Q&A Hero

Q: A study conducted by the U.S. Postal Service regarding drug testing: A) showed that drug testing is a valid predictor of job performance. B) showed that drug testing does not correlate with on-the-job performance. C) revealed that most job candidates can "beat" a drug test. D) has been struck down by the Supreme Court.

Q: In a study conducted by the U.S. Postal Service regarding drug testing, applicants who had positive drug tests were fired nearly ________% more often than those who did not. A) 10 B) 25 C) 38 D) 55

Q: Assessment centers are useful in evaluating a candidate's: A) interpersonal skills. B) mechanical abilities. C) organizational fit. D) managerial skills.

Q: You are considering three candidates for a manager's job. Each candidate's experience and education are quite similar. You want to know how each candidate will perform, given certain tasks or situations. Your best selection tool for predicting this is: A) an assessment center. B) personality testing. C) psychological testing. D) an unstructured interview.

Q: Which of the following is an inappropriate question to ask during a job interview? A) "What is your maiden name?" B) "Have you ever been convicted of a crime?" C) "Are you willing to take a physical exam as a condition of your employment?" D) "Have you ever applied for a job with our company before and been turned down?"

Q: Which of the following is NOT a characteristic of a structured interview? A) Questions are limited to job-related factors. B) Answers are scored in the same manner. C) Applicants are interviewed by one manager. D) Applicants are asked the same questions.

Q: Which of the following is the most likely advantage of traditional interviews? A) Predicting a candidate's fit with the organization B) Making the hiring decision a team process C) Limiting questions to job-related issues D) Accurately predicting job performance

Q: Which of the following is an example of a work requirement question? A) Tell me about a time when you disagreed with a supervisor. B) What is the procedure for handling a customer complaint? C) Are you willing to work overtime to meet customer demands? D) Tell me what you know about our company and product line.

Q: Questions developed from the critical incident technique for the purpose of discovering how job candidates would respond to work-related events are called: A) unstructured questions. B) job knowledge questions. C) worker requirement questions. D) situational questions.

Q: Which of the following is NOT a criticism related to traditional interviews? A) Lack of flexibility B) Poor reliability C) Low validity D) Interviewer bias

Q: Which of the following is the most common selection tool? A) Work sample tests B) Personal interviews C) Personality tests D) Assessment centers

Q: Which selection tool would most likely be appropriate for a firm that has a significant problem with employee theft? A) Psychological test B) Personality test C) Honesty test D) Structured interview

Q: Which personality trait is most related to job performance? A) Conscientiousness B) Emotional stability C) Agreeableness D) Extroversion

Q: Which activity would most likely be required of job applicants taking a work sample test? A) Participating in an in-basket exercise B) Assembling and disassembling a small motor C) Discussing ethical situations with a manager D) Answering questions about engineering processes

Q: Which of the following is an example of a direct performance test? A) A general cognitive ability test B) A work sample test C) A physical ability test D) The Meyers-Brigg Type Indicator

Q: Which of the following is important for an employer to remember when reading letters of recommendation about job applicants? A) The more positive a letter is, the better the candidate. B) A poor letter of recommendation should be ignored. C) The content of the letter is more important than its positivity. D) Letters of recommendation are highly related to job performance.

Q: Which of the following would be most appropriate to measure a job candidate's math and verbal skills? A) Honesty test B) Application form C) Cognitive ability test D) Work sample test

Q: Which of the following subjects is appropriate to address on an application form? A) Age B) Race C) Education D) National origin

Q: A biodata form is a type of: A) ability test. B) psychological test. C) reference check. D) application form.

Q: Which of the following is the LEAST effective predictor of job performance? A) Application questionnaires B) Recommendation letters C) Personality tests D) Honesty tests

Q: Sebastian is concerned about his most recent hires at Anderson Brothers Company. He believed that by basing his selection on job-knowledge tests administered during the interview, he would have few problems with inept hires and would find the best employee for each position. He has found though, that the eight employees who were hired during the last hiring period each have had complaints about lack of competence and job knowledge. This most likely indicates that the tests lack: A) reliability. B) internal validity. C) external validity. D) predictive validity.

