93) In a brief essay, discuss how an HR manager should use the guide AIDA to write

a help
wanted advertisement.
Answer: Experienced advertisers use the guide AIDA (attention, interest, desire,
action) to
construct ads. An HR manager must attract attention to the ad with phrases and
words that grab
the attention of readers. Next, a manager needs to develop interest in the job. You
can create
interest with lines such as, "Are you looking to make an impact?" or use other
aspects of the job,
such as its location. Create desire by spotlighting words such as travel or
challenge. As an
example, having a graduate school nearby may appeal to engineers and professional
people.
Finally, the ad should prompt action with a statement like "Call today." In
general, more
information is better than less. Job applicants view ads with more specific job
information as
more attractive and more credible.
Difficulty: Hard
Chapter: 5
Objective: 5
AACSB: Application of Knowledge
Learning Outcome: 5.5 List and discuss the main outside sources of candidates.
94) Why do employers turn to private employment agencies for assistance in
recruiting? Provide
at least four reasons for the use of such employment agencies.
Answer: There are many reasons for using a private employment agency. The firm does
not
have to have internal human resource specialists for recruiting and screening. The
firm may need
the position filled very quickly. There is a perceived need to recruit more
minority and female
applicants. When the best candidates are employed elsewhere, it is more comfortable
to have an
agency approach the candidates. Use of an agency reduces recruiting time.
Difficulty: Hard
Chapter: 5
Objective: 5
AACSB: Analytical Thinking
Learning Outcome: 5.5 List and discuss the main outside sources of candidates.
95) What policies and procedures are critical for companies that use temporary
agencies for
contingent workers?
Answer: Companies should get a sample copy of the agency's invoice to ensure that
the invoice
fits the company needs. Time sheets should be used because they provide a
verification of hours
worked and an agreement to pay the agency's fees. The company should find out what
policies
guide the hiring of an agency temp as a permanent employee. The company should also
find out
how the agency recruits employees and what kind of benefits it pays. The company
should
specify its dress code at each location to the agency. The company should insist on
getting a
document from the agency stating that it is not discriminating when filling temp
orders. Finally,
make sure that the agency has the proper information regarding what is required to
adequately
fill each job position.
96) What are the differences between the two types of executive recruiters? How do
firms
benefit from using executive recruiters?
Answer: Executive recruiters may be contingent or retained. Retained recruiters are
paid
whether or not the employer eventually hires the executive through the efforts of
the search firm.
These recruiters tend to focus on executive positions paying $150,000 or more.
Contingency-
based recruiters tend to handle junior to middle level management job searches in
the $50,000-
$150,000 range. Recruiters bring a lot to the table. They have many contacts and
are especially
adept at finding qualified employed candidates who aren't actively looking to
change jobs. They
can keep your firm's name confidential until late into the search process. The
recruiter can save
top management's time by finding and screening an applicant pool. The recruiter's
fee might
actually turn out to be small when you compare it to the executive time saved.
Difficulty: Hard
Chapter: 5
Objective: 5
AACSB: Analytical Thinking
Learning Outcome: 5.5 List and discuss the main outside sources of candidates.
97) Why is effective recruiting a challenge for many employers? What methods can
employers
use to effectively recruit a more diverse workforce?
Answer: Effective recruiting is difficult for many employers because some
recruiting methods
are superior to others, depending on the type of job for which you are recruiting.
Second, the
success you have recruiting depends greatly on nonrecruitment issues and policies.
For example,
paying 10% more than most firms in your locale should, other things being equal,
help you build
a bigger applicant pool faster. Third, employment law prescribes what you can and
cannot do
when recruiting. For example, managers can't rely on word-of-mouth dissemination of

information about job opportunities when the workforce is substantially all white
or all members
of some other class, such as Hispanic. In order for businesses to effectively
recruit a more
diverse workforce, they should take the goal of recruiting more minorities
seriously, and pursue
that goal energetically. In practice, this requires a three-part effort: Understand
the recruitment
barriers that prevent minorities from applying, formulate the required recruitment
plans for
attracting and retaining minorities and women, and institute the specific day-to-
day programs
into recruitment programs.

