1.

What are the five basic functions of the management process? Explain
some of the specific activities involved in each function. Which function is
most closely associated with human resource management?
The five basic functions are planning, organizing, staffing, leading, and controlling.
Planning activities include establishing goals and standards, developing rules and
procedures, and developing plans and forecasting. Organizing activities include
giving specific task assignments to subordinates, establishing departments,
delegating authority to subordinates, and establishing channels of authority and
communication. Staffing activities include determining what type of people should be
hired, recruiting prospective employees, and setting performance standards. Leading
activities include maintaining morale and motivating subordinates. Controlling
activities include setting standards such as sales quotas, and quality standards and
taking corrective action as needed. Staffing is the function most readily related to
human resource management. However, HR managers actually perform all 5
functions.
2.
Why is human resource management important to all managers? What
is the role of line managers in human resource management?
HR management is important to all managers because managers can do everything
else right - lay brilliant plans, draw clear organization charts, set up world-class
assembly lines, and use sophisticated accounting controls - but still fail, by hiring the
wrong people or by not motivating subordinates. On the other hand, many
managers - presidents, generals, governors, supervisor - have been successful even
with inadequate plans, organizations, or controls because they had the knack of
hiring the right people for the right jobs and motivating, appraising, and developing
them. The direct handling of people is an integral part of every line manager's duties.
More specifically, line managers must place the right person in the right job, orient
and train new employees, improve the job performance of each person, gain
cooperation and develop smooth working relationships, interpret the company's
policies and procedures, control labor costs, and protect employees' health and
physical condition.
3.
Explain the difference between line authority and staff authority. What
type of authority do human resource managers have?
Authority is the right to make decisions, to direct the work of others, and to give
orders. Line managers are authorized to direct the work of subordinates and are
directly in charge of accomplishing the organization's basic goals. Staff managers
are authorized to assist and advise line managers in accomplishing these basic
goals. Human resource managers are usually staff managers because they are
responsible for assisting and advising line managers in areas like recruiting, hiring,
and compensation. However, human resource managers do have line authority
within their own department.
4.
What are the three distinct functions carried out by human resource
managers? Describe each function in a brief essay.

The three functions include a line function, a coordination function, and a staff or
service function. HR managers exert line authority within the HR department
because they direct the activities of the people in that department. HR managers
also coordinate personnel activities. In the service function, HR managers assist in
hiring, training, evaluating, rewarding, counseling, promoting, and firing employees.
They also administer benefit programs and help line managers comply with EEO,
occupational health and safety, and labor laws.
5.
How have technological trends changed the nature of businesses? In
what way has technology changed human resources management?
Everyone knows that technology changed the nature of almost everything we do. We
use PDAs to communicate with the office, and plan trips, manage money, and
custom build new computers online. Similarly, technology changes what businesses
do and how they do it. For example, Internet-based communications enables firms to
offshore call center jobs to India, which has had a significant effect on HR
management. Technological applications provide support to human resources. ASPs
are used to process employment applications, Web portals are used to enable
employees to manage their benefits packages, and data warehouses help HR
managers monitor their HR systems.
6.
Today over two-thirds of the U.S. work force is employed in producing
and delivering services, not products. In a brief essay, explain the reasons for
this trend.
Several things account for this trend towards service jobs. With global competition,
more manufacturing jobs are shifting to low-wage countries. For example, Levi
Strauss, one of the last major clothing manufacturers in the United States, closed the
last of its American plants a few years ago. There has also been a dramatic increase
in productivity that lets manufacturers produce more with fewer workers. Just-in-time
manufacturing techniques link daily manufacturing schedules more precisely to
customer demand, thus squeezing waste out of the system and reducing inventory
needs. As manufacturers integrate Internet-based customer ordering with just-in-time
manufacturing systems, scheduling becomes even more precise. More
manufacturers are collaborating with their suppliers to create integrated supply
chains. The net effect is that manufacturers have been squeezing slack and
inefficiencies out of the entire production system, enabling companies to produce
more products with fewer employees. So, in America and much of Europe,
manufacturing jobs are down, and service jobs up.
7.
What is human resource management? What competencies are
necessary for HR managers to succeed in today's business environment?
Explain your answer in a brief essay.
Human resource management is the process of acquiring, training, appraising, and
compensating employees, and of attending to their labor relations, health and safety,
and fairness concerns.
Strategizing, internal consulting, and dealing with outside vendors and technology
call for new human resource management competencies. Modern HR managers
need to be talent managers, culture and change stewards, strategy architects,

