Exam 10: Decision Making

Scenario 10-1 For four months you have been employed as the part-time HRM for TS Inc., a small Canadian aviation company. In the past, recruitment and selection rested on the shoulders of the president and, like most small companies, TS Inc. used employee referrals and an informal interview processes in selecting employees. Since you have been hired, you have guided management through several stages of the recruitment and selection process to hire an aircraft maintenance engineer. TS Inc. has used proper selection methods such as screening, testing, and structured interviews but is not sure about how to integrate the data from these various sources. In the past, the president relied on his gut feeling about applicants and made poor hiring decisions. -Refer to Scenario 10-1. TS Inc. is aware that the selection process can be subjective and susceptible to errors. Management is particularly concerned about the aircraft maintenance engineers who have the qualifications but may mistakenly be eliminated. What is this error called?

Describe some of the major challenges facing HR professionals with respect to decision making in the recruitment and selection process.

In the multiple hurdle model, applicants must pass the minimum cut-off for each predictor, in turn, before being assessed on the next predictor.

Scenario 10-1 For four months you have been employed as the part-time HRM for TS Inc., a small Canadian aviation company. In the past, recruitment and selection rested on the shoulders of the president and, like most small companies, TS Inc. used employee referrals and an informal interview processes in selecting employees. Since you have been hired, you have guided management through several stages of the recruitment and selection process to hire an aircraft maintenance engineer. TS Inc. has used proper selection methods such as screening, testing, and structured interviews but is not sure about how to integrate the data from these various sources. In the past, the president relied on his gut feeling about applicants and made poor hiring decisions. -Refer to Scenario 10-1. The president commented on one applicant as being honest and confident as revealed by his unswerving eye contact. What is this an example of?

According to the textbook, which of the following is NOT a predictor score for a sales applicant?

Which approach to collecting and combining applicant information involves the decision maker forming an overall impression of the applicant based on gut feelings or implicit theories rather than explicit, objective criteria?

Which of the following does NOT reduce the objectivity of group decisions?

In the profile matching model, current employees who are poor performers are assessed on several predictors.

What is the simplest way of combining applicant information in the selection process?

Scenario 10-1 For four months you have been employed as the part-time HRM for TS Inc., a small Canadian aviation company. In the past, recruitment and selection rested on the shoulders of the president and, like most small companies, TS Inc. used employee referrals and an informal interview processes in selecting employees. Since you have been hired, you have guided management through several stages of the recruitment and selection process to hire an aircraft maintenance engineer. TS Inc. has used proper selection methods such as screening, testing, and structured interviews but is not sure about how to integrate the data from these various sources. In the past, the president relied on his gut feeling about applicants and made poor hiring decisions. -Refer to Scenario 10-1. TS Inc. would like to use a decision-making model in which applicants' scores on each predictor (i.e., tests, interviews, reference checks) are weighted and summed to yield a total score (i.e., predicted job performance). What is this model called?

Which of the following is NOT a constraint or a competing demand employers must contend with when making selection decisions?

Scenario 10-1 For four months you have been employed as the part-time HRM for TS Inc., a small Canadian aviation company. In the past, recruitment and selection rested on the shoulders of the president and, like most small companies, TS Inc. used employee referrals and an informal interview processes in selecting employees. Since you have been hired, you have guided management through several stages of the recruitment and selection process to hire an aircraft maintenance engineer. TS Inc. has used proper selection methods such as screening, testing, and structured interviews but is not sure about how to integrate the data from these various sources. In the past, the president relied on his gut feeling about applicants and made poor hiring decisions. -Refer to Scenario 10-1. TS inc. has often selected the first applicant who met the minimum qualifications. What is this constraint?

Why do most employers resist using statistical decision-making approaches?

Employers welcome statistical approaches to selection decision making and use them widely.

In the multiple cut-off model, applicants are rejected if their scores on any of the predictors fall below the cut-off scores.

When employers tend to have a holistic, intuitive decision-making style, what might they require in order to convince them to use statistical approaches in the selection process?

In which approach are judgmental data combined statistically?

Describe one of the major challenges facing HR professionals with respect to recruitment and selection.

What type of error occurs when an applicant who is assessed favourably turns out to be a poor choice?

In which approach to collecting and combining applicant information are a number of judgmental ratings made based on the various sources of information?