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

53) What are the pros and cons associated with using internal sources of job
candidates? What
are the pros and cons of using Internet recruiting to locate external sources of
job candidates?
Answer: Filling open positions with inside candidates has several advantages.
First, there is
really no substitute for knowing a candidate's strengths and weaknesses, as you
should after
working with them for some time. Current employees may also be more committed to
the
company. Morale may rise if employees see promotions as rewards for loyalty and
competency.
And inside candidates should require less orientation and (perhaps) training than
outsiders.
However, hiring from within can also backfire. Employees who apply for jobs and
don't get them
may become discontented; telling them why you rejected them and what remedial
actions they
might take is crucial. When all managers come up through the ranks, they may have a
tendency
to maintain the status quo when a new direction is required. Internet recruiting is
a cost-effective
way to publicize openings; it generates more responses quicker and for a longer
time at less cost
than just about any other method. Internet recruiting has two big potential
problems—
discrimination and overload. First, fewer older people use the Internet, so online
application
gathering may inadvertently exclude disproportionate numbers of older applicants
(and certain
minorities). Second, employers end up deluged with resumes from job seekers.

36) What tools are available for projecting personnel needs? Provide your answer in
a brief
essay.
Answer: Trend tools used for projecting personnel needs include the trend analysis,
the ratio
analysis, and scatter plot. Trend analysis means studying variations in your firm's
employment
levels over the last few years. Trend analysis can provide an initial estimate of
future staffing
needs, but employment levels rarely depend just on the passage of time. Other
factors (like
changes in sales volume and productivity) also affect staffing needs. Another
simple approach,
ratio analysis, means making forecasts based on the historical ratio between (1)
some causal
factor (like sales volume) and (2) the number of employees required (such as number
of
salespeople). Also, a scatter plot shows graphically how two variables—such as
sales and your
firm's staffing levels—are related.
Difficulty: Hard
Chapter: 5
Objective: 1
AACSB: Analytical Thinking
Learning Outcome: 5.1 Explain the main techniques used in employment planning and
forecasting.
37) What methods are used by both small and large firms to forecast the supply of
inside
candidates?
Answer: Department managers or owners of smaller firms often use manual devices to
track
employee qualifications. Thus a qualification (or skill) inventory contains data on
employees'
performance records, educational background, and promotability. Thus personnel
inventory and
development records compile qualification information on each employee. Personnel
replacement charts are another option, particularly for the firm's top positions.
They show the
present performance and promotability for each position's potential replacement.
Larger firms
obviously can't track the qualifications of hundreds or thousands of employees
manually. Larger
employers therefore computerize this information, using various packaged software
systems.
Increasingly, they also link skills inventories with their other human resources
systems. So, for
instance, an employee's skills inventory might automatically update each time he is
trained or
appraised.
35) In a brief essay, explain what workforce planning is and how it fits with the
organization's
strategic planning.
Answer: Workforce (or employment or personnel) planning is the process of deciding
what
positions the firm will have to fill, and how to fill them. It embraces all future
positions, from
maintenance clerk to CEO. Employment planning should flow from the firm's strategic
plans.
Thus, plans to enter new businesses or reduce costs all influence the types of
positions you'll
need to fill or eliminate.
44) Why are tests and other screening tools an important aspect of employee
selection? What
rights do test takers have during the testing process?
Answer: Once you review your applicants' résumés, the next step is selecting the
best candidates
for the job, which is where testing and other screening tools become important.
Employers
narrow the applicant pool by using the screening tools such as tests, assessment
centers, and
background and reference checks. Then the supervisor can interview likely
candidates and
decide who to hire. Nothing you do at work is more important than hiring the right
employees. It
is important for three main reasons: performance, costs, and legal obligations.
Test takers have
rights to privacy and feedback under the American Psychological Association's (APA)
standard
for educational and psychological tests; these guide psychologists but are not
legally enforceable.
Test takers have the right to the confidentiality of test results, the right to
informed consent
regarding use of these results, the right to expect that only people qualified to
interpret the scores
will have access to them, or that sufficient information will accompany the scores