operational executors, business allies, and credible activists. Of course, human

resource managers still need skills in areas such as employee selection, training,
and compensation.
Strategizing, internal consulting, and dealing with outside vendors and technology
call for new human resource management proficiencies. Of course, human resource
managers still need skills in areas such as employee selection, training, and
compensation. But in addition, they require broader business knowledge and
proficiencies. For example, to assist top management in formulating strategies, the
human resource manager needs to be familiar with strategic planning, marketing,
production, and finance. He or she must also be able to "speak the CFO's language,"
by explaining human resource activities in financially measurable terms, such as
return on investment and cost per unit of service.
8.
What is evidence-based human resource management? How does
evidence-based human resource management benefit firms?
Evidence-based human resource management.involves using data, facts, analytics,
scientific rigor, critical evaluation, and critically evaluated research/case studies to
support human resource management proposals, decisions, practices, and
conclusions. Put simply, evidence-based human resource management is the
deliberate use of the best-available evidence in making decisions about the human
resource management practices you are focusing on. Managers should use
evidence-based human resource management because unless managers take a
healthy, skeptical, evidence-based approach to human resources, they may jump to
the wrong managerial conclusions. Life is filled with intuitive-sounding insights, so
managers should always be asking questions like, "What is the evidence for this
claim?" and "Did this action really cause this result?"
9.
What ethical issues relate to human resource management? Provide an
example to illustrate your answer.
Ethics means the standards someone uses to decide what his or her conduct should
be. Six of the ten most serious workplace ethical issues - workplace safety, security
of employee records, employee theft, affirmative action, comparable work, and
employee privacy rights - are human resource management related. A recent
example of an HR-related ethical issue relates to labor laws. Prosecutors recently
filed criminal charges against several Iowa meatpacking plant human resource
managers, who allegedly violated employment law by hiring children younger than
16.
10.
How has increasing globalization affected business? What effect does
globalization have on HRM?
For businesspeople, globalization means more competition, and more competition
means more pressure to lower costs, to make employees more productive, and to do
things better and less expensively. Both workers and companies have to work harder
and smarter than they did without globalization. Job offshoringhaving employees
abroad do jobs that Americans formerly did - is a common method for reducing labor
costs. In the next few years, many employers plan to offshore even highly skilled

jobs such as sales managers, general managers, and HR managers. However, other
firms are actually "reshoring" jobs - bringing them back to United States. HR
managers working for global firms must be able to develop policies and practices
that are effective both at home and abroad.
11.
What were the three crucial guidelines affecting equal employment
legislation that Chief Justice Burger identified in his written opinion on Griggs
v. Duke Power Company?
First, discrimination by the employer need not be overt. The employer does not have
to be shown to have intentionally discriminated against the employee or applicant. It
need only show that discrimination did take place. Second, an employment practice
must be job related if it has an unequal impact on members of a protected class.
Third, the burden of proof is on the employer to show that the hiring practice is job
related.
12.
What are the three primary ways that an individual can prove sexual
harassment? Name and describe each one in a brief essay
The three main ways an employee can prove sexual harassment is quid pro quo,
hostile environment created by supervisors, or hostile environment created by coworkers or nonemployees. Quid pro quo means that submission to sexual conduct is
made a term or condition of employment or advancement. Even when no direct
threats or promises are made in exchange for sexual advances, if an offensive work
environment is created, sexual harassment has occurred. Further, advances do not
have to be made by the person's supervisor in order to qualify as sexual harassment.
An employee's co-worker or customers can cause the employer to be held
responsible for sexual harassment. EEOC guidelines state that an employer is liable
for the sexually harassing acts of its nonsupervisor employees if the employer knew
or should have known of the harassing conduct.
13.
What are the two primary arguments available to employers when
defending against sexual harassment liability? What two defenses are
available to employers fighting discriminatory practice allegations?
An employer must show that it exercised reasonable care to prevent and correct
promptly any sexually harassing behavior. Reasonable care can be shown through
strong sexual harassment policies, training managers and employees regarding their
responsibilities for complying with these policies, instituting reporting processes,
investigating charges promptly, and taking corrective action promptly. Second, the
employer can demonstrate that the plaintiff "unreasonably failed to take advantage of
any preventive or corrective opportunities provided by the employer." The
employee's failing to use formal organizational reporting systems satisfies the
second component. When defending against discriminatory practice allegations, an
employer can claim that the employment practice is a bona fide occupational
qualification for performing the job. The other option is showing that the practice is a
business necessity, which requires showing that there is an overriding business
purpose for the discriminatory practice and that the practice is therefore acceptable.

