Discussion 2: Predictor Effectiveness in Criterion Measure Estimation
After a potential predictor of employee performance is identified, it is necessary to observe its relationship with one or more criterion measure(s) of work related behaviors and/or performance. The criterion measures selected for employee performance predictors usually align with job-related tasks, behaviors, and outcomes. Depending on the specificity of the criterion, an in-depth analysis of the job may or may not be needed. How relevant are organizational factors such as turnover and absenteeism? How relevant is an employee’s personality or credit history? The criterion should dictate what you are measuring. Criterion measures should be selected based on job relevance, the relationship with chosen employee performance predictors, stability, and alignment with organizational outcomes (Society for Industrial and Organizational Psychology, Inc., 2003).
For this Discussion, select two employee performance predictors described in Learning Resources and current literature. Consider how each may or may not be effective in predicting sales performance.
Post a descriptions of the two predictors you selected. Explain which might be the most and least effective predictors of sales performance as a criterion measure. Provide concrete examples and citations from the Learning Resources and current literature to justify your post. 1.5 pages, at least 4 references in APA Style
Example 1:
Descriptions of the two predictors you selected
My options have been narrowed to aptitude testing and the experience listed on the applicant’s resume.
Explain which might be the most and least effective predictors of sales performance as a criterion measure.
Effective personnel assessment involves a systematic approach towards gathering information about applicants’ job qualifications, such as the applicant’s resume. Factors contributing to successful job performance, such as oral communication (interview) or problem solving (aptitude test) are identified using a process called job analysis. Job analysis identifies the duties performed on the job and the competencies needed for effective job performance. Basing personnel assessment closely on job analysis results makes the connection between job requirements and personnel assessment tools more transparent, thereby improving the perceived fairness of the assessment process (U.S. Office of Personnel Management, 2007).
Criterion measurement is the empirical and concrete evidence that can be quantified. The strongest predictor that achieves this would-be aptitude testing. Aptitude testing can be designed to fit the specific jobs; in this case, the salesperson position. Testing can be done on things such as spelling and sentence composition. A salesperson must possess the ability to communicate not only orally, but must also possess the ability to compose and correspond in writing. The aptitude test can be quantified by a score that ranges from 0-100. Appl.
PSY 3490, Industrial Organizational Psychology 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Define job analysis.
2. Differentiate between job-oriented and people-oriented approaches.
3. Compare and contrast the methods of job analysis and understand the features and limitations of
each.
4. Interpret what studies suggest regarding the reliability and validity of job analysis.
5. Evaluate the concept of performance criteria, and describe their characteristics.
6. Examine the advantages and disadvantages of the objective measures of job performance.
7. Describe subjective measures of job performance.
8. Explain the different types of error associated with subjective measures.
9. Analyze the advantages of 360-degree feedback.
Reading Assignment
Chapter 3:
Job Analysis
Chapter 4:
Performance Appraisal
Unit Lesson
Assessment
I/O psychologists use a variety of methods when performing their jobs, and regardless of the work setting,
most use assessment methods. Assessment involves gathering information in a systematic way. For I/O
psychologists working as professors, this information may be gathered in a research laboratory, through
surveys, for example. For I/O psychologists working within a large corporation, this information may be
gathered through observing employees at work. For I/O psychologists working for a consulting firm, this
information may be collected through interviews with clients. Regardless of the setting, I/O psychologists
typically apply reliable assessment techniques.
Job Analysis
One type of assessment that is common for consultants and others working directly in organization is called a
job analysis. A job analysis involves a, “method for describing jobs and/or the human attributes necessary to
perform them,” (Spector, 2012, p.54). The job analysis provides a thorough and accurate depiction of the job.
It specifies the activities, tasks, and characteristics associated with the job, and it may also specify the
knowledge, skills, abilities, and other attributes that an employee would need to perform the job.
Most I/O psychologists are trained to perform job analyses because these serve as the foundation for other
I/O activities. They use different approaches to analyze the job, depending on the purpose of the assessment.
One approach is called the job-oriented job analysis, and this focuses on what the employee does within that
job. Whereas, a person-oriented job analysis focuses on the specific competencies needed to perform the job
(Spector, 2012).
UNIT II STUDY GUIDE
Assessment
PSY 3490, Industrial Organizational Psychology 2
UNIT x STUDY GUIDE
Title
Job oriented job-analysis involves analyzing different levels of the job, including the position, duties, tasks,
activities, and elements of the job. The position is what people often mean when referring to “job,” and it
represents the role ...
An array of considerations must be made in identifying predictors .docxnettletondevon
An array of considerations must be made in identifying predictors for use as part of a selection process. While professional judgment plays a role, there should be sound empirical, logical, and theoretical evidence for the use of a predictor. A comprehensive knowledge of the job demands, desired outcome levels, and related empirical research collectively can provide such a rationale for selecting and using predictors. Once a predictor is identified, it is necessary to directly observe its relationship with one or more criterion measures of work related activities, behaviors, and performance. Consider how sales organizations may use employee-performance predictors to find suitable candidates for employment (Society for Industrial and Organizational Psychology, Inc., 2003).
Post: descriptions of two predictors used in personnel selection to estimate performance of an employee in sales. Explain how you might validate each predictor and which criterion measure(s) you might use. Provide concrete examples and citations from the Learning Resources and current literature to support your post.
Example 1
The purpose for conducting the validity study must be based on the understanding of the work performed on the job, the needs of the organization, and the rights of current prospective employees. An important step for describing the objectives of the research plan is to conduct a literature review to determine what studies already have been conducted on the construct in question for predicting performance on the job(s) (Drasgow, et., al., 2007, p. 351).
In the case of the salesperson, I have selected the Personality inventory and interview. The personality inventory, such as the Myers-Briggs Type Indicator (MBTI) tests people based on their perceptions and judgements (Myers and Briggs Foundation, n.d). The MBTI gives insight on the test taker’s preferences based on the scores. For instance, the MBTI would determine if the test taker is an introvert or extrovert. This is important information when determining if a person is a suitable candidate for the salesperson position.
Barrick, et., al., (2009) noted that social influence theory proposes that practically every interpersonal relationship involves social influence of some form or another; people aim to influence and are also being influenced (Cialdini & Trost, 1998; Levy, Collins, & Nail, 1998). This “infinite cycle” of communication and exchange of information often leads individuals in the presence of others to express themselves in a manner that will evoke a certain desired reaction from the target (Goffman, 2006). The interview provides the interpersonal relationship, which encourages the exchange of communication and information between the sales candidate and the employer.
The MBTI is concurrent on its validation. The test has been administered over 40 years, and have proven to be both valid and reliable. The only drawback to the MBTI is that it is unethical and .
LITERATURE REVIEW RESOURCES 1
FACTORS RESPONSIBLE FOR POOR UTILIZATION OF MENTAL HEALTH SERVICES IN TEXAS 10
Literature Review Resources
Student A. Sample
Grand Canyon University: RES-811
<Date>
<Note: Even though APA does not require the
date on a title page, it is a requirement for GCU papers.>
PSY-830 Literature Review Resources
Number
Article Information
Added to RefWorks? (Y or N)
1.
Reference Information
Industrial/Organizational Psychology: Understanding the Workplace
Y
Link
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=edswss&AN=000347729700002&site=eds-live&scope=site
Annotation
Morris, S. B., Daisley, R. L., Wheeler, M., & Boyer, P. (2015). A Meta-Analysis of the Relationship Between Individual Assessments and Job Performance. Journal of Applied Psychology, 100(1), 5-20. doi: 10.1037/a0036938.
In this examined scholarly journal research article, the authors Morris, S. B., Daisley, R. L., Wheeler, M., & Boyer, P.; analyzes the related validity criterion used in individual assessment. They defined individual assessments as a process used in selecting employees, and involving the utilization of different assessment methods, administered on each candidate interviewed, and using such assessment to evaluate, judge, and determine a candidate’s overall suitability for a position. The authors determined that the recommendations of the assessor are reliable enough to predict work performances; however, they mutually agree that the results must be characterized, explained and interpreted in a cautious manner, due to the fact that a relative small number of studies have been conducted and to take into consideration the possibilities of publication biases.
2.
Reference Information
In Support of Personality Assessment in Organizational Settings
Y
Link
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=psyh&AN=2007-18089-008&site=eds-live&scope=site
Annotation
Ones, D. S., Dilchert, S., Viswesvaran, C., & Judge, T. A. (2007). In support of personality assessment in organizational settings. Personnel Psychology, 60(4), 995-1027. 10.1111/j.1744-6570.2007.00099.x
The authors, Ones, D. S., Dilchert, S., Viswesvaran, C., & Judge, T. A. in this scholarly journal research article examined the idea of using personality tests for employees’ selection purposes. They used various meta-analyses including those used by Morgeson et al. (2007), such as the optimum and unit-weighted different correlations among the Big Five personality dimensions and behaviors in organizations, including job performance; (b) generalized variable relationships of Conscientiousness and its surfaces such as dependability and cautiousness achievement orientation; (c) the validity of compound personality measures; and (d) the validity of incrementa.
PSY 4680, Industrial Organizational Psychology 1
UNIT III STUDY GUIDE
Employee Assessment and
Selection
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
1. Define psychological test, identify the different types of tests (e.g.,
cognitive ability tests, psychomotor ability tests, knowledge and skill test,
personality tests, etc.), and apply these to work-related settings.
2. Analyze how biographical information, interviews, work samples,
assessment centers, and electronic assessments are used to select
employees.
3. Evaluate the employee recruitment process.
4. Research and apply the basic steps involved in selecting employees,
including the steps needed to conduct a validation study.
5. Explain how predictor information is used for selection.
6. Discuss the importance and utility of scientific selection, as well as the
legal issues associated with hiring decisions in the United States.
Unit Lesson
Employee recruitment and selection is a major activity of I/O psychologists.
Organizations spend much time and money hiring and training new employees,
with researchers estimating that it costs roughly 200% of an employee’s salary
to hire and train them (Griffeth & Hom, 2001). By hiring the right employees,
organizations can ensure that new employees not only have the skills and
abilities to perform the job well, but that they will be a great “fit” for the job
(Sujarto, 2011). Studies show that a good fit is associated with important
outcomes, such as organizational commitment, job satisfaction, and intentions to
quit (Kristof-Brown, 2005). Considering the costs and important outcomes of
employee selection, I/O psychologists use systematic approaches to recruit and
select the most well-qualified and best-fitting candidates.
