Deck 5: Recruitment, Selection, and Job Performance

Question 1

Which of the following is NOT a common type of counterproductive work behaviour?

A) bullying
B) workaholism
C) presenteeism
D) tardiness

Answer 1

B

Question 2

Which of the following is NOT part of the new protections from violence and harassment that employers in Ontario need to provide for workers?

A) Allow workers to remove themselves from harmful situations if they have reason to believe that they are at risk of imminent danger due to workplace violence.
B) Assess the risks of workplace violence, and take reasonable precautions to protect workers from possible domestic violence in the workplace.
C) Provide an employee assistance program to ensure workers have access to psychological resources immediately following a violent or harassing incident.
D) Develop and communicate workplace violence and harassment prevention policies and programs to workers.

Answer 2

C

Question 3

Which of the following defines the concept that is described as activities or behaviours that are not part of a worker's formal job description but that remain important for organizational effectiveness?

A) task performance
B) job performance
C) contextual performance
D) dimensional performance

Answer 3

C

Question 4

In Campbell's theory of work performance, what is the concept that refers to the degree to which individuals are committed to performing all job tasks, to working at a high level of intensity, and to working under adverse conditions?

A) maintaining personal discipline
B) supervision/leadership
C) demonstrating effort
D) job-specific proficiency

Question 5

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

A) performance domains
B) performance criteria
C) performance dimensions
D) performance indicators

Question 6

Which of the following best defines job criteria?

A) organizational processes used to improve employee and organizational performance in the workplace
B) measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours
C) organizational processes that evaluate employee job performance
D) a means to reinforce an organization's core values in addition to identifying performance differences among employees

Question 7

Which of the following is NOT job task behaviour for an airplane pilot?

A) promoting safety procedures
B) navigation
C) managing air crew
D) takeoff and landing

Question 8

Psychological withdrawal occurs when employees withhold effort and do not perform to their fullest capabilities. Which of the following is NOT a form of psychological withdrawal?

A) present at work but not psychologically committed
B) quitting the job permanently
C) introversion at work resulting in no work friends
D) drug and alcohol use in the workplace

Question 9

What percentage of employee complaints for psychological harassment were considered frivolous by the Labour Standards Commission in Quebec?

A) 1 percent
B) 5 percent
C) 10 percent
D) 12 percent

Question 10

Which of the following is an example of contextual behaviour?

A) communication proficiency
B) leadership
C) supervision
D) personal discipline

Question 11

Which concept is defined as the degree to which the criterion measure captures behaviours or competencies that constitute job performance?

A) criterion contamination
B) criterion deficiency
C) criterion relevance
D) criterion reliability

Question 12

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

A) criterion relevance
B) criterion contamination
C) criterion deficiency
D) unmeasured competencies

Question 13

Which of the following best defines job performance?

A) the observable things employees do that are relevant to accomplishing the goals of the organization
B) a means to reinforce an organization's core values in addition to identifying performance differences among employees
C) organizational processes used to improve employee and organizational performance in the workplace
D) organizational processes that evaluate employee job performance

Question 14

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

A) taking off and landing
B) self-discipline
C) mentoring junior pilots
D) promoting safety procedures

Question 15

Which concept refers to voluntary behaviours that violate significant organizational norms and in so doing threaten the well-being of an organization, its members, or both?

A) contextual performance
B) lack of personal discipline
C) task behaviours
D) counterproductive behaviours

Question 16

Which performance behaviour is similar to contextual performance behaviour?

A) organizational citizenship
B) job-specific task proficiency
C) non-job-specific task proficiency
D) organizational culture

Question 17

Which measures of job performance attempt to capture individual differences among employees with respect to job-related behaviours?

A) attributes
B) behaviour
C) criteria
D) performance indicators

Question 18

Which of the following best defines performance management?

A) a means to transform companies into results-oriented organizations
B) measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours
C) organizational processes used to improve employee and organizational performance in the workplace
D) organizational processes that evaluate employee job performance

Question 19

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

A) cost of accidents
B) length of time in job
C) number of spelling mistakes
D) earning per share

Question 20

Which method allows the rater to compare the overall performance of each worker with that of every other worker being evaluated?

A) paired comparison
B) forced distribution
C) rank order
D) relative percentile method

Question 21

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

A) subjective performance measures
B) relative rating system
C) graphic rating scale
D) behaviourally anchored rating scales

Question 22

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

A) the observable things employees do that are relevant to accomplishing the goals of the organization
B) a means to reinforce an organization's core values in addition to identifying performance differences among employees
C) organizational processes used to improve employee and organizational performance in the workplace
D) organizational processes that evaluate employee job performance

Question 23

Which of the following researchers recognized that an ultimate criterion would rarely, if ever, be found in practice?

A) Griggs
B) Mears
C) Smith
D) Thorndike

Question 24

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

A) task
B) contextual
C) organizational
D) intrapersonal

Question 25

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

A) achievement of organizational goals due to increased employee satisfaction and performance
B) improvement in organizational processes that evaluate employee job performance
C) reinforcement of organizational core values in addition to identifying performance differences among employees
D) identification of employees who need development as well as progressive discipline

Question 26

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

A) management/administration
B) maintaining self-discipline
C) communication proficiency
D) knowledge of legislation

Question 27

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

A) job-specific task performance
B) contextual performance
C) organizational commitment
D) cultural competencies

Question 28

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

A) communication proficiency
B) maintaining self-discipline
C) demonstrating effort
D) knowledge of legislation

Question 29

What is one disadvantage of practicality of criterion measures?

A) They are applicable only if the criterion measure is available.
B) They are influenced by the supervisor's bias.
C) They do not meet the standards of reliability and validity.
D) They are not consistently applied given changes in personnel.