14.
What steps can an employee take to address the problem of sexual
harassment in the work place?
Employees can take the following 5 steps. First, employees can file a verbal
complaint or protest with the harasser and the harasser's boss stating that the
unwanted overtures should cease because the conduct is unwelcome. Second,
employees can write a letter to the accused. This letter provides a detailed statement
of the facts as the writer sees them, describes his or her feelings and what damage
the writer thinks has been done, and states tat he or she would like to request that
the future relationship be on a purely professional basis. This letter should be
delivered in person with a witness. Third, if the unwelcome conduct does not cease,
verbal and written reports should be filed regarding the unwelcome conduct and
unsuccessful efforts to get it to stop. These reports should be filed with the
harasser's manager and/or the human resource director. Fourth, if the letters and
appeals do not suffice, the accuser should turn to the local office of the EEOC to file
a claim. Fifth, if the harassment is of a serious nature, the employee can also consult
an attorney about suing the harasser for assault and battery, intentional infliction of
emotional distress, and injunctive relief and to recover compensatory and punitive
damages.
15.

Compare and contrast disparate treatment and disparate impact.

Disparate treatment means intentional discrimination. It exists where an employer

treats an individual differently because that individual is a member of a particular
race, religion, gender, or ethnic group. Disparate impact means that an employer
engages in an employment practice or policy that has a greater impact on the
members of a protected group under Title VII than on other employees, regardless of
intent. Disparate treatment requires finding intent to discriminate while disparate
impact claims do not require proof of discriminatory intent.
16.
Managers serve a significant role in establishing the environment of a
work place. How can managers discourage sexual harassment? How can
managers encourage inclusion in a diverse workforce?
Managers can actively discourage sexual harassment through a number of methods.
First, managers should take all complaints about harassment seriously and issue a
strong policy statement condemning such behavior. The policy should clearly
describe the prohibited conduct, assure protection against retaliation, describe a
complaint process that provides confidentiality, and provide accessible avenues of
complaint and prompt, thorough, impartial investigation and corrective action.
Managers should take steps to prevent sexual harassment from occurring, such as
communicating to employees that the employer will not tolerate sexual harassment,
and take immediate action when someone complains. In order to encourage an
atmosphere of inclusion in a diverse workforce, managers should learn about other
cultures and groups and facilitate interactions between employees from different
backgrounds. Management diversity involves providing strong leadership, assessing
the situation, providing diversity training and education, changing culture and
management systems, and evaluating the diversity management program.

17.
How does job analysis support human resource management activities?
Briefly describe one of the methods commonly used for gathering job analysis
data.
Job analysis provides information for recruitment and selection by laying out what
the job entails and what human characteristics are required to perform these
activities. This information helps management decide what sort of people to recruit
and hire. Job analysis information is also crucial for estimating the value of each job
and its appropriate compensation. A performance appraisal compares each
employee's actual performance with his or her performance standards. Managers
use job analysis to determine the job's specific activities and performance
standards. Job analysis interviews are one of the most commonly used methods for
gathering job analysis data. They range from completely unstructured interviews to
highly structured ones containing hundreds of specific items to check off. Managers
may conduct individual interviews with each employee, group interviews with groups
of employees who have the same job, and/or supervisor interviews with one or more
supervisors who know the job.
18.
What are the steps involved in the job analysis process? Briefly discuss
the methods available for collecting job analysis information.
There are six steps in doing a job analysis. Step 1 is to decide how one will use the
information. Step 2 is to review relevant background information such as
organization charts, process charts, and job descriptions. Step 3 is to select
representative positions. Step 4 is to analyze the job by collecting data on job
activities, required employee behaviors, working conditions, and human traits and
abilities needed to perform the job. Step 5 is to verify the job analysis information
with the worker performing the job and with his or her immediate supervisor. Step 6
is to develop a job description and job specification. There are various ways
(interviews, or questionnaires, for instance) to collect information on a job's duties,
responsibilities, and activities. In practice, you could use any one of them, or
combine several. The basic rule is to use those that best fit your purpose. Thus, an
interview might be best for creating a list of job duties and job description. The more
quantitative position analysis questionnaire may be best for quantifying each job's
relative worth for pay purposes. Interviews, questionnaires, observations, and
diary/logs are the most popular methods for gathering job analysis data. They all
provide realistic information about what job incumbents actually do.
19.
What time-saving options are available to a busy manager who needs to
conduct a job analysis and write job descriptions? Explain your answer in a
brief essay.
Job analysis can be a time-consuming process. It might take a few days to interview
five or six employees and their managers, and to explain to them the process and
the reason for the analysis. The department manager wouldn't have the time for that.
An abbreviated but still useful process would take just several hours. The steps
might include: 1. Greet participants. 2. Briefly explain the job analysis process and
the participants' roles in this process. 3. Spend about 15 minutes interviewing the
employees to get agreement on a basic summary of the job. 4. Identify the job's
broad areas of responsibility, such as "accounting" and "supervisory." Busy