to ensure their
appropriate interpretation and the right to expect the test is fair to all. For
example, no one taking
it should have prior access to the questions or answers.
45) What is test validity? How are selection tests validated?
Answer: Test validity answers the question "Does this test measure what it's
supposed to
measure?" Put another way, validity refers to the correctness of the inferences
that we can make
based on the test. With employee selection tests, validity often refers to evidence
that the test is
job related—in other words, that performance on the test is a valid predictor of
job performance.
Selection tests are validated by a five step process: analyze the job, choose the
tests, administer
the test, relate test scores to criteria, and revalidate the test.
Difficulty: Hard
Chapter: 6
Objective: 2
AACSB: Analytical Thinking
Learning Outcome: 6.2 Explain what is meant by reliability and validity.
46) What is the difference between criterion validity and content validity? Which
one is more
difficult to demonstrate?
Answer: Criterion validity means demonstrating that those who do well on the test
also do well
on the job and those that do poorly on the test do poorly on the job. Employers can
demonstrate
content validity of a test by showing that the test constitutes a fair sample of
the content of the
job. If the content on the test is representative of what the person needs to know
for the job, then
the test is probably content valid. Demonstrating content validity sounds easier
than it is in
practice. Demonstrating that (1) the tasks the person performs on the test are
really a
comprehensive and random sample of the tasks performed on the job and (2) the
conditions
under which the person takes the test resemble the work situation is not always
easy. For many
jobs, employers opt to demonstrate other evidence of a test's validity—most often,
criterion
validity.
73) In a brief essay, discuss the use and effectiveness of cognitive tests versus
work sampling
techniques for employee selection.
Answer: Cognitive tests are tests of general intellectual abilities. They measure
not a single trait
but rather a range of abilities, including memory, vocabulary, verbal fluency, and
numerical
ability. Psychologists often call such tests aptitude tests, since they purport to
measure aptitude
for the job in question. Consider the Test of Mechanical Comprehension which tests
applicants'
understanding of basic mechanical principles. This may reflect a person's aptitude
for jobs—like
that of machinist or engineer—that require mechanical comprehension. The work
sampling
technique tries to predict job performance by requiring job candidates to perform
one or more
samples of the job's basic tasks. Work sampling has several advantages. It measures
actual job
tasks, so it's harder to fake answers. The work sample's content—the actual tasks
the person must
perform— is not as likely to be unfair to minorities. Designed properly, work
samples exhibit
better validity than do other tests designed to predict performance.
74) How would an employer benefit from using both personality tests and situational
tests when
screening job applicants?
Answer: A person's cognitive and physical abilities alone seldom explain his or her
job
performance. Other factors, like motivation and interpersonal skills, are very
important, and
these can be discovered through personality tests. Employers use personality tests
to measure and
predict intangibles of an applicant's personality, such as introversion, stability,
and motivation.
Situational tests require examinees to respond to situations representative of the
job. Work
sampling, video-based tests, and miniature job training are situational tests.
Miniature job
training and evaluation assumes that a person who demonstrates that he or she can
learn and
perform the sample of tasks will be able to learn and perform the job itself. This
approach tests
applicants with actual samples of the job, so it's inherently content relevant and
valid.
Difficulty: Hard
Chapter: 6
Objective: 3
AACSB: Analytical Thinking
Learning Outcome: 6.3 List and briefly describe the basic categories of selection
tests, with
examples.
75) Industrial psychologists often emphasize the "big five" personality dimensions
in personnel
testing. List and explain the meaning of the big five dimensions. How do
personality traits
correlate with job performance?
Answer: The "big five" personality dimensions are neuroticism, extroversion,
agreeableness,
conscientiousness, and openness to experience. Neuroticism refers to a tendency to
exhibit poor
emotional adjustment and experience negative effects like anxiety and insecurity.
Extroversion
represents a tendency to be sociable, assertive, and active. Openness to experience
is the
disposition to be imaginative, nonconforming, unconventional, and autonomous.
Agreeableness
is the tendency to be trusting, compliant, caring, and gentle. Conscientiousness is
comprised of
two related facets including achievement and dependability.
Extroversion is generally associated with success in sales. Extroversion,
conscientiousness, and
openness to experience are strong predictors of leadership. Neuroticism is
negatively related to
motivation. Conscientiousness is the most consistent and universal predictor of job
performance.