Employee Selection
Employee selection is a very important activity because who you select for a
position has large implications, such as ensuring that new employees are able to
perform the job well and reducing unnecessary employee turnover (Barrick &
Zimmerman, 2009). Typically, selection involves assessing applicants and
gathering information about them to determine the extent to which they are
qualified and suitable for the job. The information that is gathered is related to
the position; job-related information includes details of their work history,
personality, interests, and other characteristics. The organization will also
provide the employee with critical information about the organization and job.
Some even provide a “realistic job preview,” in which they give applicants a
candid view of the responsibilities and conditions involved (Suszko & Breaugh,
1986).
Reading
Assignment
Chapter 5:
Assessment Methods for
Selection and Placement
Chapter 6:
Selecting Employees
Suggested Reading
Scroggins, W. A.,
Thomas, S. L., &
Morris, J. A. (2008).
Psychological testing in
personnel se ...
LITERATURE REVIEW RESOURCES 1
LITERATURE REVIEW RESOURCES 10
Literature Review Resources
Student A. Sample
Grand Canyon University: RES-811
<Date>
<Note: Even though APA does not require the
date on a title page, it is a requirement for GCU papers.>
PSY-830 Literature Review Resources
Number
Article Information
Added to RefWorks? (Y or N)
1.
Reference Information
Industrial/Organizational Psychology: Understanding the Workplace
Y
Link
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=edswss&AN=000347729700002&site=eds-live&scope=site
Annotation
Morris, S. B., Daisley, R. L., Wheeler, M., & Boyer, P. (2015). A Meta-Analysis of the Relationship Between Individual Assessments and Job Performance. Journal of Applied Psychology, 100(1), 5-20. doi: 10.1037/a0036938.
In this examined scholarly journal research article, the authors Morris, S. B., Daisley, R. L., Wheeler, M., & Boyer, P.; analyzes the related validity criterion used in individual assessment. They defined individual assessments as a process used in selecting employees, and involving the utilization of different assessment methods, administered on each candidate interviewed, and using such assessment to evaluate, judge, and determine a candidate’s overall suitability for a position. The authors determined that the recommendations of the assessor are reliable enough to predict work performances; however, they mutually agree that the results must be characterized, explained and interpreted in a cautious manner, due to the fact that a relative small number of studies have been conducted and to take into consideration the possibilities of publication biases.
2.
Reference Information
In Support of Personality Assessment in Organizational Settings
Y
Link
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=psyh&AN=2007-18089-008&site=eds-live&scope=site
Annotation
Ones, D. S., Dilchert, S., Viswesvaran, C., & Judge, T. A. (2007). In support of personality assessment in organizational settings. Personnel Psychology, 60(4), 995-1027. 10.1111/j.1744-6570.2007.00099.x
The authors, Ones, D. S., Dilchert, S., Viswesvaran, C., & Judge, T. A. in this scholarly journal research article examined the idea of using personality tests for employees’ selection purposes. They used various meta-analyses including those used by Morgeson et al. (2007), such as the optimum and unit-weighted different correlations among the Big Five personality dimensions and behaviors in organizations, including job performance; (b) generalized variable relationships of Conscientiousness and its surfaces such as dependability and cautiousness achievement orientation; (c) the validity of compound personality measures; and (d) the validity of incremental personality measures versus cognitive ...
Rater Issues in Performance ManagementMichael RosePsychology.docxmakdul
Rater Issues in Performance Management
Michael Rose
Psychology 601
Overview
Possible sources of performance information
Rater Motivation
Rater Training Programs
Case Study 6-4
Frame-of-Reference training
Article 1
Article 2
Article 3
Summary
Possible Sources of Performance Information (Raters)
Possible Sources
Supervisors
Peers
Subordinates
Self
Customers
Disagreements among raters
Not necessarily a problem
Behavioral indicators may vary across sources.
Important to define the target behavior clearly for all raters.
If disagreements are found, the importance of each source must be determined.
Rater Error Motivation
Raters may intentionally or unintentionally distort ratings.
Raters may be motivated to inflate or deflate ratings.
Motivation to provide accurate ratings.
Rater expects certain positive or negative consequences.
Probability of receiving rewards will be high if they provide accurate ratings.
Motivation to distort ratings.
Rater expects certain positive or negative consequences.
Probability of receiving rewards will be high if they distort ratings.
Motivations to Inflate or Deflate Ratings
Motivations for inflated ratings
Motivations for deflated Ratings
Maximize the merit raise/rewards
Encourage Employees
Avoid creating a written record
Avoid confrontation with employees
Promote undesired employees out of unit
Make the manager look good to his/her supervisor
Shock an employee
Teach a rebellious employee a lesson
Send a message to the employee that he/she should consider leaving
Build written record of employees poor performance
Preventing Conscious Distortion
Convince raters that they have more to gain by providing accurate ratings.
Increase accountability.
Have raters justify their ratings
Have raters justify their ratings face-to-face
Provide rater training
Rater Training programs
May cover the following topics:
Reasons for implementing the performance management system.
How to identify and rank job activities.
How to observe, record, and measure performance.
Information on the appraisal form and system mechanics.
How to minimize rating errors.
How to conduct an appraisal interview.
How to train, counsel, and coach.
Case Study 6-4
Provide a detailed discussion of the intentional and unintentional rating distortion factors that may come into play in this situation.
Evaluate the kinds of training programs that could minimize the factors you have described. What do you recommend and why?
Frame-of-Reference Training
Improves rater accuracy by familiarizing raters with the performance dimensions to be assessed.
Typically involves:
Discussion of the job description for the individual being rated.
Review of the definition for each dimension to be rated.
Discussion of examples of good, average, and poor performance.
Trainees rate fictitious employees.
Trainees informed of correct ratings for each dimension.
Article 1
Ratings of counterproductive performance: the effect of source and rater behavior.
M ...
PSY 3490, Industrial Organizational Psychology 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Define job analysis.
2. Differentiate between job-oriented and people-oriented approaches.
3. Compare and contrast the methods of job analysis and understand the features and limitations of
each.
4. Interpret what studies suggest regarding the reliability and validity of job analysis.
5. Evaluate the concept of performance criteria, and describe their characteristics.
6. Examine the advantages and disadvantages of the objective measures of job performance.
7. Describe subjective measures of job performance.
8. Explain the different types of error associated with subjective measures.
9. Analyze the advantages of 360-degree feedback.
Reading Assignment
Chapter 3:
Job Analysis
Chapter 4:
Performance Appraisal
Unit Lesson
Assessment
I/O psychologists use a variety of methods when performing their jobs, and regardless of the work setting,
most use assessment methods. Assessment involves gathering information in a systematic way. For I/O
psychologists working as professors, this information may be gathered in a research laboratory, through
surveys, for example. For I/O psychologists working within a large corporation, this information may be
gathered through observing employees at work. For I/O psychologists working for a consulting firm, this
information may be collected through interviews with clients. Regardless of the setting, I/O psychologists
typically apply reliable assessment techniques.
Job Analysis
One type of assessment that is common for consultants and others working directly in organization is called a
job analysis. A job analysis involves a, “method for describing jobs and/or the human attributes necessary to
perform them,” (Spector, 2012, p.54). The job analysis provides a thorough and accurate depiction of the job.
It specifies the activities, tasks, and characteristics associated with the job, and it may also specify the
knowledge, skills, abilities, and other attributes that an employee would need to perform the job.
Most I/O psychologists are trained to perform job analyses because these serve as the foundation for other
I/O activities. They use different approaches to analyze the job, depending on the purpose of the assessment.
One approach is called the job-oriented job analysis, and this focuses on what the employee does within that
job. Whereas, a person-oriented job analysis focuses on the specific competencies needed to perform the job
(Spector, 2012).
UNIT II STUDY GUIDE
Assessment
PSY 3490, Industrial Organizational Psychology 2
UNIT x STUDY GUIDE
Title
Job oriented job-analysis involves analyzing different levels of the job, including the position, duties, tasks,
activities, and elements of the job. The position is what people often mean when referring to “job,” and it
represents the role ...
An array of considerations must be made in identifying predictors .docxnettletondevon
An array of considerations must be made in identifying predictors for use as part of a selection process. While professional judgment plays a role, there should be sound empirical, logical, and theoretical evidence for the use of a predictor. A comprehensive knowledge of the job demands, desired outcome levels, and related empirical research collectively can provide such a rationale for selecting and using predictors. Once a predictor is identified, it is necessary to directly observe its relationship with one or more criterion measures of work related activities, behaviors, and performance. Consider how sales organizations may use employee-performance predictors to find suitable candidates for employment (Society for Industrial and Organizational Psychology, Inc., 2003).
Post: descriptions of two predictors used in personnel selection to estimate performance of an employee in sales. Explain how you might validate each predictor and which criterion measure(s) you might use. Provide concrete examples and citations from the Learning Resources and current literature to support your post.
Example 1
The purpose for conducting the validity study must be based on the understanding of the work performed on the job, the needs of the organization, and the rights of current prospective employees. An important step for describing the objectives of the research plan is to conduct a literature review to determine what studies already have been conducted on the construct in question for predicting performance on the job(s) (Drasgow, et., al., 2007, p. 351).
In the case of the salesperson, I have selected the Personality inventory and interview. The personality inventory, such as the Myers-Briggs Type Indicator (MBTI) tests people based on their perceptions and judgements (Myers and Briggs Foundation, n.d). The MBTI gives insight on the test taker’s preferences based on the scores. For instance, the MBTI would determine if the test taker is an introvert or extrovert. This is important information when determining if a person is a suitable candidate for the salesperson position.
Barrick, et., al., (2009) noted that social influence theory proposes that practically every interpersonal relationship involves social influence of some form or another; people aim to influence and are also being influenced (Cialdini & Trost, 1998; Levy, Collins, & Nail, 1998). This “infinite cycle” of communication and exchange of information often leads individuals in the presence of others to express themselves in a manner that will evoke a certain desired reaction from the target (Goffman, 2006). The interview provides the interpersonal relationship, which encourages the exchange of communication and information between the sales candidate and the employer.