managers often turn to the Internet for help writing job descriptions because the
process can save a great amount of time. Sites like O*NET and
www.jobdescription.com provide managers with important characteristics of various
occupations, as well as the experience, education, and knowledge needed to do
each job well.
20.
What are the advantages and disadvantages of using interviews to
collect job analysis data?
Interviews are a relatively simple and quick way to collect data. Skilled interviewers
can gather information that might otherwise go undiscovered. Some activities might
occur only occasionally or be more informal in nature. Interviews can discover these
types of activities. The interview also offers an opportunity to explain the need for a
job analysis. The biggest drawback is the chance for information to be distorted
either to outright falsification or honest misunderstanding.
21.
How has modern technology, such as the Internet, changed job analysis
methods? How has the Internet improved the ability of managers to write job
descriptions?
Methods such as questionnaires and interviews present some drawbacks. For
example, face-to-face interviews and observations can be time-consuming. And
collecting the information from geographically dispersed employees can be
challenging. Conducting the job analysis via the Internet is an obvious solution.
Therefore, "[t]he use of online methodologies for surveys, including job analysis
surveys, has increased dramatically in recent years, and most companies choose to
use the Internet or intranet to collect this type of data." Most simply, the human
resource department can distribute standardized job analysis questionnaires to
geographically disbursed employees via their company intranets, with instructions to
complete the forms and return them by a particular date. Of course, the instructions
should be clear, and it's best to test the process first.
Most employers probably still write their own job descriptions, but more are turning to
the Internet. One site, www.jobdescription.com, illustrates why. The process is
simple. Search by alphabetical title, keyword, category, or industry to find the desired
job title. This leads you to a generic job description for that title - say, "Computers &
EDP systems sales representative." You can then use the wizard to customize the
generic description for his position. O*Net The U.S. Department of Labor's
occupational information network, called O*NET, is an increasingly popular Web
tool. It allows users (not just managers, but workers and job seekers) to see the most
important characteristics of various occupations, as well as the experience,
education, and knowledge required to do each job well.
22.
In a brief essay, compare and contrast job descriptions and job
specifications.
The primary function of a job analysis is to develop job specifications and job
descriptions. A job description is a written statement of what the worker actually
does, how he or she does it, and what the job's working conditions are. You use this
information to write a job specification; this lists the knowledge, abilities, and skills

required to perform the job satisfactorily. There is no standard format for writing a job
description. However, most descriptions contain sections that cover:
1.
2.
3.
4.
5.
6.
7.

Job identification
Job summary
Responsibilities and duties
Authority of incumbent
Standards of performance
Working conditions
Job specifications

The job specification takes the job description and answers the question, "What
human traits and experience are required to do this job effectively?" It shows what
kind of person to recruit and for what qualities you should test that person. The job
specification may be a section of the job description, or a separate document.
23.
A human resource manager needs to develop job specifications for a
new position at her firm. She can either base the job specifications on
statistical analysis or on common sense. Briefly describe each method, and
recommend which method the HR manager should use.
Most job specifications come from the educated guesses of people like supervisors
and human resource managers. The basic procedure here is to ask, "What does it
take in terms of education, intelligence, training, and the like to do this job well?"
There are several ways to get these "educated guesses." You could simply review
the job's duties, and deduce from those what human traits and skills the job requires.
You can also choose them from the competencies listed in Web-based job
descriptions. In any case, use common sense when compiling your list. Don't ignore
the behaviors that may apply to almost any job but that might not normally surface
through a job analysis. Industriousness is an example. Who wants an employee who
doesn't work hard? The other option is to base job specifications on statistical
analysis, which is more defensible but also more difficult.
The aim here is to determine statistically the relationship between (1) some
predictor (human trait, such as height, intelligence, or finger dexterity), and (2) some
indicator or criterion of job effectiveness, such as performance as rated by the
supervisor.
The procedure has five steps:
1. analyze the job and decide how to measure job performance;
2. select personal traits like finger dexterity that you believe should predict
successful performance;
3. test candidates for these traits;
4. measure these candidates' subsequent job performance; and
5. statistically analyze the relationship between the human trait (finger dexterity)
and job performance.
Your objective is to determine whether the former predicts the latter. This method is
more defensible than the judgmental approach because equal rights legislation