Q: Tyrese has just measured Cambridge Corporation's workforce. He is now trying to determine whether the tests he used are valid by comparing them to performance appraisals that supervisors have completed on the workers. He is attempting to find the: A) predictive validity of the tests. B) concurrent validity of the tests. C) content validity of the tests. D) reliability of the tests.

Q: In response to a lawsuit by an unsuccessful job applicant, your HRM department has compared previous applicants' scores on the test to their rates of success in the job. A high correlation arises, demonstrating that the test: A) is reliable. B) has content validity. C) has empirical validity. D) contains a contamination error.

Q: An employment selection tool that has empirical validity: A) reports consistent results across time. B) results in consistency among evaluators. C) correlates with job performance. D) measures unwanted influences.

Q: An employment selection tool that has content validity: A) reports consistent results across time. B) results in consistency among evaluators. C) contains a high correlation to job performance. D) accurately measures knowledge required for the job.

Q: An unsuccessful job applicant has filed suit against your company, alleging that a test she was given does not measure performance required on the actual job. Her suit is about the ________ of the test. A) reliability B) validity C) accuracy D) disparate impact

Q: Damen is reviewing the results of an employment test his company has been using. The scores do not relate well to applicants' actual job performance once hired. This test is most likely subject to a: A) reliability error. B) validity error. C) contamination error. D) deficiency error.

Q: Which term refers to the extent to which a technique measures an intended skill? A) Reliability B) Validity C) Accuracy D) Predictability

Q: Which term refers to the consistency of measurement across time? A) Reliability B) Validity C) Accuracy D) Predictability

Q: The selection process can help a firm contain costs as demonstrated by the ________ per year savings the federal government enjoys via ability testing for entry-level employees. A) $500,000 B) $1 million C) $1.5 billion D) $15 billion

Q: All of the following are associated with poor employee selection EXCEPT: A) affirmative action mandates B) employee resentment C) dissatisfied customers D) decreased productivity

Q: According to your text, which mechanism determines the overall quality of a firm's human resources? A) Socialization B) Recruiting C) Selection D) Job analysis

Q: What is the difference between labor supply and labor demand? When labor demand exceeds labor supply, what employee recruitment sources are available? What are the advantages and disadvantages of each source?

Q: The best way to recruit protected-class job applicants is to target those individuals with a recruiting message designed specifically for them.

Q: Workers who make up nontraditional labor pools typically lack the experience, education, and social experience found in traditional labor pools.

Q: Federal employment laws prevent employers from viewing applicants' Facebook pages.

Q: An applicant-centered approach to recruitment would most likely involve connecting with potential applicants on LinkedIn.

Q: A firm's current customers are a convenient and cost-effective employee source.

Q: Former employees are generally a poor choice for rehiring due to strong resentment against the employer.

Q: Additional Case 5.2 You are the HR director for a large company. Production has implemented a very successful TQM program, and the firm has a reputation for innovation and quality. Money is tight due to aggressive expansion and marketing efforts, but the firm is doing well. The firm has a diverse, well-balanced workforce. The CEO prefers to reward performance through promotion from within. However, if an employee chooses to leave the company, he or she is not eligible for rehire. The firm's MIS managers have requested that you identify 10 candidates for newly created computer programming jobs. These are entry-level jobs in MIS that require a bachelor's degree. Expansion plans in production have also created a number of new entry-level jobs and two new first-line supervisor jobs. An upper-level management position is open as well. This is a key position, and the longer it remains open, the more likely it is that the company will begin to lose market share. There are a number of excellent candidates for this job. "Fit" with the organization is one of the top criteria for the selection. The CEO wants both peers and subordinates to be involved in the process, but the CEO will make the final decision. The CEO wants your advice about the best selection tool. The CEO wants to narrow the field quickly and work with the data as he goes along, rather than obtain all the information on each candidate first. Refer to Additional Case 5.2. The first-line supervisor jobs would best be filled by: A) current employees. B) employee referrals. C) employment agencies. D) college recruiting.