The MBTI is concurrent on its validation. The test has been administered over 40 years, and have proven to be both valid and reliable. The only drawback to the MBTI is that it is unethical and .
LITERATURE REVIEW RESOURCES 1
FACTORS RESPONSIBLE FOR POOR UTILIZATION OF MENTAL HEALTH SERVICES IN TEXAS 10
Literature Review Resources
Student A. Sample
Grand Canyon University: RES-811
<Date>
<Note: Even though APA does not require the
date on a title page, it is a requirement for GCU papers.>
PSY-830 Literature Review Resources
Number
Article Information
Added to RefWorks? (Y or N)
1.
Reference Information
Industrial/Organizational Psychology: Understanding the Workplace
Y
Link
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=edswss&AN=000347729700002&site=eds-live&scope=site
Annotation
Morris, S. B., Daisley, R. L., Wheeler, M., & Boyer, P. (2015). A Meta-Analysis of the Relationship Between Individual Assessments and Job Performance. Journal of Applied Psychology, 100(1), 5-20. doi: 10.1037/a0036938.
In this examined scholarly journal research article, the authors Morris, S. B., Daisley, R. L., Wheeler, M., & Boyer, P.; analyzes the related validity criterion used in individual assessment. They defined individual assessments as a process used in selecting employees, and involving the utilization of different assessment methods, administered on each candidate interviewed, and using such assessment to evaluate, judge, and determine a candidate’s overall suitability for a position. The authors determined that the recommendations of the assessor are reliable enough to predict work performances; however, they mutually agree that the results must be characterized, explained and interpreted in a cautious manner, due to the fact that a relative small number of studies have been conducted and to take into consideration the possibilities of publication biases.
2.
Reference Information
In Support of Personality Assessment in Organizational Settings
Y
Link
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=psyh&AN=2007-18089-008&site=eds-live&scope=site
Annotation
Ones, D. S., Dilchert, S., Viswesvaran, C., & Judge, T. A. (2007). In support of personality assessment in organizational settings. Personnel Psychology, 60(4), 995-1027. 10.1111/j.1744-6570.2007.00099.x
The authors, Ones, D. S., Dilchert, S., Viswesvaran, C., & Judge, T. A. in this scholarly journal research article examined the idea of using personality tests for employees’ selection purposes. They used various meta-analyses including those used by Morgeson et al. (2007), such as the optimum and unit-weighted different correlations among the Big Five personality dimensions and behaviors in organizations, including job performance; (b) generalized variable relationships of Conscientiousness and its surfaces such as dependability and cautiousness achievement orientation; (c) the validity of compound personality measures; and (d) the validity of incrementa.
PSY 4680, Industrial Organizational Psychology 1
UNIT III STUDY GUIDE
Employee Assessment and
Selection
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
1. Define psychological test, identify the different types of tests (e.g.,
cognitive ability tests, psychomotor ability tests, knowledge and skill test,
personality tests, etc.), and apply these to work-related settings.
2. Analyze how biographical information, interviews, work samples,
assessment centers, and electronic assessments are used to select
employees.
3. Evaluate the employee recruitment process.
4. Research and apply the basic steps involved in selecting employees,
including the steps needed to conduct a validation study.
5. Explain how predictor information is used for selection.
6. Discuss the importance and utility of scientific selection, as well as the
legal issues associated with hiring decisions in the United States.
Unit Lesson
Employee recruitment and selection is a major activity of I/O psychologists.
Organizations spend much time and money hiring and training new employees,
with researchers estimating that it costs roughly 200% of an employee’s salary
to hire and train them (Griffeth & Hom, 2001). By hiring the right employees,
organizations can ensure that new employees not only have the skills and
abilities to perform the job well, but that they will be a great “fit” for the job
(Sujarto, 2011). Studies show that a good fit is associated with important
outcomes, such as organizational commitment, job satisfaction, and intentions to
quit (Kristof-Brown, 2005). Considering the costs and important outcomes of
employee selection, I/O psychologists use systematic approaches to recruit and
select the most well-qualified and best-fitting candidates.
Employee Selection
Employee selection is a very important activity because who you select for a
position has large implications, such as ensuring that new employees are able to
perform the job well and reducing unnecessary employee turnover (Barrick &
Zimmerman, 2009). Typically, selection involves assessing applicants and
gathering information about them to determine the extent to which they are
qualified and suitable for the job. The information that is gathered is related to
the position; job-related information includes details of their work history,
personality, interests, and other characteristics. The organization will also
provide the employee with critical information about the organization and job.
Some even provide a “realistic job preview,” in which they give applicants a
candid view of the responsibilities and conditions involved (Suszko & Breaugh,
1986).
Reading
Assignment
Chapter 5:
Assessment Methods for
Selection and Placement
Chapter 6:
Selecting Employees
Suggested Reading
Scroggins, W. A.,
Thomas, S. L., &
Morris, J. A. (2008).
Psychological testing in
personnel se ...
LITERATURE REVIEW RESOURCES 1
LITERATURE REVIEW RESOURCES 10
Literature Review Resources
Student A. Sample
Grand Canyon University: RES-811
<Date>
<Note: Even though APA does not require the
date on a title page, it is a requirement for GCU papers.>
PSY-830 Literature Review Resources
Number
Article Information
Added to RefWorks? (Y or N)
1.
Reference Information
Industrial/Organizational Psychology: Understanding the Workplace
Y
Link
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=edswss&AN=000347729700002&site=eds-live&scope=site
Annotation
Morris, S. B., Daisley, R. L., Wheeler, M., & Boyer, P. (2015). A Meta-Analysis of the Relationship Between Individual Assessments and Job Performance. Journal of Applied Psychology, 100(1), 5-20. doi: 10.1037/a0036938.
In this examined scholarly journal research article, the authors Morris, S. B., Daisley, R. L., Wheeler, M., & Boyer, P.; analyzes the related validity criterion used in individual assessment. They defined individual assessments as a process used in selecting employees, and involving the utilization of different assessment methods, administered on each candidate interviewed, and using such assessment to evaluate, judge, and determine a candidate’s overall suitability for a position. The authors determined that the recommendations of the assessor are reliable enough to predict work performances; however, they mutually agree that the results must be characterized, explained and interpreted in a cautious manner, due to the fact that a relative small number of studies have been conducted and to take into consideration the possibilities of publication biases.
2.
Reference Information
In Support of Personality Assessment in Organizational Settings
Y
Link
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=psyh&AN=2007-18089-008&site=eds-live&scope=site
Annotation
Ones, D. S., Dilchert, S., Viswesvaran, C., & Judge, T. A. (2007). In support of personality assessment in organizational settings. Personnel Psychology, 60(4), 995-1027. 10.1111/j.1744-6570.2007.00099.x
The authors, Ones, D. S., Dilchert, S., Viswesvaran, C., & Judge, T. A. in this scholarly journal research article examined the idea of using personality tests for employees’ selection purposes. They used various meta-analyses including those used by Morgeson et al. (2007), such as the optimum and unit-weighted different correlations among the Big Five personality dimensions and behaviors in organizations, including job performance; (b) generalized variable relationships of Conscientiousness and its surfaces such as dependability and cautiousness achievement orientation; (c) the validity of compound personality measures; and (d) the validity of incremental personality measures versus cognitive ...
Rater Issues in Performance ManagementMichael RosePsychology.docxmakdul
Rater Issues in Performance Management
Michael Rose
Psychology 601
Overview
Possible sources of performance information
Rater Motivation
Rater Training Programs
Case Study 6-4
Frame-of-Reference training
Article 1
Article 2
Article 3
Summary
Possible Sources of Performance Information (Raters)
Possible Sources
Supervisors
Peers
Subordinates
Self
Customers
Disagreements among raters
Not necessarily a problem
Behavioral indicators may vary across sources.
Important to define the target behavior clearly for all raters.
If disagreements are found, the importance of each source must be determined.
Rater Error Motivation
Raters may intentionally or unintentionally distort ratings.
Raters may be motivated to inflate or deflate ratings.
Motivation to provide accurate ratings.
Rater expects certain positive or negative consequences.
Probability of receiving rewards will be high if they provide accurate ratings.
Motivation to distort ratings.
Rater expects certain positive or negative consequences.
Probability of receiving rewards will be high if they distort ratings.
Motivations to Inflate or Deflate Ratings
Motivations for inflated ratings
Motivations for deflated Ratings
Maximize the merit raise/rewards
Encourage Employees
Avoid creating a written record
Avoid confrontation with employees
Promote undesired employees out of unit
Make the manager look good to his/her supervisor
Shock an employee
Teach a rebellious employee a lesson
Send a message to the employee that he/she should consider leaving
Build written record of employees poor performance
Preventing Conscious Distortion
Convince raters that they have more to gain by providing accurate ratings.
Increase accountability.
Have raters justify their ratings
Have raters justify their ratings face-to-face
Provide rater training
Rater Training programs
May cover the following topics:
Reasons for implementing the performance management system.
How to identify and rank job activities.
How to observe, record, and measure performance.
Information on the appraisal form and system mechanics.
How to minimize rating errors.
How to conduct an appraisal interview.
How to train, counsel, and coach.
Case Study 6-4
Provide a detailed discussion of the intentional and unintentional rating distortion factors that may come into play in this situation.
Evaluate the kinds of training programs that could minimize the factors you have described. What do you recommend and why?
Frame-of-Reference Training
Improves rater accuracy by familiarizing raters with the performance dimensions to be assessed.
Typically involves:
Discussion of the job description for the individual being rated.
Review of the definition for each dimension to be rated.
Discussion of examples of good, average, and poor performance.
Trainees rate fictitious employees.
Trainees informed of correct ratings for each dimension.
Article 1
Ratings of counterproductive performance: the effect of source and rater behavior.
M ...
EMPLOYEES VIEW ON PERFORMANCE APPRAISAL PROCESS AND ITS EFFECT ON WORK ATTITU...paperpublications3
Abstract: Performance appraisal is a means of evaluating employees’ current past performance standards set by the organization. The purpose of the study was to establish the employees’ views on performance appraisal process and its effect on work attitude in Kenya seed Company Limited. Stratified random sampling technique was used to select the 71 employees. The data collected from the field was analyzed using descriptive statistics. The results were then presented in tables, pie charts and bar graphs. On overall, the study found out that performance appraisal if carried out as a matter of routine improves the work performance in the organization. It was recommended that the management should continue embracing performance appraisal and employees to get more information on the standards against which they are being rated.
