Recruitment and Selection in Canada, 7th Edition by Catano, Wiesner, Hackett TEST BANK

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Test Bank for Recruitment and Selection in Canada, 7th Edition, 7e by Victor M. Catano, Willi H. Wiesner, Rick D. Hackett TEST BANK ISBN-13: 9780176764661 Full chapters included Chapter 1 An In ... troduction to Recruitment and Selection Chapter Learning Outcomes Opening Vignette: Signs that You Made a Bad Hire Why Recruitment and Selection Matter Recruitment and Selection as Strategic Objectives Vision, Mission, and Values Statements Develop Strategic Objectives Analyze the External Environment Identify the Competitive Edge Determine the Competitive Position Implement the Strategy Evaluate the Performance Recruitment and Selection and the HR Profession An Introduction to Ethical Issues and Professional Standards Ethical Dilemmas in Recruitment and Selection Human Resources and the Internet Summary Key Terms Discussion Questions Exercises Case: Recruitment and Selection at Google Endnotes Chapter 2 Foundations of Recruitment and Selection I: Reliability and Validity Chapter Learning Outcomes Opening Vignette: The “Sham Psychometric Test” Controversy The Recruitment and Selection Process The Hiring Process A Selection Model Building a Foundation Reliability Interpreting Reliability Coefficients Measurement Error Factors Affecting Reliability Methods of Estimating Reliability Choosing an Index of Reliability Validity Validation Strategies Factors Affecting Validity Coefficients Usefulness of Validity Coefficients Bias and Fairness Bias Fairness The Legal Environment and Selection Summary Key Terms Discussion Questions Exercises Case: Emotional Intelligence or Cognitive Ability? Endnotes Chapter 3 Foundations of Recruitment and Selection II: Legal Issues Chapter Learning Outcomes Opening Vignette: No Babies Allowed Part I: A Basic Background in Legal Requirements for Nondiscriminatory Recruitment and Selection Constitutional Law Human Rights Law Employment Equity Labour Law, Employment Standards, and Privacy Legislation Part II: Key Legal Concepts in Recruitment and Selection Direct Discrimination Adverse Effect Discrimination Adverse Impact Workplace Discrimination in the United States Direct Discrimination and Adverse Effect Discrimination Bona Fide Occupational Requirement Reasonable Accommodation Individual Accommodation Reasonable Alternative Sufficient Risk Legal Concepts Applied to Recruitment and Selection Part III: Some Practical Guidelines in ­Nondiscriminatory Recruitment and Selection Key Practical Considerations in ­Nondiscriminatory Recruitment Legal Requirements and HR Practice Summary Key Terms Discussion Questions Exercises Case: Victim of Discrimination? Endnotes Chapter 4 Job Analysis and ­Competency Models Chapter Learning Outcomes Opening Vignette: Hiring the Right Person Part I: Work and Job Analysis What is Work and Job Analysis? Subject-Matter Experts Job Analysis and Employment Law—A Reprise Job Analysis Methods Getting Started: Gathering Job-Related Information Work and Worker-Oriented Job Analysis Survey of Work-Oriented Job Analysis Methods Best Practice in Choosing Job Analysis Methods Part II: The Role of Competencies in Recruitment and Selection What is a “Competency”? Competency Framework or “Architecture” Competency Categories Competency Dictionaries Competency Profiles Legal Defensibility of Competency Models Assessing Employee Competencies Validating Competency-Based Selection Systems Competency Modelling versus Job Analysis Leadership Competency Models Summary Key Terms Discussion Questions Exercises Case: The Need for Job Analysis Endnotes Chapter 5 Job Performance Chapter Learning Outcomes Opening Vignette: Using Facebook to Make Hiring Decisions Job Performance Job Performance as a Multidimensional Concept Performance Dimensions A Multidimensional Model of Job Performance Task Performance Contextual Performance Adaptive Work Performance Counterproductive Work Behaviours Types of Counterproductive Work Behaviours Withdrawal Behaviours Workplace Deviance Predicting Task, Contextual, Adaptive, and ­Counterproductive Job Performances Measuring Performance Effective Performance Measures Identifying Criterion Measures Multiple, Global, or Composite Criteria Consistency of Job Performance Job Performance Criteria and Performance Appraisal