Exam 5: Recruitment, Selection, and Job Performance

As the HRM, you are responsible for defining sets of related behaviours that are derived from organizational goals and linked to successful job performance. What are these behaviours called?

Which of the following is NOT an objective measure of job performance?

Scenario 5-2 The CEO of KM Contracting, a medium-sized Canadian construction company, has decided to develop a performance management system so that the company can measure employee performance. As the HRM, you believe that a lack of clear job standards has led to the selection of inappropriate candidates. Managers have stated that performance appraisals are usually conducted only when inappropriate and unsafe workplace behaviours have occurred. The three major performance dimensions of all the jobs are technical construction proficiency, demonstrating effort, and maintaining self-discipline. -Refer to Scenario 5-2. The managers at KM Contracting are not clear on the distinction between performance management and performance measurement. Which of the following best defines performance measurement?

Explain how human rights relate to performance appraisal processes.

Scenario 5-1 You have just been hired as the recruitment and selection clerk for BCH, a health-care organization that oversees many diverse health services in British Columbia. You were offered the position due to your knowledge in legislation, experience in oral presentations and report writing, ability to effectively schedule complex projects, and self-discipline. The hiring manager stated that oral presentations and report writing were given the most weight in the hiring decision. He also mentioned that the importance of this job dimension influenced the raters' ratings over the other job dimensions. -Refer to Scenario 5-1. What contextual performance behaviour did BCH hire you for?

Which of the following best defines job performance?

Scenario 5-1 You have just been hired as the recruitment and selection clerk for BCH, a health-care organization that oversees many diverse health services in British Columbia. You were offered the position due to your knowledge in legislation, experience in oral presentations and report writing, ability to effectively schedule complex projects, and self-discipline. The hiring manager stated that oral presentations and report writing were given the most weight in the hiring decision. He also mentioned that the importance of this job dimension influenced the raters' ratings over the other job dimensions. -Refer to Scenario 5-1. Which of the following is NOT considered a counterproductive work behaviour?

Engaging in unsafe work practices is a counterproductive performance behaviour.

Scenario 5-3 You have been hired as the recruitment and selection clerk for BCH, a health-care organization that oversees many diverse health services in British Columbia. The BCH community extended-care facilities have developed a performance appraisal system whereby managers evaluate all employees on their initiative and attitude toward helping patients. The hospitals use a different performance appraisal system that includes phrases such as "responds to patient medical needs within 2 minutes" and "failed to interpret the medical needs of the patient." Some of the senior management obtain performance feedback from their superiors, peers, subordinates, and clients as well as complete their own self-ratings for professional development. -Refer to Scenario 5-3. In the health-care industry, performance extends beyond knowledge, skills, and abilities and requires performance that supports the organizational, social, and psychological environment in which the job is performed. What are these activities or behaviours called?

Performance is NOT the consequence or result of action; it is the action itself.

Which of the following concepts is known as the degree to which the criterion measure is influenced by, or measures, behaviours or competencies that are not part of job performance?

Scenario 5-2 The CEO of KM Contracting, a medium-sized Canadian construction company, has decided to develop a performance management system so that the company can measure employee performance. As the HRM, you believe that a lack of clear job standards has led to the selection of inappropriate candidates. Managers have stated that performance appraisals are usually conducted only when inappropriate and unsafe workplace behaviours have occurred. The three major performance dimensions of all the jobs are technical construction proficiency, demonstrating effort, and maintaining self-discipline. -Refer to Scenario 5-2. As the HRM, you have clarified that the outcome of KM Contracting's performance appraisals must be more than corrective discipline. What is the outcome of an effective performance appraisal system?

Describe two methods for measuring job performance.

Which of the following is the concept that refers to the ratings or rankings made by supervisors, peers, or others that are used in assessing individual job performance?

Cognitive ability appears to be the best predictor of task performance across all job situations.

Which of the following is job task behaviour for an airline pilot?

Into which subcategories would you break job performance behaviours?

Scenario 5-3 You have been hired as the recruitment and selection clerk for BCH, a health-care organization that oversees many diverse health services in British Columbia. The BCH community extended-care facilities have developed a performance appraisal system whereby managers evaluate all employees on their initiative and attitude toward helping patients. The hospitals use a different performance appraisal system that includes phrases such as "responds to patient medical needs within 2 minutes" and "failed to interpret the medical needs of the patient." Some of the senior management obtain performance feedback from their superiors, peers, subordinates, and clients as well as complete their own self-ratings for professional development. -Refer to Scenario 5-3. What performance appraisal method are the hospitals using?

Performance measurement is always subjective and is not reliable to predict future performance.

To evaluate the effectiveness of selection systems, companies must measure the task, adaptive, contextual, and counterproductive performance behaviours that are important for job success.