forbids using traits that you can't prove distinguish between high and low job
performers.
24.
What is the difference between job enlargement, job rotation, and job
enrichment?
Job enlargement means assigning workers additional same-level activities. Thus, the
worker who previously only bolted the seat to the legs might attach the back as well.
Job rotation means systematically moving workers from one job to another.
Psychologist Frederick Herzberg argued that the best way to motivate workers is
through job enrichment. Job enrichment means redesigning jobs in a way that
increases the opportunities for the worker to experience feelings of responsibility,
achievement, growth, and recognition. It does this by empowering the worker - for
instance, by giving the worker the skills and authority to inspect the work, instead of
having supervisors do that. Herzberg said empowered employees would do their
jobs well because they wanted to, and quality and productivity would rise.
25.
What is a competency-based job analysis? Why should firms consider
describing jobs in terms of competencies instead of duties?
Job competencies are always observable and measurable behaviors. To determine
what a job's required competencies are, you should ask, "In order to perform this job
competently, what should the employee be able to do?" We can say that
competency-based job analysis means describing the job in terms of measurable,
observable, behavioral competencies (knowledge, skills, and/or behaviors) that an
employee doing that job must exhibit to do the job well. This contrasts with
describing jobs in terms of job duties and responsibilities. Traditional job analysis is
more job-focused (what are this job's duties?).
Competency-based analysis is more worker-focused: Here you ask, "What must
these employees be competent to do in order to perform this multi-skilled job?"
There are two reasons to consider describing jobs in terms of competencies rather
than (or in addition to) duties. First, traditional job descriptions may actually backfire
if a high-performance work system is your goal. Here the whole thrust is to
encourage employees to work in a self-motivated way. Employers do this by
empowering employees, organizing the work around teams, encouraging team
members to rotate freely among jobs, and pushing more responsibility for things like
day-to-day supervision down to the workers. Employees must be enthusiastic about
learning and moving among jobs. Giving someone a job description with a list of
specific duties may simply breed a "that's-not-my-job" attitude. The important thing is
to ensure that each worker has the skills he or she needs to move among the jobs.
Second, describing jobs in terms of skills can help the company support its strategic
aims. As an example, Canon's competitive strategy emphasizes miniaturization and
precision manufacturing. Encouraging employees to develop their skills in these two
areas helps ensure Canon has the skills it needs to execute its strategy.
26.
In a brief essay, explain how strategic planning relates to both personnel
planning and recruiting.
Employment (or personnel) planning is the process of deciding what positions the
firm will have to fill, and how to fill them. It embraces all future positions, from

maintenance clerk to CEO. Employment planning should flow from the firm's
strategic plans. Thus plans to enter new businesses or reduce costs all influence the
types of positions you'll need to fill or eliminate. One big question is whether to fill
projected openings from within or from outside the firm, and going outside requires
planning what recruiting sources you'll use. Firms that centralize recruitment efforts
are able to apply the company's strategic priorities company-wide.
27.
What tools are available for projecting personnel needs? How does a
recruiting yield pyramid function as a tool in the recruiting process? Provide
your answer in a brief essay.
Two tools used for projecting personnel needs include the trend analysis and the
ratio analysis. Trend analysis means studying variations in your firm's employment
levels over the last few years.
Trend analysis can provide an initial estimate of future staffing needs, but
employment levels rarely depend just on the passage of time. Other factors (like
changes in sales volume and productivity) also affect staffing needs. Another simple
approach, ratio analysis, means making forecasts based on the historical ratio
between (1) some causal factor (like sales volume) and (2) the number of employees
required (such as number of salespeople). Some employers use a recruiting yield
pyramid to calculate the number of applicants they must generate to hire the
required number of new employees. The pyramid indicates the ratio of offers made
to actual new hires, the ratio of candidates interviewed to offers made, the ratio of
candidates invited for interviews to candidates interviewed, and the number of offers
made.
28.
What methods are used by both small and large firms to forecast the
supply of inside candidates?
Department managers or owners of smaller firms often use manual devices to track
employee qualifications. Thus a personnel inventory and development record form
compiles qualifications information on each employee. The information includes
education, company-sponsored courses taken, career and development interests,
languages, desired assignments, and skills. Personnel replacement charts are
another option, particularly for the firm's top positions. They show the present
performance and promotability for each position's potential replacement. Larger firms
obviously can't track the qualifications of hundreds or thousands of employees
manually. Larger employers therefore computerize this information, using various
packaged software systems. Increasingly, they also link skills inventories with their
other human resources systems. So, for instance, an employee's skills inventory
might automatically update each time he is trained or appraised.
29.
What are the pros and cons associated with using internal sources of
job candidates? What are the pros and cons of using Internet recruiting to
locate external sources of job candidates?
Filling open positions with inside candidates has several advantages. First, there is
really no substitute for knowing a candidate's strengths and weaknesses, as you
should after working with them for some time. Current employees may also be more

