opportunity to compensate at a later assessment stage for a low score in an earlier stage of the assessment process
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Multiple Hurdle System
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Constructed from multiple hurdles so that candidates who do not exceed each of the minimum dimension scores are excluded from further consideration
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Multiple regression analysis
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results in an equation for combining test scores into a composite based on the correlations among the test scores and the correlations of each test score with the performance score.
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cross-validation
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process used with multiple regression techniques in which a regression equation developed on a first sample is tested on a second sample to determine if it still fits well; usually carried out with an incumbent sample, and the cross-validated results are used to weight the predictor scores of an applicant sample.
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score banding
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approach in which individuals with similar test scores are grouped together in a category or score band, and selection within the band is then made based on other considerations.
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Standard error of measurement (SEM)
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Statistic that provides a measure of the amount of error in a test score distribution; function of the reliability of the variability in test scores
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Fixed band system
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candidates in lower bands are not considered until higher bands have been completely exhausted
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sliding band system
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permits the band to be moved down a score point (or to slide) when the highest score in a band is exhausted
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subgroup norming
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approach that develops separate lists for individuals within different demographic groups, then ranks the candidates within their respective demographic groups.
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Termination for cause
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An individual is fired from an organization for a particular reason; the individual has usually been warned one or more times about a problem, and either cannot or will not correct it.
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Layoff
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job loss due to employer downsizing or reduction in force; often comes without warning or with a generic warning that the workforce will be reduced
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Expert witness
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witness in a lawsuit who is permitted to voice opinions about organizational practices.
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Adverse (or disparate) treatment
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type of discrimination in which the plaintiff attempts to show that the employer actually treated the plaintiff differnly than majority applicants or employees; intentional discrimination
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Adverse Impact
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type of discrimination that acknowledges the employer may not have intended to discriminate against a plaintiff, but an employer practice did have an adverse impact on the group to which the plaintiff belongs
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"80 percent" or "4/5ths Rule"
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Guideline for assessing whether there is evidence of adverse impact; if it can be shown that a protected group received less than 80 percent of the desirable outcomes (e.g., job offers, promotions) recieved by a majority group, the plaintiffs can claim to have met the burden of demonstrating adverse impact.
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Adverse impact ratio
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obtained by dividing the selection ratio of the protected group by the selection ratio of the majority group; if this ratio is less than 80 percent, there is evidence of adverse impact.
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deposition
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interview under oath taken by an opposing attorney in a lawsuit
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discovery
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process in which lawyers are given access to potential witnesses who will be called by the other side, as well as any documents relevant to the complaints.
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class certification
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Judge's decision based on several critical criteria that determine whether individual plaintiffs can file together under a class action lawsuit.
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