Q: Additional Case 5.2 You are the HR director for a large company. Production has implemented a very successful TQM program, and the firm has a reputation for innovation and quality. Money is tight due to aggressive expansion and marketing efforts, but the firm is doing well. The firm has a diverse, well-balanced workforce. The CEO prefers to reward performance through promotion from within. However, if an employee chooses to leave the company, he or she is not eligible for rehire. The firm's MIS managers have requested that you identify 10 candidates for newly created computer programming jobs. These are entry-level jobs in MIS that require a bachelor's degree. Expansion plans in production have also created a number of new entry-level jobs and two new first-line supervisor jobs. An upper-level management position is open as well. This is a key position, and the longer it remains open, the more likely it is that the company will begin to lose market share. There are a number of excellent candidates for this job. "Fit" with the organization is one of the top criteria for the selection. The CEO wants both peers and subordinates to be involved in the process, but the CEO will make the final decision. The CEO wants your advice about the best selection tool. The CEO wants to narrow the field quickly and work with the data as he goes along, rather than obtain all the information on each candidate first. Refer to Additional Case 5.2. The best recruiting source of candidates for the newly created computer programming jobs would most likely be obtained through: A) university job placement offices. B) private employment agencies. C) temporary employee agencies. D) former employee networks.

Q: After an extensive recruiting effort, your company has contacted 225 interested individuals. At the application deadline, you have received 75 applications. What is your contact-to-applicant ratio? A) 1:2 B) 2:3 C) 1:3 D) 3:1

Q: The offer-to-acceptance ratio at Central Manufacturing is 6:1. How many offers will the firm need to make in order to fill 80 positions? A) 120 B) 240 C) 480 D) 540

Q: In human resource planning, the answer to the question, "How many candidates should we recruit?": A) is based on the firm's affirmative action plan. B) comes from the yield ratio calculated in the forecast. C) is directed by EEO consideration and the size of the labor pool. D) depends on the state of the labor pool and the current economy.

Q: Which of the following must have written affirmative action plans? A) Non-profit groups B) Government contractors C) Privately-held corporations D) Publicly-held corporations

Q: Which of the following is most likely a true statement about recruiting employees in a protected class? A) The recruiting message should be targeted to specific minority groups. B) All private sector firms are legally required to have an affirmative action policy. C) Using media that focuses on minorities is an effective way to recruit protected group members. D) Intense minority competition for jobs ensures a large pool of qualified and motivated applicants.

Q: Which of the following is most likely a true statement about recruiting? A) Internal recruiting enhances organizational communication. B) External recruiting fills positions quickly and inexpensively. C) External recruiting promotes innovation and new perspectives. D) Internal recruiting requires developing new organizational policies.

Q: Tatiana needs to hire a line manager and has a very small recruiting budget. The firm's current employees don't feel they have many advancement opportunities. It would be best for Tatiana to recruit: A) internally. B) externally. C) former military members. D) nontraditional workers.

Q: One of the advantages of promoting internal candidates is: A) rejuvenating work units. B) reducing training costs. C) fostering innovative ideas. D) reducing employee turnover.

Q: Which of the following is primarily associated with hiring external candidates? A) Lowers training costs B) Provides new ideas and perspectives C) Decreases recruitment time and expense D) Motivates other workers to strive for advancement

Q: Steve, an HR supervisor at APEX construction, has recently noticed a shortage of skilled workers due to a building boom in the area. He must find new workers quickly because it is uncertain how long the boom will last. He decides to hire nontraditional laborers. The most likely disadvantage of using nontraditional laborers is the: A) high costs of making reasonable accommodations. B) additional training that will be necessary. C) extensive involvement of the EEOC. D) high advertising costs.

Q: Managers primarily evaluate the effectiveness of recruiting sources based on: A) how long new employees stay. B) how much time is needed for training. C) the diversity levels within management. D) the bonuses required to minimize turnover.

Q: According to research, why do firms experience lower turnover rates when they fill positions with current and former employees? A) Effective socialization skills among workers B) Realistic job expectations of workers C) Applicable training in college D) Flexible demands at the firm

Q: The recruiting pool that most likely contains people who already enjoy the firm's product is: A) current customers. B) contingent workers. C) temporary workers. D) incumbent employees.