76) What is a management assessment center? What are some of the most common tasks
conducted in management assessment centers?
Answer: A management assessment center is a 2-3 day simulation in which 10-12
candidates
perform realistic management tasks under the observation of experts who appraise
each
candidate's leadership potential. Typical simulated exercises include 1) the in
basket, 2)
leaderless group discussion, 3) management games, 4) individual presentations, 5)
objective
tests, and 6) the interview. These centers can be used for promotion and
development purposes
as well as for selection.
Difficulty: Moderate
Chapter: 6
Objective: 3
AACSB: Analytical Thinking
Learning Outcome: 6.3 List and briefly describe the basic categories of selection
tests, with
examples.
77) What are three arguments against the use of personality tests as predictors of
job
performance?
Answer: First, projective tests are hard to interpret. An expert must analyze the
test taker's
interpretations and infer from them his or her personality. The test's usefulness
then assumes
there's a measurable relationship between a personality trait (like introversion)
and success on
the job. Second, personality tests can trigger legal challenges. For example, one
court held that
the MMPI is a medical test (because it can screen out applicants with psychological

impairments), and so might violate the ADA. Third, some experts dispute that self-
report
personality tests predict performance at all. Fourth, people can and will fake
responses to
personality tests. So personality tests can be useful tools but there can be
significant concerns
about use.
109) How can employers protect themselves against negligent hiring?
Answer: Negligent hiring means hiring employees with criminal records or other
problems who
then use access to customers' homes (or similar opportunities) to commit crimes.
Avoiding
negligent hiring claims requires good screening. This means taking "reasonable"
action to
investigate the candidate's background. Specifically, ". . . make a systematic
effort to gain
relevant information about the applicant, verify documentation, follow up on
missing records or
gaps in employment, and keep a detailed log of all attempts to obtain information,
including the
names and dates for phone calls or other requests." Background investigations and
reference
checks can be major ways of avoiding negligent hiring. Honesty testing and drug
testing can be
others.
Difficulty: Hard
Chapter: 6
Objective: 1, 5
AACSB: Analytical Thinking
Learning Outcome: 6.5 Describe four ways to improve an employer's background
checking.
110) Various federal and state laws govern how employers acquire and use
applicants' and
employees' background information. What four steps are necessary in order for an
employer to
be in compliance with these laws?
Answer: The four steps are 1) disclosure and authorization; 2) certification; 3)
provision of
report copies; and 4) notice after adverse action. In the first step, employers
must disclose to the
applicant or employee that a report will be requested and that copies may be
provided to the
employee/applicant, and the employer must obtain the employee/applicant's written
authorization. In the second step, the employer must certify to the reporting
agency that the
employer will comply with the federal and state legal requirements. In the third
step, the
employer must provide copies of the report to the applicant/employee if adverse
action such as
withdrawing an offer or dismissing the employee is contemplated. After the employer
provides
the employee or applicant with copies of the consumer and investigative reports and
a
"reasonable period" has elapsed, the employer may take adverse action. If so, the
employee or
applicant must receive an adverse action notice.