committed to the company. Morale may rise if employees see promotions as rewards
for loyalty and competence. And inside candidates should require less orientation
and (perhaps) training than outsiders. However, hiring from within can also backfire.
Employees who apply for jobs and don't get them may become discontented; telling
them why you rejected them and what remedial actions they might take is crucial.
When all managers come up through the ranks, they may have a tendency to
maintain the status quo, when a new direction is required. Internet recruiting is a
cost-effective way to publicize openings; it generates more responses quicker and
for a longer time at less cost than just about any other method. Internet recruiting
has two big potential problems - discrimination and overload.
First, fewer older people use the Internet, so online application gathering may
inadvertently exclude disproportionate numbers of older applicants (and certain
minorities). Second, employers end up deluged with resumes from job seekers.
30.
In a brief essay, discuss how an HR manager should use the guide AIDA
to write a help wanted advertisement.
Experienced advertisers use the guide AIDA (attention, interest, desire, action) to
construct ads. An HR manager must attract attention to the ad with phrases and
words that grab the attention of readers. Next, a manager needs to develop interest
in the job. You can create interest with lines such as "are you looking to make an
impact?" or use other aspects of the job, such as its location.
Create desire by spotlighting words such as travel or challenge. As an example,
having a graduate school nearby may appeal to engineers and professional people.
Finally, the ad should prompt action with a statement like "call today." In general,
more information is better than less. Job applicants view ads with more specific job
information as more attractive and more credible.
31.
Why do employers turn to private employment agencies for assistance
in recruiting? Provide at least four reasons for the use of such employment
agencies.
There are six key reasons for using an employment agency. The firm does not have
to have internal human resource specialists for recruiting and screening. The firm
may have had difficulties in the past recruiting a qualified pool of applicants. The firm
may need the position filled very quickly. There is a perceived need to recruit more
minority and female applicants. When the best candidates are employed elsewhere,
it is more comfortable to have an agency approach the candidates. Use of an agency
reduced recruiting time.
32.
What are the differences between the two types of executive recruiters?
How do firms benefit from using executive recruiters?
Executive recruiters may be contingent or retained. Retained recruiters are paid
whether or not the employer eventually hires the executive through the efforts of the
search firm. These recruiters tend to focus on executive positions paying $150,000
or more. Contingency- based recruiters tend to handle junior to middle level
management job searches in the $50,000 - $150,000 range. Recruiters bring a lot to

the table. They have many contacts and are especially adept at finding qualified
employed candidates who aren't actively looking to change jobs. They can keep your
firm's name confidential until late into the search process. The recruiter can save top
management's time by finding and screening an applicant pool. The recruiter's fee
might actually turn out to be small when you compare it to the executive time saved.
33.
Why is effective recruiting a challenge for many employers? What
methods can employers use to effectively recruit a more diverse workforce?
Effective recruiting is difficult for many employers because some recruiting methods
are superior to others, depending on the type of job for which you are recruiting.
Second, the success you have recruiting depends greatly on nonrecruitment issues
and policies. For example, paying 10% more than most firms in your locale should,
other things being equal, help you build a bigger applicant pool faster. Third,
employment law prescribes what you can and cannot do when recruiting. For
example, managers can't rely on word-of-mouth dissemination of information about
job opportunities when the workforce is substantially all white or all members of
some other class, such as Hispanic. In order for businesses to effectively recruit a
more diverse workforce, they should take the goal of recruiting more minorities
seriously, and pursue that goal energetically. In practice, this requires a three-part
effort: Understand the recruitment barriers that prevent minorities from applying,
formulate the required recruitment plans for attracting and retaining minorities and
women, and institute the specific day-to-day programs into recruitment programs.