RESEARCH PROPOSAL MBA-HUMAN RESOURCE MANAGEMENT1. Project (re.docxronak56
RESEARCH PROPOSAL: MBA-HUMAN RESOURCE MANAGEMENT
1. Project (research topic) title
The title of this proposal is: "Effectiveness of Reward System and Appraisals System in increasing the Retention and Productivity of employees in Retail Sector"
2. Project (research topic) summary
In no more than 100 words, intelligible to a reader who is not a specialist in this field, summarize the aims, significance and expected outcomes of your proposed research.
Project summary:
Organizations and the business sectors use the system of appraisal to gauge the performance of the various employees. Moreover, rewarding of well-performing employees is a motivation to the employees. This project aims a studying the effective systems of appraisal and rewarding in the retail business. Effective appraisal systems ensure that there is progress in the organization. Effective appraisal systems are appreciated by the employees and are the basis of retaining good performing employees. The proposal aims at providing an understanding effectiveness of systems of rewarding and appraisal to the performance and retention of the employees.
3. Project (research topic) details
3.1 Introductory background
The human resource department plays an important role in ensuring that all units of a business are integrated. They do this by employee management; performing appraisals and rewarding of well-performing employees. Rewards appraisal is significant in raising the employee motivation and levels of performances (Hendry, 2012).
3.2 Research questions
The research question aims to answer the effects of rewarding and appraisal system in the business. The research questions include:
· What is the system of rewarding in the business?
· How is the appraisal system of the business like?
· The effects of the appraisal and rewarding system on the employees
· How do the employees react to the system of appraisal?
Hypothesis
H0: Effective appraisal and rewarding systems in a retail organization lead to employee retention in the retail organization.
H1: Effective appraisal and rewarding systems in a retail organization lead to increased employee productivity in the retail organization.
3.3 Aims/Objectives of the project
The following are the objects of the research.
· To have an understanding of the significance of the systems of appraisal and rewarding in the retail sector.
· To have an understanding of the impact of rewarding and appraisal system on employee productivity.
· To have an understanding of the employees the systems used to appraise and reward employees for their retention.
· To understand the importance of reward and appraisal systems in the retail organization.
· To understand the extent of employee retention through effective reward and appraisal system.
· To understand the increase in productivity that is related to reward and appraisal system.
3.4 Significance/Contribution to the discipline
In the organizations, the rewarding and appraisal systems hav ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxgidmanmary
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxchristinemaritza
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone.
Job Analysis and Design Introduction This section focu.docxpriestmanmable
Job Analysis and Design
Introduction
This section focuses on three issues in the field of personnel psychology: job analysis,
job description, and job design. Job analysis and job description are foundation issues
in the field that are often looked at closely from a legal perspective. Job design focuses
on the motivation, efficiency, and effectiveness of the worker.
Job Analysis
A job analysis is the foundation for a variety of human resource functions. For
example, recruitment, selection, placement, training and development, compensation,
and promotion all rely upon the information gained through a job analysis. A job
analysis is, essentially, a snapshot of the job and includes specific information such as
the tasks performed by the worker, why the worker performs those tasks, the tools or
techniques the worker uses to perform the tasks, and the conditions under which the
tasks may be performed. For example, one task statement for a police officer might be,
"Under various weather conditions, patrols are assigned an area on foot for the purpose
of checking on the security of business establishments." A task statement for a
telephone installation technician might read, "Using a staple gun, a screwdriver, and a
handheld drill, install inside wiring and telephone instrument connection point." A job
analysis may also list the knowledge, skills, abilities, and personality characteristics (or
the KSAPCs) required to successfully perform the job. For instance, the requirements
for the police officer task statement might be knowledge of criminal law, knowledge of
patrol procedures, and ability to observe details. It is important to note that instead of
KSAPCs, job analysts may use the acronym KSAO for knowledge, skills, abilities, and
other characteristics.
There is no one way to perform a job analysis. Choice of a job analysis technique
depends upon the purpose of the analysis as well as the training of the analyst. Job
analysis data may be collected by observing workers performing the job, having the
analyst perform the job, reviewing training materials, interviewing persons who
perform the job, interviewing those who supervise the workers, or having workers
complete a survey which asks them about the job. The job analyst may design the
survey or use a published job analysis survey. Often, more than one data collection
method is used. This multimethod approach increases the probability of achieving an
in-depth understanding of the job.
Assessing Job Descriptions
A job description is one of the results of a job analysis. It is a brief statement that
summarizes the information contained in the job analysis. A job description is the
document that job candidates typically see during the recruitment or selection process.
By reviewing a job description, a candidate for the position should have a fairly good
understanding of the duties, responsibilities, and requirements of the jo ...
Personnel Selection EffectivenessIn the Standards for Educationa.docxmattjtoni51554
Personnel Selection Effectiveness
In the Standards for Educational and Psychological Testing, the American Educational Research Association (1999) denotes five forms of evidence for use in evaluating a selection procedure for a specific application: (a) relationships between predictor scores and other variables (e.g., test–criterion relationships), (b) content, (c) internal test structure, (d) response processes, and (e) testing consequences. Industrial/Organizational (I/O) practitioners need to be mindful of these considerations in test development and in choosing standardized tests for employee selection.
Effective personnel selection processes entail systematically implementing assessments to evaluate job-related knowledge, skills, and abilities (KSAs), and personality traits (Arabian, 2008). Establishing job requirements provides a firm foundation for selection, and it facilitates identifying appropriate assessments to cover all dimensions of a given job and the results of performing that job (outcomes). Consequently, an effective selection process should include a variety of assessments measuring different aspects of a candidate with the ultimate goal of providing as full and accurate an assessment of as many job dimensions as possible (Arabian, 2008). Consider the assessments that you encountered before you were hired at a recent job. Do you believe they were effective in capturing the multiple dimensions of that job? If outcomes were included, do you think they were necessary?
Post an explanation of what process should be used to determine the effectiveness of personnel selection effectiveness. Then, provide your position on whether multiple outcomes should be used in personnel selection. Provide concrete examples and citations from the Learning Resources and current literature to support your post.
Example:
According to the American Educational Research Association’s (2014) Standards for Educational and Psychological Testing, the validation of employment testing begins with job analysis. It is necessary to identify the job behaviors and outcomes specified for the job employees are being selected for. This job analysis provides the empirical evidence necessary to link employment testing with job performance. There are two basic types of job analysis- deductive and inductive. Deductive job analysis utilizes extant knowledge of specific job that are available for use. Inductive job analysis develops new data about the specific job of interest (Whetzel & Wheaton, 2016).
The goal of selection testing is to draw inferences that test performance will predict job performance. This relationship can be established by identifying the link between predictors and performance and behavioral measures. A predictor construct domain is established by determining the knowledge, skills, abilities (KSAs), and traits that are included with certain constructs (e.g., reading comprehension). Criterion constructs are job behaviors or outcomes su.
FOCUS ON BUSINESS PRACTICES 383maintaining visibility in t.docxkeugene1
FOCUS ON BUSINESS PRACTICES 383
maintaining visibility in the job market are vital to success. As
communication teachers and practitioners, we need to highlight strate-
gies such as these that will best equip our graduates for the global
job market.
References
Gilleard, C., & Hawkins, P. (2004). If only I’d known. Making the most of higher education—
A guide for students and parents. Warwick, UK: Association of Graduate Recruiters
Publication.
Grant, T., & Borcherds, R. (2008). Communicating @ work—Boosting your spoken, written
and visual impact (2nd ed). Pretoria, South Africa: Van Schaik.
Rosa, C. 2007. The effectiveness of the job applicant selection process. Retrieved March 9,
2008, from http://www.mba.co.za/article.aspx?rootid=6&subdirectoryid=1666
Address correspondence to Terri Grant, Professional Communication Unit, School of
Management Studies, University of Cape Town, Private Bag, Rondebosch, 7701, Cape
Town, South Africa; email: [email protected]
A REVIEW OF A TELEPHONE-ADMINISTERED
BEHAVIOR-BASED INTERVIEW TECHNIQUE
Gary C. Oliphant
Stetson University
Katharine Hansen
Quintessential Careers
Becky J. Oliphant
Stetson University
DOI: 10.1177/1080569908321429
THE EMPLOYMENT INTERVIEW is intended to provide insight
into a candidate’s future performance by evaluating the oral responses
to the questions presented by the interviewer. For decades, researchers
have studied many facets of the interview and have produced mixed
results as to the predictive validity of the employment interview
(McDaniel, Hartman, Whetzel, & Grubb, 2007; Posthuma, Morgeson,
& Campion, 2002). Still, interviewing represents the most popular
employee selection method among practitioners. If hiring the right
person for the job is crucial to the success of any organization, why do
employers continue using the employment interview? We offer some
explanations and then describe a technique that has offered promising
predictive results for a Midwestern consulting firm.
Why Use Interviews?
The following are offered as reasons that practitioners continue to use
employment interviews even though academic research has shown
low predictive validity. First, the interview indirectly adds value to the
process beyond that of a selection tool in such areas as recruitment,
public relations, and feedback. Second, managers believe a face-to-
face interview will yield more valid judgments on several observable
interpersonal dimensions of behavior (i.e., interpersonal skills, self-
assurance, and social poise). Third, managers may continue to use the
interview because of company policies, habits, experience, ease, or the
feeling of power. Fourth, the employment interview may be a valid pre-
dictor of performance that academic researchers have failed to replicate.
Recent studies of employment interviews have concluded that struc-
tured interviews offer greater predictive validity (Judge, Higgins, &
Cable, 2000; McDaniel et al., 2007; Weekley & Ployhart, 2006).
Structure.
Assignment ContentTo learn how to apply SPCM to a process,.docxelinoraudley582231
Assignment Content
To learn how to apply SPCM to a process, continue the flow chart from Week 1 and identify variances within a process. You can find variances from the data identified in Week 1.
Complete
the
Week 2 Statistical Process Control Methods Worksheet.
.
Assignment ContentTo prepare for the Week 2 Assessment, .docxelinoraudley582231
Assignment Content
To prepare for the Week 2 Assessment,
consider
a past or current professional experience where a culture change was needed.