Q: Kyle has been hired by a staffing agency and put to work at Columbus Enterprises as a data analyst. After 90 days, Kyle will learn if he will be hired as a permanent employee. Which of the following terms best describes this recruiting method? A) Offshoring B) Evaluation orientation C) Temporary hiring D) Applicant-driven selection

Q: Cora's new fabric and textiles business is looking for its first employees. She hopes to open within the next two weeks and needs an inexpensive, timely recruitment method that will reach a large pool of applicants for long-term work. Her best option is to: A) create a radio ad. B) use online career sites. C) use print advertisements. D) contact a local headhunter.

Q: DF Enterprises often recruits former employees when positions become available. What is the most likely benefit of this strategy? A) Compliance with EEO guidelines B) Minimal worker demands for benefits C) Worker familiarity with company values D) Highest degree of worker loyalty and satisfaction

Q: If a firm is concerned about changing EEO-related balances among its employee base, it should NOT use: A) referrals from current employees. B) college campus recruiting. C) employment agencies. D) advertisements.

Q: Which recruitment source has been linked to the most loyal and satisfied hires? A) Referrals from current employees B) Referrals from customers C) Employment agencies D) Online job postings

Q: An applicant-centered approach to recruiting would most likely: A) give applicants personality tests. B) introduce applicants to co-workers. C) accommodate the schedules of applicants. D) offer applicants the highest industry wages.

Q: Richard has a very high motivation to perform a job well but is somewhat inept. He should be hired because his motivation will offset his lack of ability.

Q: The HR department should take sole responsibility to recruit, select, and socialize new employees.

Q: Additional Case 5.1 About a year ago, Powley Publishing began looking for a new managing editor for its home and garden magazine. The previous editor retired after 25 years on the job. The editors and the HR department debated about the key requirements for a new managing editor. Some felt it was knowledge of the business, others thought it was interpersonal skills. A few others believed it was the ability to attract writing talent and subscribers. Finally, it was decided that HR would screen candidates, and the editors would interview finalists in conjunction with HR. The HR director would make the final choice to avoid competition among the editors. Advertisements were placed nationally. A number of candidates were tested and interviewed by the HR manager, and references were checked. After a long search, a new managing editor, Jeff, was hired, but it quickly became apparent that a poor selection had been made. Although Jeff was competent, his overbearing management style drove two talented editors to leave for jobs with competitors. Jeff fulfilled all tasks of the position except soliciting writers and subscribers. In addition, Jeff offered no ideas or direction about increasing circulation. After 10 months, the publisher let Jeff go and began looking for a new managing editor. This time, the firm wants to find someone who is willing to tackle all tasks of the position and who has the right skills and personality mix. The firm wants someone who can start quickly and doesn't require significant training. The ability to innovate is less critical than the motivation to work hard. Recruiting funds are very limited. Refer to Additional Case 5.1. Based on Jeff's performance, it is most likely that the employer failed to properly assess Jeff's: A) abilities. B) cognitive skills. C) general knowledge of the publishing business. D) motivation for doing the job for which he was hired.

Q: Additional Case 5.1 About a year ago, Powley Publishing began looking for a new managing editor for its home and garden magazine. The previous editor retired after 25 years on the job. The editors and the HR department debated about the key requirements for a new managing editor. Some felt it was knowledge of the business, others thought it was interpersonal skills. A few others believed it was the ability to attract writing talent and subscribers. Finally, it was decided that HR would screen candidates, and the editors would interview finalists in conjunction with HR. The HR director would make the final choice to avoid competition among the editors. Advertisements were placed nationally. A number of candidates were tested and interviewed by the HR manager, and references were checked. After a long search, a new managing editor, Jeff, was hired, but it quickly became apparent that a poor selection had been made. Although Jeff was competent, his overbearing management style drove two talented editors to leave for jobs with competitors. Jeff fulfilled all tasks of the position except soliciting writers and subscribers. In addition, Jeff offered no ideas or direction about increasing circulation. After 10 months, the publisher let Jeff go and began looking for a new managing editor. This time, the firm wants to find someone who is willing to tackle all tasks of the position and who has the right skills and personality mix. The firm wants someone who can start quickly and doesn't require significant training. The ability to innovate is less critical than the motivation to work hard. Recruiting funds are very limited. Refer to Additional Case 5.1.Which of the following is most likely true given the problems associated with Jeff? A) HR should have administered a personality test as part of the selection process. B) Line personnel should have been more involved in the final selection decision. C) HR should have conducted more thorough reference and background checks. D) The firm should have taken an applicant-centered approach to recruiting.