Objective Performance Appraisal Measures Subjective Performance Appraisal Absolute Rating Systems Perceived Fairness and Satisfaction with Rating Systems Creating a Job Performance Database Human Rights and Performance Appraisal Summary Key Terms Discussion Questions Exercises Case: The Quality of Performance Assessment Endnotes Chapter 6 Recruitment: The First Step in the Selection Process Chapter Learning Outcomes Opening Vignette: Employers Brew Up New Ways to Recruit Talent Part I: Strategic Recruitment External Factors Internal Factors Organization Analysis Job Analysis Human Resources Planning Recruitment Action Plan Part II: Recruitment Sources Traditional Recruitment Sources External Candidates E-Recruiting: Use of the Internet and Social Networks Comparison of Recruitment Methods Frequency of Use of Recruiting Methods Part III: Attracting Job Applicants The Organizational Context Corporate Image and Applicant Attraction The Person–Organization Fit Communication and Perception Accurate Expectations Realistic Job Previews Expectation-Lowering Procedures Decision-Making Training Evaluating Recruiting Efforts Recruitment Audit Summary Key Terms Discussion Questions Exercises Case: Recruiting in a Competitive Environment Endnotes Chapter 7 Selection I: Applicant Screening Chapter Learning Outcomes Opening Vignette: Sales Growth Trends at Living Healthy Inc. in Poor Health Applicant Screening Recruitment, Screening, and Selection Screening Methods Application Forms Weighted Application Blanks Biographical Data Résumés Reference Checks Work Experience Social Media Networks Virtual Career Fairs Virtual Job Auditions Summary Key Terms Discussion Questions Exercises Case: In Search of a Communications Director at ABC Glass, Inc. Endnotes Chapter 8 Selection II: Testing and Other Assessments Chapter Learning Outcomes Opening Vignette: Listening to the Airport Guru What Do You Know About Employment Testing? Employment Testing Choosing a Test Ability and Aptitude Tests Emotional Intelligence Psychomotor Ability Tests Physical and Sensory/Perceptual Ability Tests Physical Fitness and Medical Examinations Pre-Employment Drug and Alcohol Testing Work Samples and Simulation Tests Assessment Centres Personality Inventories Polygraph Testing Honesty/Integrity Testing Evaluating Effectiveness of HR Assessments Comparing Selection Predictors Applicant Reactions Summary Key Terms Discussion Questions Exercises Case: Applicant Testing at the RCMP Endnotes Chapter 9 Selection III: Interviewing Chapter Learning Outcomes Opening Vignette: The Hiring Interview Purposes and Uses of the Interview The Cost of Interviewing Screening Interviews Screening Interview Format Decisions Based on the Screening Interview Applicant Behaviours and Interviewer Impressions Value of the Screening Interview Predictive Validity of Screening Interviews Cautions on Using Screening Interviews A Model of Information Processing and Decision Making in the Interview Unstructured Interviews Attempts to Improve Interview Effectiveness Structuring Employment Interviews Panel and Serial Interviews Structured Employment Interview Techniques The Experience-Based Interview Comparison of the Structured Interview Approaches Structured Interviews in Practice Interview Practice and Human Rights Designing Interview Questions Interviewer Training Interview Coaching for Applicants Other Approaches to Interviewing Research Issues Summary Key Terms Discussion Questions Exercises Case: Attracting and Retaining Millennials Endnotes Chapter 10 Decision Making Chapter Learning Outcomes Opening Vignette: Should We “Trust Our Gut” on Selection Decisions? The Context of Selection Decisions Selection Errors Collection and Combination of Information Why Do Employers Resist Using Statistical Approaches? Group Decision Making Incremental Validity Setting Cutoff Scores Decision-Making Models Unit and Rational Weighting Multiple Regression Model Multiple Cutoff Model Multiple Hurdle Model Combination Models Profile Matching Model Making Selection Decisions Top-Down Selection Banding Practical Considerations Making Selection Decisions: Conclusions Hiring Selected Applicant(s) Preparing to Make a Job Offer Making a Job Offer Employment Letters and Contracts Acceptance and Implementation of Employment Letters and Contracts [Show More]

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