Using the
Organizational Change Chart
,
outline
information about the experience and organization following Kotter’s 8-Step to Change Model as a guiding line.
Kotter's 8-Step Change Model
Step One: Create Urgency.
Step Two: Form a Powerful Coalition.
Step Three: Create a Vision for Change.
Step Four: Communicate the Vision.
Step Five: Remove Obstacles.
Step Six: Create Short-Term Wins.
Step Seven: Build on the Change.
Step Eight: Anchor the Changes in Corporate Culture.
.
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EMPLOYEES VIEW ON PERFORMANCE APPRAISAL PROCESS AND ITS EFFECT ON WORK ATTITU...paperpublications3
Abstract: Performance appraisal is a means of evaluating employees’ current past performance standards set by the organization. The purpose of the study was to establish the employees’ views on performance appraisal process and its effect on work attitude in Kenya seed Company Limited. Stratified random sampling technique was used to select the 71 employees. The data collected from the field was analyzed using descriptive statistics. The results were then presented in tables, pie charts and bar graphs. On overall, the study found out that performance appraisal if carried out as a matter of routine improves the work performance in the organization. It was recommended that the management should continue embracing performance appraisal and employees to get more information on the standards against which they are being rated.
RESEARCH PROPOSAL MBA-HUMAN RESOURCE MANAGEMENT1. Project (re.docxronak56
RESEARCH PROPOSAL: MBA-HUMAN RESOURCE MANAGEMENT
1. Project (research topic) title
The title of this proposal is: "Effectiveness of Reward System and Appraisals System in increasing the Retention and Productivity of employees in Retail Sector"
2. Project (research topic) summary
In no more than 100 words, intelligible to a reader who is not a specialist in this field, summarize the aims, significance and expected outcomes of your proposed research.
Project summary:
Organizations and the business sectors use the system of appraisal to gauge the performance of the various employees. Moreover, rewarding of well-performing employees is a motivation to the employees. This project aims a studying the effective systems of appraisal and rewarding in the retail business. Effective appraisal systems ensure that there is progress in the organization. Effective appraisal systems are appreciated by the employees and are the basis of retaining good performing employees. The proposal aims at providing an understanding effectiveness of systems of rewarding and appraisal to the performance and retention of the employees.
3. Project (research topic) details
3.1 Introductory background
The human resource department plays an important role in ensuring that all units of a business are integrated. They do this by employee management; performing appraisals and rewarding of well-performing employees. Rewards appraisal is significant in raising the employee motivation and levels of performances (Hendry, 2012).
3.2 Research questions
The research question aims to answer the effects of rewarding and appraisal system in the business. The research questions include:
· What is the system of rewarding in the business?
· How is the appraisal system of the business like?
· The effects of the appraisal and rewarding system on the employees
· How do the employees react to the system of appraisal?
Hypothesis
H0: Effective appraisal and rewarding systems in a retail organization lead to employee retention in the retail organization.
H1: Effective appraisal and rewarding systems in a retail organization lead to increased employee productivity in the retail organization.
3.3 Aims/Objectives of the project
The following are the objects of the research.
· To have an understanding of the significance of the systems of appraisal and rewarding in the retail sector.
· To have an understanding of the impact of rewarding and appraisal system on employee productivity.
· To have an understanding of the employees the systems used to appraise and reward employees for their retention.
· To understand the importance of reward and appraisal systems in the retail organization.
· To understand the extent of employee retention through effective reward and appraisal system.
· To understand the increase in productivity that is related to reward and appraisal system.
3.4 Significance/Contribution to the discipline
In the organizations, the rewarding and appraisal systems hav ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxgidmanmary
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxchristinemaritza
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone.
Job Analysis and Design Introduction This section focu.docxpriestmanmable
Job Analysis and Design
Introduction
This section focuses on three issues in the field of personnel psychology: job analysis,
job description, and job design. Job analysis and job description are foundation issues
in the field that are often looked at closely from a legal perspective. Job design focuses
on the motivation, efficiency, and effectiveness of the worker.
Job Analysis
A job analysis is the foundation for a variety of human resource functions. For
example, recruitment, selection, placement, training and development, compensation,
and promotion all rely upon the information gained through a job analysis. A job
analysis is, essentially, a snapshot of the job and includes specific information such as
the tasks performed by the worker, why the worker performs those tasks, the tools or
techniques the worker uses to perform the tasks, and the conditions under which the
tasks may be performed. For example, one task statement for a police officer might be,
"Under various weather conditions, patrols are assigned an area on foot for the purpose
of checking on the security of business establishments." A task statement for a
telephone installation technician might read, "Using a staple gun, a screwdriver, and a
handheld drill, install inside wiring and telephone instrument connection point." A job
analysis may also list the knowledge, skills, abilities, and personality characteristics (or
the KSAPCs) required to successfully perform the job. For instance, the requirements
for the police officer task statement might be knowledge of criminal law, knowledge of
patrol procedures, and ability to observe details. It is important to note that instead of
KSAPCs, job analysts may use the acronym KSAO for knowledge, skills, abilities, and
other characteristics.
There is no one way to perform a job analysis. Choice of a job analysis technique
depends upon the purpose of the analysis as well as the training of the analyst. Job
analysis data may be collected by observing workers performing the job, having the
analyst perform the job, reviewing training materials, interviewing persons who
perform the job, interviewing those who supervise the workers, or having workers
complete a survey which asks them about the job. The job analyst may design the
survey or use a published job analysis survey. Often, more than one data collection
method is used. This multimethod approach increases the probability of achieving an
in-depth understanding of the job.
Assessing Job Descriptions
A job description is one of the results of a job analysis. It is a brief statement that
summarizes the information contained in the job analysis. A job description is the
document that job candidates typically see during the recruitment or selection process.
By reviewing a job description, a candidate for the position should have a fairly good
understanding of the duties, responsibilities, and requirements of the jo ...
Personnel Selection EffectivenessIn the Standards for Educationa.docxmattjtoni51554
Personnel Selection Effectiveness
In the Standards for Educational and Psychological Testing, the American Educational Research Association (1999) denotes five forms of evidence for use in evaluating a selection procedure for a specific application: (a) relationships between predictor scores and other variables (e.g., test–criterion relationships), (b) content, (c) internal test structure, (d) response processes, and (e) testing consequences. Industrial/Organizational (I/O) practitioners need to be mindful of these considerations in test development and in choosing standardized tests for employee selection.
Effective personnel selection processes entail systematically implementing assessments to evaluate job-related knowledge, skills, and abilities (KSAs), and personality traits (Arabian, 2008). Establishing job requirements provides a firm foundation for selection, and it facilitates identifying appropriate assessments to cover all dimensions of a given job and the results of performing that job (outcomes). Consequently, an effective selection process should include a variety of assessments measuring different aspects of a candidate with the ultimate goal of providing as full and accurate an assessment of as many job dimensions as possible (Arabian, 2008). Consider the assessments that you encountered before you were hired at a recent job. Do you believe they were effective in capturing the multiple dimensions of that job? If outcomes were included, do you think they were necessary?
Post an explanation of what process should be used to determine the effectiveness of personnel selection effectiveness. Then, provide your position on whether multiple outcomes should be used in personnel selection. Provide concrete examples and citations from the Learning Resources and current literature to support your post.
Example:
According to the American Educational Research Association’s (2014) Standards for Educational and Psychological Testing, the validation of employment testing begins with job analysis. It is necessary to identify the job behaviors and outcomes specified for the job employees are being selected for. This job analysis provides the empirical evidence necessary to link employment testing with job performance. There are two basic types of job analysis- deductive and inductive. Deductive job analysis utilizes extant knowledge of specific job that are available for use. Inductive job analysis develops new data about the specific job of interest (Whetzel & Wheaton, 2016).
The goal of selection testing is to draw inferences that test performance will predict job performance. This relationship can be established by identifying the link between predictors and performance and behavioral measures. A predictor construct domain is established by determining the knowledge, skills, abilities (KSAs), and traits that are included with certain constructs (e.g., reading comprehension). Criterion constructs are job behaviors or outcomes su.
FOCUS ON BUSINESS PRACTICES 383maintaining visibility in t.docxkeugene1
FOCUS ON BUSINESS PRACTICES 383
maintaining visibility in the job market are vital to success. As
communication teachers and practitioners, we need to highlight strate-
gies such as these that will best equip our graduates for the global
job market.
References
Gilleard, C., & Hawkins, P. (2004). If only I’d known. Making the most of higher education—
A guide for students and parents. Warwick, UK: Association of Graduate Recruiters
Publication.
Grant, T., & Borcherds, R. (2008). Communicating @ work—Boosting your spoken, written
and visual impact (2nd ed). Pretoria, South Africa: Van Schaik.
Rosa, C. 2007. The effectiveness of the job applicant selection process. Retrieved March 9,
2008, from http://www.mba.co.za/article.aspx?rootid=6&subdirectoryid=1666
Address correspondence to Terri Grant, Professional Communication Unit, School of
Management Studies, University of Cape Town, Private Bag, Rondebosch, 7701, Cape
Town, South Africa; email: [email protected]
A REVIEW OF A TELEPHONE-ADMINISTERED
BEHAVIOR-BASED INTERVIEW TECHNIQUE
Gary C. Oliphant
Stetson University
Katharine Hansen
Quintessential Careers
Becky J. Oliphant
Stetson University
DOI: 10.1177/1080569908321429
THE EMPLOYMENT INTERVIEW is intended to provide insight
into a candidate’s future performance by evaluating the oral responses
to the questions presented by the interviewer. For decades, researchers
have studied many facets of the interview and have produced mixed
results as to the predictive validity of the employment interview
(McDaniel, Hartman, Whetzel, & Grubb, 2007; Posthuma, Morgeson,
& Campion, 2002). Still, interviewing represents the most popular
employee selection method among practitioners. If hiring the right
person for the job is crucial to the success of any organization, why do
employers continue using the employment interview? We offer some
explanations and then describe a technique that has offered promising
predictive results for a Midwestern consulting firm.
Why Use Interviews?