43) What three ways can selection interviews be classified? How does each
classification affect
an interview?
Answer: Selection interviews can be classified according to 1) how structured they
are, 2) their
content, and 3) how they are administered. Structure can range from unstructured to
structured.
Content classifications are situational or behavioral. Examples include job-related
interviews and
stress interviews. Interviews can be administered by one person or by a panel of
interviewers.
Interviews may also be computer-administered.
Difficulty: Hard
Chapter: 7
Objective: 1
AACSB: Analytical Thinking
Learning Outcome: 7.1 List and give examples of the main types of selection
interviews.
44) In a brief essay, discuss the effect of modern communications technology on
interviews.
Answer: More employers and job interviewees are using iPhone and Web cams to
conduct job
interviews. Firms have long used the Web to do selection interviews (particularly
the initial,
prescreening interviews), and with the widespread use of Skype™-type products,
their use is
growing. Most firms do not eliminate face-to-face interviews, but the video
interviews do reduce
travel and recruiting expenses, and make things easier for candidates. With
employers cutting
their recruitment budgets, more are conducting at least the initial screening
interviews over the
Internet
64) How can a firm protect itself from charges of discrimination in its interview
process? What is
the role of testers in employment discrimination?
Answer: It is best that employment interviewers refrain from asking questions
regarding an
applicant's race, color, religion, sex, age, national origin, or handicap. Even
when it may not be
illegal (as in the case of age or marital status), the EEOC disapproves of such
practices. In
addition, employers should ensure that the interview process is structured and
consistently
applied. The interview should have objective, job-related questions and be
administered in a
standardized format. There should be multiple interviewers. Employers can also
reassure
candidates that the job interview process is fair, treat the interviewees with
respect, and be
willing to explain the process and the rationale for the interview questions.
Testers are used to
determine whether or not employment discrimination is occurring at a specific
business. They
make nondiscriminatory interviewing practices even more important to employers. As
defined by
the EEOC, testers are "individuals who apply for employment which they do not
intend to
accept, for the sole purpose of uncovering unlawful discriminatory hiring
practices." Although
they're not really seeking employment, testers have legal standing with the courts
and with the
EEOC.
Difficulty: Hard
Chapter: 7
Objective: 2
AACSB: Analytical Thinking
Learning Outcome: 7.2 List and explain the main errors that can undermine an
interview's
usefulness.
65) How do nonverbal behaviors and impression management affect an interview?
Answer: An applicant's nonverbal behavior and use of impression management can have
a large
impact on his or her rating. Interviewers tend to respond more positively to
candidates showing
more extroverted behavior like good eye contact and high energy. Even smiling can
affect
interviewer ratings of candidates. Interviewers infer the interviewee's personality
from the way
he or she acts in the interview.
104) In a brief essay, discuss the differences between structured situational
interviews and
nondirective interviews.
Answer: The structured situational interview is a series of job-related questions
with
predetermined answers that interviewers ask of all applicants for the job. Steps in
creating a
structured situational interview include analyzing the job, rating the job's main
duties, creating
interview questions, creating benchmark answers, and appointing the interview panel
and
conducting interviews. In unstructured (or nondirective) interviews, the manager
follows no set
format. A few questions might be specified in advance, but they're usually not, and
there is
seldom a formal guide for scoring "right" or "wrong" answers. This type of
interview could even
be described as little more than a general conversation.
Difficulty: Hard
Chapter: 7
Objective: 3
AACSB: Analytical Thinking
Learning Outcome: 7.3 Define a structured situational interview and explain how to
design and
conduct effective selection interviews.
105) In a brief essay, discuss the three main types of questions that are
frequently used in
structured situational interviews. Explain the purpose of each question type and
provide an
example of each.
Answer: The three types of questions are situational, job knowledge and behavioral.
Situational
questions pose a hypothetical job situation such as "What would you do if the
machine suddenly
began heating up?" Job knowledge questions assess knowledge essential to job
performance,
such as "What is HTML?" Behavioral questions, of course, ask candidates how they've
handled
similar situations, such as "How have you handled disgruntled customers at your
previous job?"
Difficulty: Hard
Chapter: 7
Objective: 3
AACSB: Analytical Thinking
Learning Outcome: 7.3 Define a structured situational interview and explain how to
design and
conduct effective selection interviews.
106) As an HR manager, you will most likely interview job candidates. What actions
can you
take to ensure that an interview is effective?
Answer: Interviewers should structure the interview, base questions on actual job
duties, use job
knowledge, situational, or behavioral questions, and know enough about the job to
be able to
evaluate the interviewee's answers. Questions that simply ask for opinions and
attitudes, goals
and aspirations, and self-descriptions and self-evaluations allow candidates to
present themselves
in an overly favorable manner or avoid revealing weaknesses. Interviewers should
also use
descriptive rating scales (excellent, fair, poor) to rate answers, establish
rapport with candidates.

107) What are profiles? What role do profiles play in the employee selection
process?
Answer: Profiles are the competencies, traits, knowledge and experience needed for
a position.
Talent management involves using the same profile for recruiting as for selecting,
training,
appraising, and paying the employee. Profiles can play an important role in
employee selection.
Managers can use a job's profile to formulate job-related situational, behavioral,
and knowledge
interview questions when selecting someone for a job or set of roles. Selecting
employees based
on a specific profile helps to ensure that an employer focuses questions on the
things that
someone must be proficient at to do the job successfully.

110) What are some considerations and parameters an employer should do in

developing and
extending a job offer?
Answer: The employers can extend an actual job offer to the candidate verbally and
then offer
up in writing. The employer's point person would discuss the offer's main
parameters, for
instance in terms of pay rates, benefits, and actual job duties. There may be some
negotiations.
Once an agreement is reached, the employer would extend a written job offer to the
candidate.
There are several issues to consider with the written offer. In the job offer
letter, the employer
lists the offer's basic information. This typically starts with a welcome sentence.
It then includes
job specific information (such as details on salary and pay), benefits information,
paid leave
information, and terms of employment (including, for instance, successful
completion of job
testing and physical exams). There should be a strong statement that the employment
relationship
is "at will." There is then a closing statement. This again welcomes the employee,
mention who
the employer's point person should be if any questions arise, and instruct the
candidate to sign
the letter of offer if it is acceptable. It is prudent to have an attorney review
the offer before
extending it.