Question 30

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

A) communication proficiency
B) maintaining self-discipline
C) demonstrating effort
D) knowledge of legislation

Question 31

Which of the following is NOT a subjective performance appraisal rating system?

A) forced distribution
B) relative percentile method
C) graphic rating scale
D) paired comparisons

Question 32

Scenario 5-2
The CEO of KM Contracting, a medium-sized Canadian construction company, has decided to develop a performance management system so that the company can measure employee performance. As the HRM, you believe that a lack of clear job standards has led to the selection of inappropriate candidates. Managers have stated that performance appraisals are usually conducted only when inappropriate and unsafe workplace behaviours have occurred. The three major performance dimensions of all the jobs are technical construction proficiency, demonstrating effort, and maintaining self-discipline.
Refer to Scenario 5-2. As the HRM, you are responsible for defining sets of related behaviours that are derived from KM Contracting's goals and linked to successful job performance. What are these behaviours called?

A) performance domains
B) performance criteria
C) performance dimensions
D) performance indicators

Question 33

Into which subcategories would you break job performance behaviours?

A) competency, contextual, and job-specific behaviours
B) task, contextual, and productive behaviours
C) task, contextual, and counterproductive behaviours
D) job-specific, contextual, and organizational behaviours

Question 34

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

A) a means to reinforce an organization's core values in addition to identifying performance differences among employees
B) measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours
C) organizational processes used to improve employee performance in the workplace
D) organizational processes that evaluate employee job performance

Question 35

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

A) lying
B) theft
C) sabotage
D) exclusion

Question 36

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

A) task performance
B) contextual performance
C) counterproductive performance
D) intrapersonal job performance

Question 37

Scenario 5-2
The CEO of KM Contracting, a medium-sized Canadian construction company, has decided to develop a performance management system so that the company can measure employee performance. As the HRM, you believe that a lack of clear job standards has led to the selection of inappropriate candidates. Managers have stated that performance appraisals are usually conducted only when inappropriate and unsafe workplace behaviours have occurred. The three major performance dimensions of all the jobs are technical construction proficiency, demonstrating effort, and maintaining self-discipline.
Refer to Scenario 5-2. Which contextual performance behaviours have been observed at KM Contracting?

A) maintaining personal discipline
B) demonstrating effort
C) technical construction proficiency
D) engaging in unsafe work practices

Question 38

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

A) graphic rating scale
B) results method
C) behavioural rating scale
D) ranking system

Question 39

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

A) a means to transform companies into results-oriented organizations
B) measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours
C) organizational processes used to improve employee and organizational performance in the workplace
D) organizational processes that evaluate employee job performance

Question 40

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

A) management/administration
B) maintaining self-discipline
C) communication proficiency
D) knowledge of legislation

Question 41

According to the textbook, which of the following would NOT be a job-specific task proficiency to evaluate a security dispatcher?

A) maintains security of technological equipment
B) properly secures lost and found articles
C) activates appropriate emergency response teams as needed
D) ensures confidentiality and security of information

Question 42

Define job performance and criteria. Why is it important to understand job performance and criteria as part of the recruitment and selection process?

Question 43

To evaluate the effectiveness of selection systems, task, contextual, and counterproductive performance behaviours that are important to job success must be measured.

Question 44

Reliability is the degree to which the criterion measure captures behaviours or competencies that constitute job performance.

Question 45

Behaviour observation scales are very similar to behaviourally anchored rating scales (BARS) in that the starting point is an analysis of critical job incidents by those knowledgeable about the job to establish performance dimensions.

Question 46

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

Question 47

Job performance is a multidimensional construct that is composed of three behaviours: task, contextual, and counterproductive. Define these three behaviours. Give an example of how each of these three job-related behaviours is linked to factors that should be considered during recruitment and selection.

Question 48

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

Question 49

Define criterion relevance, criterion contamination and criterion deficiency.

Question 50

Criterion deficiency is defined as those task performance behaviours or competencies that are not measured by the criterion.

Question 51

An employee's personality is an antecedent to the outcomes of task, contextual, and counterproductive work behaviours.

Question 52

Absolute rating systems compare the performance of one worker with an absolute standard of performance.

Question 53

Contextual performance is closely related to organizational citizenship behaviour.

Question 54

Engaging in unsafe work practices is a counterproductive performance behaviour.

Question 55

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

Question 56

Job performance domain is the set of related behaviours that are derived from an organization's goals and linked to successful job performance.

Question 57

The perceived fairness and perceived justice of the performance appraisal process plays a central role in determining employee reactions.

Question 58

What is contextual performance? Briefly describe two categories of contextual performance.

Question 59

Persisting with enthusiasm and extra effort as necessary to complete one's own task activities successfully is an example of contextual performance.

Question 60

The usefulness of selection measures is assessed by how well they predict performance.

Question 61

Explain how human rights relate to performance appraisal processes.

Question 62

John Campbell and his associates have developed a theory of work performance. Campbell proposes that the behaviours that people are expected to exhibit as part of their job appear to fall into eight job performance dimensions. You are applying for a position as an HRM. Describe and give an example of two performance dimensions from Campbell's model that you believe would be major performance components required of a HRM. Describe how these performances are expressed in relation to an organization's mission and goals. How could this desired performance be measured? What criteria could be used? What determines individual differences in Campbell's eight job performance components? Why would you perform more effectively and efficiently than another candidate?

Question 63

Develop five job-specific task proficiencies using a behavioural observation scale to evaluate a security dispatcher.

Question 64

Describe two methods for measuring job performance.

Question 65

Define performance management.