The following are offered as reasons that practitioners continue to use
employment interviews even though academic research has shown
low predictive validity. First, the interview indirectly adds value to the
process beyond that of a selection tool in such areas as recruitment,
public relations, and feedback. Second, managers believe a face-to-
face interview will yield more valid judgments on several observable
interpersonal dimensions of behavior (i.e., interpersonal skills, self-
assurance, and social poise). Third, managers may continue to use the
interview because of company policies, habits, experience, ease, or the
feeling of power. Fourth, the employment interview may be a valid pre-
dictor of performance that academic researchers have failed to replicate.
Recent studies of employment interviews have concluded that struc-
tured interviews offer greater predictive validity (Judge, Higgins, &
Cable, 2000; McDaniel et al., 2007; Weekley & Ployhart, 2006).
Structure.
Similar to Discussion 2 Predictor Effectiveness in Criterion Measure Estimat.docx (20)
Assignment ContentTo learn how to apply SPCM to a process,.docxelinoraudley582231
Assignment Content
To learn how to apply SPCM to a process, continue the flow chart from Week 1 and identify variances within a process. You can find variances from the data identified in Week 1.
Complete
the
Week 2 Statistical Process Control Methods Worksheet.
.
Assignment ContentTo prepare for the Week 2 Assessment, .docxelinoraudley582231
Assignment Content
To prepare for the Week 2 Assessment,
consider
a past or current professional experience where a culture change was needed.
Using the
Organizational Change Chart
,
outline
information about the experience and organization following Kotter’s 8-Step to Change Model as a guiding line.
Kotter's 8-Step Change Model
Step One: Create Urgency.
Step Two: Form a Powerful Coalition.
Step Three: Create a Vision for Change.
Step Four: Communicate the Vision.
Step Five: Remove Obstacles.
Step Six: Create Short-Term Wins.
Step Seven: Build on the Change.
Step Eight: Anchor the Changes in Corporate Culture.
.
Assignment ContentThroughout this course you will study the di.docxelinoraudley582231
Assignment Content
Throughout this course you will study the different roles that contribute to an organization's information security and assurance.
Part A:
Select
an organization you wish to explore and use throughout the course.
As you make your selection, keep in mind that you will explore the following roles in the organization: Cyber Security Threat Analyst, Penetration Tester, Cyber Security Engineer, Risk Management Analyst, and Software Engineer. You need sufficient knowledge of the organization you select to complete these security assignments.
Part B:
A Cyber Security Threat Analyst conducts analysis, digital forensics, and targeting to identify, monitor, assess, and counter cyber-attack threats against information systems, critical infrastructure, and cyber-related interests.
Take on the role of a Cyber Security Threat Analyst for the organization you select. Use the
Threats, Attacks, and Vulnerability Assessment Template
to
create
a 3- to 4-page assessment document.
Research
and
include
the following:
Tangible assets:
Include an assessment scope. The scope must include virtualization, cloud, database, network, mobile, and information system.
Asset descriptions:
Include a system model, A diagram and descriptions of each asset included in the assessment scope, and existing countermeasures already in place. (Microsoft® Visio® or Lucidhart®)
Threat agents and possible attacks
Exploitable vulnerabilities
Threat history
Evaluation of threats or impact of threats on the business
A prioritized list of identified risks
Countermeasures to reduce threat
Note:
The page assignment length requirement applies to the content of the assignment. Start the assignment with an APA formatted title page and add a reference section with at least two professional references. Use the references in the text of the assignment. For assignments that require use of the template, insert the completed template into the APA document. Delete the assignment instructions from the document. This will improve the originality score from Safe Assign. Make sure to check the SafeAssign originality score.
.
Assignment ContentThroughout this course, you have been using .docxelinoraudley582231
assignment Content
Throughout this course, you have been using different analysis strategies to determine best practices for developing your business plan. It’s time to develop a strategic plan that will help you determine where your business is now, where you want to take it, and how you will get there. Your strategic plan will help you implement and manage the strategic direction of your company. In addition, you will communicate the direction of your company to stakeholders.
Develop
a strategic plan for the company that you selected at the beginning of your MBA program and share your plan with stakeholders.
Create
a 13- to 15-slide presentation for key stakeholders to solicit their approval of your strategic plan. Address the following in your presentation:
An introduction with mission and vision statements
Core values, ethics, and social responsibility principles
Analysis of the company’s:
Internal environment (e.g. strengths and weaknesses related to resources, trademarks, patents, copyrights, or current processes)
External environment (e.g. opportunities and threats related to market trends, economic trends, demographics, or regulations)
An evaluation of internal and external environment’s impact on achieving the company strategy
Create a strategic objective for the company.
Create short- and long-term goals for achieving the company’s strategic plan.
Determine methods for collecting data and measuring success of the strategic plan.
Include
APA-formatted in-text citations and a reference page.
Cite
at least 3 peer-reviewed documents.
Note
: You may include your textbook as 1 of the sources.
Submit
your assignment.
.
Assignment ContentThis week’s readings and activities focu.docxelinoraudley582231
Assignment Content
This week’s readings and activities focused on how reason, emotion, and communication may influence critical thinking. In this assignment, you will identify the concepts of reason, emotion, and communication in your everyday critical thinking practices.
Complete
the
Reason, Emotion, and Communication in Critical Thinking Worksheet
.
Submit
your assignment.
Resources
Center for Writing Excellence
Reference and Citation Generator
Grammar and Writing Guides
.
Assignment ContentThis week you will continue your work on the.docxelinoraudley582231
Assignment Content
This week you will continue your work on the project to evaluate higher education student aid data. You will evaluate your data warehouse data to ensure it can provide consistent, accurate query data, and provide an update to the project sponsors.
Define
and
execute
a process to evaluate your data warehouse data for incompleteness, nulls, and the ability to provide consistent query data.
Create
a summary for your project sponsors to inform them of the quality of data they can expect from the new data warehouse.
Include
the following information in your summary:
Your data evaluation strategy
Specific data evaluation queries
Sample results per query
Summary of findings
Document
your summary as either:
A 10-slide Microsoft® PowerPoint® presentation with detailed speaker notes
A 2- to 3-page Microsoft® Word document
.
Assignment ContentThis week, you will continue building th.docxelinoraudley582231
Assignment Content
This week, you will continue building the components of your business requirements document for Hollywood Organic Co-op. In the previous weeks, you have identified the types of data, standards, and policies required for a new EDMS. This week, you determine how to electronically move data around in an EDMS and determine the physical and environmental security requirements.
Write
a 2- to 4-page evaluation of the implementation of physical and environmental controls for the new EDMS. Include the following:
How to control access to a document at each stage of its life cycle
How to move documents within the organization as team members contribute to document creation, review, approval, publication, and disposition
Physical and environmental security controls that must be implemented to protect the data and systems for Hollywood Organic Co-op's five locations, including for the identification, authentication, and restriction of users to authorized functions and data
Format
citations according to APA guidelines.
.
Assignment ContentThis week you will finalize your present.docxelinoraudley582231
Assignment Content
This week you will finalize your presentation from Week 5 by designing a deployment plan to promote your innovation project to the Executive Team of your organization.
Create
a 10- to 15-slide presentation to add to your Week 5 individual assignment.
Prepare
an Introduction or Executive Summary.
Develop
a deployment strategy and schedule for introducing the innovation project to the market.
Determine
key go-to-market considerations, which may include plans for:
Advertising
Marketing
Sales channels/distribution
Communications or promotion
Estimate
the cost and analysis for:
Development or manufacturing
Delivery
Infrastructure and product support
Estimate
high-level financial considerations, including the potential size of the market for the company and profitability.
Justify
the innovation investment.
Determine
alternative investments or a non-investment (what if the executive team disapproves the project?).
Determine
future product plans, evolution, etc. (e.g., what's next for this product in the market?).
Conclude
with a recommendation or call-to-action statement.
Submit
your assignment, the entire presentation that includes what you built in Week
.
Assignment ContentThis weeks’ discussion of correlation and ca.docxelinoraudley582231
Assignment Content
This weeks’ discussion of correlation and causation helps us interpret and understand what the data created from research means to the problem or question that we are addressing.
Write
a 700- to 1050-word paper in which you:
Differentiate between correlation and causation.
Explain how each is calculated or tested.
What is statistical significance and how does it relate to correlation?
Describe how they are used in decision and policy making. Provide examples to illustrate your understanding.
Include
at least two peer reviewed references.
Format
your paper consistent with APA guidelines.
.
Assignment ContentThis week, you will continue building the .docxelinoraudley582231
Assignment Content
This week, you will continue building the components of your business requirements document for Hollywood Organic Co-op. In the previous weeks, you have identified the types of data, standards, and policies required for a new EDMS. This week, you determine how to electronically move data around in an EDMS and determine the physical and environmental security requirements.
Write
a 2- to 4-page evaluation of the implementation of physical and environmental controls for the new EDMS. Include the following:
How to control access to a document at each stage of its life cycle
How to move documents within the organization as team members contribute to document creation, review, approval, publication, and disposition
Physical and environmental security controls that must be implemented to protect the data and systems for Hollywood Organic Co-op's five locations, including for the identification, authentication, and restriction of users to authorized functions and data
Format
citations according to APA guidelines.
.
Assignment ContentThis week you will continue your work on.docxelinoraudley582231
Assignment Content
This week you will continue your work on the project to evaluate higher education student aid data. You will evaluate your data warehouse data to ensure it can provide consistent, accurate query data, and provide an update to the project sponsors.
Define
and
execute
a process to evaluate your data warehouse data for incompleteness, nulls, and the ability to provide consistent query data.
Create
a summary for your project sponsors to inform them of the quality of data they can expect from the new data warehouse.
Include
the following information in your summary:
Your data evaluation strategy
Specific data evaluation queries
Sample results per query
Summary of findings
Document
your summary as either:
A 10-slide Microsoft® PowerPoint® presentation with detailed speaker notes
A 2- to 3-page Microsoft® Word document
Submit
your assignment.
.
Assignment ContentThis week you learned about the application .docxelinoraudley582231
Assignment Content
This week you learned about the application of motivational strategies and diversity, equity, and inclusion practices essential for promoting a positive organizational culture. It is time to practice your skills by reviewing a scenario, researching diversity in the workplace, and completing an analysis and plan chart.
Complete
the
Navigating Employee Groups
worksheet.
Submit
the team assignment.
Resources
Learning Team Toolkit
Center for Writing Excellence
Reference and Citation Generator
Grammar and Writing Guides
.