34.
In a brief essay, discuss how EEO laws affect both recruiting and the
information requested on job application forms.
Firms that use the Internet for recruiting purposes must show that they are in
compliance with EEO laws. Since fewer older people use the Internet, online
application gathering may inadvertently exclude disproportionate numbers of older
applicants and certain minorities. To prove they've complied with EEO laws,
employers should keep track of each applicant's race, sex, and ethnic group. The
EEO says that, to be an "applicant," he or she must meet three conditions: he or she
must express interest in employment; the employer must have taken steps to fill a
specific job; and the individual must have followed the employer's standard
application procedure. Firms must adhere to EEO laws in regards to the information
they request on job application forms. For example, firms should remember that
questions about an applicant's education should avoid asking about the dates of
attendance and graduation from various schools because the information may reflect
the applicant's age.
The courts have usually held that employers violate Title VII by disqualifying
applicants from employment because of an arrest, so forms should not ask about an
applicant's arrest record. Some forms ask the applicant to list memberships in clubs,
organizations, or societies. Employers should include instructions not to include
organizations that would reveal race, religion, physical handicaps, marital status, or
ancestry. It is usually illegal to require the listing of an applicant's physical handicaps

or past illnesses unless the application blank specifically asks only for those that
"may interfere with your job performance."
35.
Why are tests and other screening tools important aspects of employee
selection? What rights do test takers have during the testing process?
Once you review your applicants' rsums, the next step is selecting the best
candidates for the job, which is where testing and other screening tools become
important. Employers narrow the applicant pool by using the screening tools such as
tests, assessment centers, and background and reference checks. Then the
supervisor can interview likely candidates and decide who to hire. Nothing you do at
work is more important than hiring the right employees. It is important for three main
reasons: performance, costs, and legal obligations. Test takers have rights to privacy
and feedback under the American Psychological Association's (APA) standard for
educational and psychological tests; these guide psychologists but are not legally
enforceable. Test takers have the right to the confidentiality of test results, the right to
informed consent regarding use of these results, the right to expect that only people
qualified to interpret the scores will have access to them, or that sufficient
information will accompany the scores to ensure their appropriate interpretation and
the right to expect the test is fair to all. For example, no one taking it should have
prior access to the questions or answers.
36.
How can employers protect themselves against negligent hiring? How
can employers protect themselves against defamation?
Negligent hiring means hiring employees with criminal records or other problems
who then use access to customers' homes (or similar opportunities) to commit
crimes. Avoiding negligent hiring claims requires good screening. This means taking
"reasonable" action to investigate the candidate's background. Specifically, ". . .
make a systematic effort to gain relevant information about the applicant, verify
documentation, follow up on missing records or gaps in employment, and keep a
detailed log of all attempts to obtain information, including the names and dates for
phone calls or other requests."To protect themselves against defamation charges,
employers should ensure that only authorized managers provide information. Other
suggested guidelines for defensible references include "Don't volunteer information,"
"Avoid vague statements," and "Do not answer trap questions such as, Would you
rehire this person?'" In practice, many firms have a policy of not providing any
information about former employees except for their dates of employment, last
salary, and position titles.
37.

What is test validity? How are selection tests validated?

Test validity answers the question "Does this test measure what it's supposed to
measure?" Put another way, validity refers to the correctness of the inferences that
we can make based on the test. With employee selection tests, validity often refers
to evidence that the test is job related - in other words, that performance on the test
is a valid predictor of job performance. Selection tests are validated by a five step
process: analyze the job, choose the tests, administer the test, relate test scores to
criteria, and revalidate the test.