Q: Additional Case 5.1 About a year ago, Powley Publishing began looking for a new managing editor for its home and garden magazine. The previous editor retired after 25 years on the job. The editors and the HR department debated about the key requirements for a new managing editor. Some felt it was knowledge of the business, others thought it was interpersonal skills. A few others believed it was the ability to attract writing talent and subscribers. Finally, it was decided that HR would screen candidates, and the editors would interview finalists in conjunction with HR. The HR director would make the final choice to avoid competition among the editors. Advertisements were placed nationally. A number of candidates were tested and interviewed by the HR manager, and references were checked. After a long search, a new managing editor, Jeff, was hired, but it quickly became apparent that a poor selection had been made. Although Jeff was competent, his overbearing management style drove two talented editors to leave for jobs with competitors. Jeff fulfilled all tasks of the position except soliciting writers and subscribers. In addition, Jeff offered no ideas or direction about increasing circulation. After 10 months, the publisher let Jeff go and began looking for a new managing editor. This time, the firm wants to find someone who is willing to tackle all tasks of the position and who has the right skills and personality mix. The firm wants someone who can start quickly and doesn't require significant training. The ability to innovate is less critical than the motivation to work hard. Recruiting funds are very limited. Refer to Additional Case 5.1. The firm most likely made a poor selection decision because of an inability to: A) agree on important job characteristics. B) attract an adequate pool of qualified applicants. C) decide who would make the selection decision. D) decide what recruiting source was best to use.

Q: What is the primary reason for a firm to have its HR department manage the staffing process? A) HR is most familiar with the position. B) HR can ensure that employment practices are legal. C) HR is most knowledgeable about the organization. D) HR can minimize conflicts between applicants and co-workers.

Q: Recent studies of MBA graduates have found that the early career success of these graduates seems to be a function of: A) ability. B) personality. C) motivation. D) motivation and ability.

Q: Which of the following is most likely a true statement about job motivation? A) Lack of motivation does not affect performance when ability is present. B) Motivation is usually quantified with a personality test. C) Motivation is both easy to measure and easy to stimulate. D) Motivation depends heavily on the work environment.

Q: Most of the measures used in hiring decisions focus on an applicant's: A) ability. B) motivation. C) ethics. D) personality.

Q: Determining the characteristics necessary for good job performance is most likely difficult because of the: A) changing business environment. B) lack of accurate job descriptions. C) lack of managerial involvement. D) changing nature of most jobs.

Q: Which of the following is LEAST relevant to determining the characteristics necessary for job performance? A) Organizational culture B) Applicant knowledge C) Applicant abilities D) Labor market

Q: According to research, employees who perform their jobs at above-average levels are: A) worth 60% of their salary more to the organization than average employees. B) less motivated by income levels than average employees. C) worth 40% of their salary more to the organization than average employees. D) the primary source of brain drain in most organizations.

Q: The process of orienting new employees to the organization, or the unit in which they will be working, is referred to as ________.

Q: ________ is the process of making a "hire" or "no-hire" decision regarding each applicant for a job.

Q: The process of generating a pool of qualified candidates for a particular job is called ________.

Q: Cut scores are used to make final decisions regarding employee selection.

Q: The hiring process begins with deciding who should make selection decisions.

Q: Recruitment requires HR to determine the characteristics for effective job performance and then measure applicants against that criteria.

Q: ________ involves familiarizing new employees with company policies and procedures and orienting them to the company in general. A) Recruiting B) Selection C) Socialization D) Interviewing

Q: You are part of a team selecting employees at Helping Hands, Inc. All applicants will take a cognitive test and participate in a structured interview. The selection process would most likely be more efficient if the team: A) oriented the applicants with potential co-workers. B) established a cut score for the cognitive test. C) expanded the structured interview. D) recruited nontraditional laborers.