Assignment ContentThis assignment offers you the opportuni.docxelinoraudley582231
Assignment Content
This assignment offers you the opportunity to explain the commonalities found in different religions, provide examples of situations involving ethics that are faced by people in the world today, and identify contemporary challenges and issues related to religion.
Select
and
complete
either Option A or Option B.
Option A: Written Summary
Write
a 525- to 750-word paper that addresses the following topics:
What is essential (in the practices and beliefs) for a tradition to be called a religion? Illustrate your points by referring to the commonalities of at least 2 different religions. Include specific examples from the various religious traditions described in the Week 1 readings, such as a belief in one God or many gods and goddesses, the removal of one’s shoes before entering a place of worship, bathing and baptism as methods of spiritual purification, or refusing to eat certain types of meat. You may also include examples from your own religious tradition or another religious tradition with which you are familiar.
What place does religion have in making ethical decisions? Include specific examples of situations involving ethics faced by members of a religion today. Reflect on your own spiritual beliefs, how have your ethics been influenced personally or professionally? If you hold no spiritual beliefs, consider how individuals you may know or work with are faced with ethical decisions that are influenced by their beliefs.
Consider what you know about religion today. What are some modern issues that may be affecting religious traditions? How are these religions handling these issues?
Format
your paper according to appropriate course-level APA guidelines. You may find helpful resources for completing your assignment in the
Center for Writing Excellence
in the University Library.
Option B: Presentation
Prepare
a 10- to 12-slide presentation that addresses the following topics:
What is essential (in the practices and beliefs) for a tradition to be called a religion? Illustrate your points by referring to the commonalities of at least 2 different religions.
What place does religion have in making ethical decisions? Include specific examples of situations involving ethics faced by members of a religion today.
Aside from ethical challenges, what are some contemporary challenges and issues related to religion?
Include
specific examples from the various religious traditions described in the Week 1 readings, such as a belief in one God or many gods and goddesses, the removal of one’s shoes before entering a place of worship, bathing and baptism as methods of spiritual purification, or refusing to eat certain types of meat. You may also include examples from your own religious tradition or another religious tradition with which you are familiar.
You may use Microsoft® PowerPoint® or some other presentation format for this assignment.
Use
bullet points and images or graphics to illustrate your mai.
Assignment ContentThis assignment has two parts.Part 1.docxelinoraudley582231
Assignment Content
This assignment has two parts.
Part 1: Problem Statement
View
the
Dissertation Series Tutorial - Problem Formulation
.
Read
the
Guide to Developing the Problem Statement
and then
review
the two sample problems below:
SAMPLE PROBLEM 1:
The problem is that
husbands caring for wives with breast cancer have a demanding caretaking schedule,
resulting in
failure to practice their own self-care
(LeSeure & Chongkham-ang, 2015).
SAMPLE PROBLEM 2:
The problem is that
despite extreme workplace stress, police officers lack stress management skills,
resulting in
diminished health, family life, and work performance
(Toers-Bijins, 2012).
Write
a 1-sentence original problem for a prospective study you might conduct using the format below:
The problem is that _____ (state problem), resulting in ______ (consequence).
Include
a citation to support the problem, and
provide
a reference.
Part 2: Background to the Problem
Locate
2 or 3 peer-reviewed scholarly articles (published within the last 5 years) from the
University Library
that address the problem.
Write
1 to 2 paragraphs providing a brief description and background of the identified problem using the scholarly articles to support the existence of the problem. Be sure to use scholarly voice.
Use
the provided
Research Outline Template
to ensure proper APA formatting.
Note:
Beginning this week, you will be using this template for your assignments, with the expectation that all revisions are incorporated from feedback from previous week(s).
Include
APA-formatted in-text citations, a title page, and a reference page.
Submit
your assignment.
Note
: You will continue to narrow the focus of the problem as you continue reading relevant literature.
Resources
CDS Central
CDS Central > Student Resources
Copyright 2020 by University of Phoenix. All rights reserved.
Use this space to build your submission.
You can add text, images, and files.Add Content
.
Assignment ContentThis assignment is designed to help you .docxelinoraudley582231
Assignment Content
This assignment is designed to help you think about how the Founding Fathers wrote the Constitution and examine how the Presidency and Congress are functioning today.
Consider
the current Congress and Office of the President.
Discuss
how contemporary activities of these two branches of the U.S. government compare and contrast with the intentions of the founders. Use specific examples, and include support from at least 3 sources, 1 of which can be your textbook. Your examination of the topic should include information about the following:
Structure and makeup of Congress
Differences between the House of Representatives and the Senate
Powers granted to Congress and the President under the Constitution
Checks and balances of power, considering Congress, the President, and the judiciary
Roles and responsibilities of the President
Evolution of presidential power
How bills become laws
Format
your assignment as one of the following:
18- to 20-slide presentation with detailed speaker notes
875-word paper
Include
APA citations for all unoriginal ideas, facts, or definitions and an APA-formatted reference list.
Submit
your assignment.
.
Assignment ContentThere are various schools within Buddhis.docxelinoraudley582231
Assignment Content
There are various schools within Buddhism, which you have learned about this week. In this assignment, share what you have learned about Buddhism overall, and compare and contrast the schools of Buddhism.
Write
a
350 word
paper that includes the following:
A summary of the major historical events related to Buddhism and the life of the Buddha
An explanation of the basic teachings and moral aspects of Buddhism, including the three marks of reality, the Four Noble Truths, and the Noble Eightfold Path
A comparison of the three major Buddhist traditions—Theravada, Mahayana, and Vajrayana—and how each tradition developed from the early teachings
Include
APA-formatted citations and a references page.
.
Assignment ContentThere are two deliverables for this assi.docxelinoraudley582231
Assignment Content
There are two deliverables for this assignment. You will fill out and submit the Financial Transactions Risk Table and you will
write
and submit a 1,050- to 1,400-word paper.
Address
the following in your paper:
Describe risk exposures by filling out the Financial Transaction Risks Table.
Describe features you would choose to measure interest risks and identify which transactions are influenced by interest rates or income. Some are influenced by both.
Format
your paper consistent with APA guidelines.
Submit
your assignment as a Microsoft® Word document.
.
Assignment ContentThere are offenders whose criminality is.docxelinoraudley582231
Assignment Content
There are offenders whose criminality is based on biological factors. This may or may not be known to the offender prior to a deadly incident like the examples in this assignment. Biological anomalies are not common, but in many cases, the results are catastrophic. The cases outlined for this assignment are some of the most notorious. This assignment will help you develop a better understanding of mental illness and physiology as factors when measuring criminality.
Choose
a criminal offender from the list below whose criminal behavior was connected to a biological abnormality (physical, psychological, or chemical):
Andrea Yates
and the documented evidence of psychiatric issues, including postpartum depression and psychosis, prior to murdering her five children.
Jeffrey Dahmer
and the documented evidence of psychiatric issues prior to murdering 17 men.
John Wayne Gacy
and the documented evidence of psychiatric issues prior to murdering 33 young men and boys.
Charles Whitman
murdered 16 people, including his wife and mother. An autopsy suggested Whitman had a brain tumor pressing on his amygdala, a region of the brain crucial for emotion and behavioral control.
Create
an 8- to 10-slide Microsoft® PowerPoint® presentation with speaker notes in which you:
Summarize the case.
Discuss the genetic or physiological evidence that supports the notion that biology played a key role in explaining the offender's criminality.
Research the behaviors that constitute psychopathy and discuss in detail the specific behaviors demonstrated by the offender that align (or not) with behaviors indicative of a psychopathic individual.
Identify if the positivist perspective applies to your chosen example. Explain your answer.
Identify if the punishment rendered in your chosen example best supports the classical or neoclassical perspective of crime. Explain your answer.
Include
at least 2 academic references and cite your sources according to APA guidelines.
.
Assignment ContentThere are many different threats to the conf.docxelinoraudley582231
Assignment Content
There are many different threats to the confidentiality, integrity, and availability of data-at-rest, data-in-transit, and processing. Some threats affect one of these security risks (like confidentiality only), and some threats affect more than one or even all these risks.
Create
a 1-to 2 -page table, in Microsoft® Word, listing a minimum of 6 threats using the column headers and details below:
Threat – List the threat.
Threat to Type of Data (data-at-rest,data-in-transit, or processing) – Identify the type.
Confidentiality/Integrity/Availability– Identify whether some or all are affected by labelling: C, I, and/orA.
Mitigation Suggestion – Describe a mitigation plan in 2-3 sentences.
Example
:
Threat
: Password Compromise
Threat to Type of Data
: Data-At-Rest
Confidentiality/Integrity/Availability
: C & I
Mitigation
: Employ a strong password that is changed at regular intervals. Do not share your password or write it down on sticky notes on your desk.
Include
a short paragraph that highlights two access control techniques or policies that enforce security.
Cite
at least two resources within the assignment in APA format.
.
Assignment ContentThe strategic sourcing plan is a plan fo.docxelinoraudley582231
Assignment Content
The strategic sourcing plan is a plan for how you will do business going forward. The sourcing plan can address how to supply resources to staff, your current and future systems, and how you will purchase raw materials or new IT systems.
Develop
a high-level IT sourcing plan to guide Phoenix Fine Electronics to adopting enterprise solutions rather than multiple stand-alone systems. As a guideline, your sourcing plan should be a 3- to 4-page outline or summary.
Include
the following in your sourcing plan:
The current technologies being utilized
Major issues with that technology
New technologies to implement as replacements for current technologies
How it addresses the current issues
Additional advantages or value added
Approximate time frame to implement the technology
Any dependencies that the company does not currently have in order to implement
.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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Discussion 2 Predictor Effectiveness in Criterion Measure Estimat.docx
1. Discussion 2: Predictor Effectiveness in Criterion Measure
Estimation
After a potential predictor of employee performance is
identified, it is necessary to observe its relationship with one or
more criterion measure(s) of work related behaviors and/or
performance. The criterion measures selected for employee
performance predictors usually align with job-related tasks,
behaviors, and outcomes. Depending on the specificity of the
criterion, an in-depth analysis of the job may or may not be
needed. How relevant are organizational factors such as
turnover and absenteeism? How relevant is an employee’s
personality or credit history? The criterion should dictate what
you are measuring. Criterion measures should be selected based
on job relevance, the relationship with chosen employee
performance predictors, stability, and alignment with
organizational outcomes (Society for Industrial and
Organizational Psychology, Inc., 2003).