38.
What is the difference between criterion validity and content validity?
Which one is more difficult to demonstrate?
Criterion validity means demonstrating that those who do well on the test also do
well on the job and those that do poorly on the test do poorly on the job. Employers
can demonstrate content validity of a test by showing that the test constitutes a fair
sample of the content of the job. If the content on the test is representative of what
the person needs to know for the job, then the test is probably content valid.
Demonstrating content validity sounds easier than it is in practice. Demonstrating
that (1) the tasks the person performs on the test are really a comprehensive and
random sample of the tasks performed on the job and (2) the conditions under which
the person takes the test resemble the work situation is not always easy. For many
jobs, employers opt to demonstrate other evidence of a test's validity - most often,
criterion validity
39.
In a brief essay, discuss the use and effectiveness of cognitive tests
versus work sampling techniques for employee selection.
Cognitive tests are tests of general intellectual abilities. They measure not a single
trait but rather a range of abilities, including memory, vocabulary, verbal fluency, and
numerical ability. Psychologists often call such tests aptitude tests, since they purport
to measure aptitude for the job in question. Consider the Test of Mechanical
Comprehension which tests applicants' understanding of basic mechanical
principles. This may reflect a person's aptitude for jobs - like that of machinist or
engineer - that require mechanical comprehension.The work sampling technique
tries to predict job performance by requiring job candidates to perform one or more
samples of the job's basic tasks. Work sampling has several advantages. It
measures actual job tasks, so it's harder to fake answers. The work sample's content
- the actual tasks the person must perform - is not as likely to be unfair to minorities.
Designed properly, work samples exhibit better validity than do other tests designed
to predict performance.
40.
How would an employer benefit from using both personality tests and
situational tests when screening job applicants?
A person's cognitive and physical abilities alone seldom explain his or her job
performance. Other factors, like motivation and interpersonal skills, are very
important, and these can be discovered through personality tests. Employers use
personality tests to measure and predict intangibles of an applicant's personality,
such as introversion, stability, and motivation. Situational tests require examinees to
respond to situations representative of the job. Work sampling, video-based tests,
and miniature job training are situational tests. Miniature job training and evaluation
assumes that a person who demonstrates that he or she can learn and perform the
sample of tasks will be able to learn and perform the job itself. This approach tests
applicants with actual samples of the job, so it's inherently content relevant and
valid.
41.
Industrial psychologists often emphasize the "big five" personality
dimensions in personnel testing. List and explain the meaning of the big five
dimensions. How do personality traits correlate with job performance?

The "big five" personality dimensions are neuroticism, extroversion, agreeableness,

conscientiousness, and openness to experience. Neuroticism refers to a tendency to
exhibit poor emotional adjustment and experience negative effects like anxiety and
insecurity. Extroversion represents a tendency to be sociable, assertive, and active.
Openness to experience is the disposition to be imaginative, nonconforming,
unconventional, and autonomous. Agreeableness is the tendency to be trusting,
compliant, caring, and gentle. Conscientiousness is comprised of two related facets
including achievement and dependability.
Extroversion is generally associated with success in sales. Extroversion,
conscientiousness, and openness to experience are strong predictors of leadership.
Neuroticism is negatively related to motivation. Conscientiousness is the most
consistent and universal predictor of job performance.
42.
What is a management assessment center? What are some of the most
common tasks conducted in management assessment centers?
A management assessment center is a 2-3 day simulation in which 10-12 candidates
perform realistic management tasks under the observation of experts who appraise
each candidate's leadership potential. Typical simulated exercises include 1) the in
basket, 2) leaderless group discussion, 3) management games, 4) individual
presentations, 5) objective tests, and 6) the interview. These centers can be used for
promotion and development purposes as well as for selection.
43.
Various federal and state laws govern how employers acquire and use
applicants' and employees' background information. What four steps are
necessary in order for an employer to be in compliance with these laws?
The four steps are 1) disclosure and authorization; 2) certification; 3) provision of
report copies; and 4) notice after adverse action. In the first step, employers must
disclose to the applicant or employee that a report will be requested and that copies
may be provided to the employee/applicant, and the employer must obtain the
employee/applicant's written authorization. In the second step, the employer must
certify to the reporting agency that the employer will comply with the federal and
state legal requirements. In the third step, the employer must provide copies of the
report to the applicant/employee if adverse action such as withdrawing an offer or
dismissing the employee is contemplated. After the employer provides the employee
or applicant with copies of the consumer and investigative reports and a "reasonable
period" has elapsed, the employer may take adverse action. If so, the employee or
applicant must receive an adverse action notice.
44.
What are three arguments against the use of personality tests as
predictors of job performance?
First, projective tests are hard to interpret. An expert must analyze the test
taker'sinterpretations and infer from them his or her personality. The test's usefulness
then assumesthere's a measurable relationship between a personality trait (like
introversion) and success onthe job. Second, personality tests can trigger legal
challenges. For example, one court held thatthe MMPI is a medical test (because it

can screen out applicants with psychologicalimpairments), and so might violate the
ADA. Third, some experts dispute that self-report personality tests predict
performance at all.