For this Discussion, select two employee performance
predictors described in Learning Resources and current
literature. Consider how each may or may not be effective in
predicting sales performance.
Post a descriptions of the two predictors you selected. Explain
which might be the most and least effective predictors of sales
performance as a criterion measure. Provide concrete examples
and citations from the Learning Resources and current literature
to justify your post. 1.5 pages, at least 4 references in APA
Style
Example 1:
Descriptions of the two predictors you selected
My options have been narrowed to aptitude testing and the
experience listed on the applicant’s resume.
Explain which might be the most and least effective predictors
of sales performance as a criterion measure.
Effective personnel assessment involves a systematic approach
2. towards gathering information about applicants’ job
qualifications, such as the applicant’s resume. Factors
contributing to successful job performance, such as oral
communication (interview) or problem solving (aptitude test)
are identified using a process called job analysis. Job analysis
identifies the duties performed on the job and the competencies
needed for effective job performance. Basing personnel
assessment closely on job analysis results makes the connection
between job requirements and personnel assessment tools more
transparent, thereby improving the perceived fairness of the
assessment process (U.S. Office of Personnel Management,
2007).
Criterion measurement is the empirical and concrete evidence
that can be quantified. The strongest predictor that achieves this
would-be aptitude testing. Aptitude testing can be designed to
fit the specific jobs; in this case, the salesperson position.
Testing can be done on things such as spelling and sentence
composition. A salesperson must possess the ability to
communicate not only orally, but must also possess the ability
to compose and correspond in writing. The aptitude test can be
quantified by a score that ranges from 0-100. Applicants could
be selected based on their score, and if there is a tie, the
selection could then move to the experience listed on the
applicants’ resumes.
Provide concrete examples and citations from the Learning
Resources and current literature to justify your post.
Predictive validity compares the measure in question (aptitude
testing) with an outcome assessed later (APA, 1974). An
organization could implement an aptitude test for selection, then
compare it to sales that are recorded over time. This would give
the organization an idea if there is a relationship between the
aptitude of the applicant and their ability to sale. Personality
tests could essentially “predict” how a person might perform,
but some argue that the responses of the applicants may not be
genuine. A common criticism of the use of personality
assessments for selection purposes is the possibility that job
3. applicants might engage in response distortion or faking (e.g.,
Morgeson et al., 2007).
REFERENCES
American Psychological Association, Inc. (1974). "Standards
for educational & psychological
tests" Washington D. C.: Author.
Morgeson, F. P., Campion, M. A., Dipboye, R. L., Hollenbeck,
J. R., Murphy, K., & Schmitt, N.
(2007). Are we getting fooled again? Coming to terms
with limitations in the use of
personality tests for personnel selection. Personnel
Psychology, 60(4), 1029-1049.
Sackett, P. R., & Lievens, F. (2008). Personnel selection.
Annual Review of Psychology, 59(1),
419–450. Personnel Selection by Sackett, P. R., &
Lieven, F. in Annual Review of
Psychology, vol 59. Copyright 2008 by Annual
Reviews, Inc. Reprinted by permission of
Annual Reviews, Inc. via the Copyright Clearance
Center.
U.S. Office of Personnel Management. (2007). Assessment
decision guide. Retrieved from
http://apps.opm.gov/ADT/ContentFiles/AssessmentDecisionGui
de071807.pdf on
March 2017.
Example 2:
The two predictors selected were personality test and work
sample. Often times organizations rely on personality test in
employment selection to learn more, than the general KSAO's,
an individual may possess. Through personality testing, an
employer can gain insight as to how an individual might
respond and interact with others (Baez, 2013). Personality
pertains to one's thoughts, feelings, behavioral patterns and they
vary from person to person (Bauer & Erdogan, 2010). Big Five-
4. personality measure is a commonly used model that has been
connected to job performance.
Previous research has shown to support the belief that
personality measures predict performance; in particular, Big
Five personality factors have shown that conscientiousness and
stability have a general relationship with job performance
(Bartram, 2005). The Big Five-personality dimensions of
extraversion and conscientiousness has been shown to predict
sales success when specifically looking at potency and
achievement (Vinchur, Schippmann, Switzer & Roth, 1998).
However, Schmitt, Cortina, Ingerick, & Wiechmann (2003) note
the Big Five personality model is too broad and a previous
study conducted by Sackett et al. (1998) failed to find
supporting evidence connecting personality and ability to
predict performance (Schmitt et al., 2003, p. 87). Additionally,
Meinert (2015) points out despite the wide use of personality
assessments, they are the least effective in predicting
performance (Meinert, 2015). However, it is an effective tool to
use to assess for a good fit within the organization.
According to HR guide (n.d) a work sample test is
based on the belief that they are "the best predictor of future
behavior by observing behavior under similar situations" (HR
guide, n.d). For example, in a scrimmage game or tryouts
players are asked to perform their tasks and are rated based on
that performance to help coaches predict which players will be
their top performers. Through that observation, based on
simulated event, players personalities come out demonstrating
to the observer how each player interacts, reacts and responds to
the situation. There is also evidence showing high validity in
predicting job performance (Bobko, Roth, & Buster, 2005).
While work samples have a high validity and low adverse
impact, they are not cost effective because they are
administered one applicant at a time and rated by a trained
expert (Cook, 2016).
While I do like work-sample test, because of the
limitations, it would seem a personality assessment might be an
5. appropriate predictor, however, it should not be the only method
used in the selection process. When paired with other measures
such as ability and/or integrity test, predictive validity increases
(Meinert, 2015).
References
Baez, H.B. (2013). Personality tests in employment selection:
use with caution. Cornell HR Review,
http://www.cornellhrreview.org/personality-tests-in-
employment-selection-use-with-caution/
Bartram, D. (2005). The great eight competencies: A criterion-
centric approach to validation. Journal of Applied
Psychology, 90(6), 1185–1203. Retrieved from the Walden
Library databases.
Bauer, T., & Erdogan, B. (2010). Perceptions, attitudes, and
behavior. In Organizational Behavior - Chapter 4 (1.1st. Ed.)
Flat world. http://2012books.lardbucket.org/pdfs/an-
introduction-to-organizational-behavior-v1.1.pdfBobko, P.,
Roth, P. L., & Buster, M. A. (2005). Work sample selection
tests and expected reduction in adverse impact: A cautionary
note. International Journal of Selection and Assessment, 13(1),
1–10.Cook, M. (2016).Personnel selection: adding value
through people - a changing picture. John Wiley & Sons, 368
pages.HR guide to the Internet (n.d). Personnel Selection:
Methods: Work Sample Tests. http://www.hr-
guide.com/data/G316.htm
Meinert, D. (2015). What do personality test really reveal?
personality assessments are being used more often in the hiring
process. Are they accurate? Society for Human Resource
Management (SHRM), https://www.shrm.org/hr-today/news/hr-
magazine/pages/0615-personality-tests.aspx
Schmitt, N., Cortina, J. M., Ingerick, M. J., & Wiechmann, D.
(2003). Personnel selection and employee performance. In W.
C. Borman, D. R. Ilgen, R. J. Klimoski, & I. B. Weiner
(Eds.), Handbookof psychology: Vol. 12. Industrial and
11. To distinguish yourself from all the other people looking for
work, you need to start with a well-written résumé. Some job
searchers are intimidated by the prospect of writing a résumé,
but a résumé is really just another specialized business message.
Follow the three-step writing process, and it will be easier than
you think:
Planning résumés. First, analyze the situation, recognizing that
the purpose of your résumé is to get an interview, not to get a
job. As you gather information, research target industries to
learn what they look for in new hires, learn about various jobs
and what to expect, and learn about the hiring managers, if
possible. In order to choose the best medium, start with a
traditional, paper résumé, then develop scannable, plain text,
HTML, and PDF versions, as needed. Choose a model of
organization that highlights your strengths and downplays your
shortcomings; use the chronological approach, unless you have
a good reason not to.
Writing résumés. Adapt to your audience by planning to catch a
recruiter’s eye within seconds. In order to do so, translate your
education and experience into attributes that employers value.
Write clearly and succinctly as you compose your message by
using language that is appropriate to the companies and
industries you are targeting; moreover, use a professional tone.
Completing résumés. After writing your first draft, revise your
résumé to make sure it is clear, concise, and correct. Next,
produce your résumé, giving it an attractive, professional
appearance. Proofread the final product for typos, spelling
errors, and other mechanical problems. Finally, distribute your
résumé following the specific instructions of each employer or
job search website.
*
14. Prentice Hall
Chapter 15 - *
Personal
Background
Personal
Objectives
Chronological
Combination
Functional
Work History
Educational Level
Skills and
Accomplishments
To focus attention on your strongest points, adapt the
appropriate organizational approach—chronological, functional,
or a combination of the two. The “right” choice depends on your
background and your goals.
In a chronological résumé, the “Work Experience” section
19. The first thing an employer needs to know is who you are and
where you can be reached: your name, address, phone number,
email address and the URL of your personal webpage, e-
portfolio or social media resume.
The brief introductory statement that follows your contact
information can take one of three forms. A career objective
identifies either a specific job you want or a general career you
want to pursue. A qualifications summary offers a brief
overview of your key qualifications. A career summary offers a
brief recap of your career, with the goal of presenting
increasing levels of responsibility and performance.
If you are still in school, education is probably your strongest
selling point. Present your educational background in depth,
choosing facts that support your “theme.” The education section
also includes off-campus training sponsored by business or
government. Education is usually given less emphasis after you
have worked in your chosen field for a year or more. Whether
you list your GPA depends on the job you want and the quality
of your grades.
The work experience section focuses on your overall theme.
When describing your work experience, highlight the
relationship between your previous responsibilities and your
target field. List your jobs in reverse chronological order, with
the current or last one first.
Describe volunteer activities that demonstrate your abilities.
List projects that required leadership, organization, teamwork,
and cooperation.
Experts advise you to leave personal interests off your résumé—
unless including them enhances the employer’s understanding of
why you would be the best candidate for the job. Also prepare a
list of references (in the same format as your résumé), as you
will be asked for them at some point.
*