Question 1

In comparison with external selection, internal selection places greater emphasis on predictor signs than samples.

Accepted Answer

Internal selection often places greater emphasis on samples, such as past performance and experience within the organization, rather than predictor signs, which are more commonly used in external selection to assess potential candidates.

Question 2

Job knowledge tests hold great promise as a predictor of job performance.

Accepted Answer

Job knowledge tests are designed to assess the technical knowledge and skills required for a specific job. Research has shown that employees who perform well on these tests are more likely to perform well on the job, leading to better job performance and overall organizational success. Therefore, job knowledge tests hold great promise as a predictor of job performance.

Question 3

Organizations typically have better data with which to make choices on internal than external candidates.

Accepted Answer

Organizations have access to a wider range of data when considering internal candidates, such as performance reviews, work samples, and feedback from colleagues and supervisors. On the other hand, external candidates may only have a resume and interview performance to rely on, making it harder for organizations to make an informed decision.

Question 4

The validity of experience is higher than seniority for internal selection.

Accepted Answer

Experience is a more reliable indicator of an employee's potential for success in a new role than seniority alone. This is because experience provides a better understanding of the skills and knowledge necessary to succeed in a particular role, while seniority does not necessarily indicate competence or capacity for growth. Moreover, experience can be accrued by employees who actively seek out challenging assignments and take on new responsibilities, whereas seniority is generally determined by length of service alone. Therefore, when making internal selection decisions, it is important to consider both seniority and experience, but to give greater weight to the latter.

Question 5

One potential problem with promotability ratings is that they may yield results that are different from results of performance appraisals and evaluations for pay increases.

Accepted Answer

Promotability ratings may focus on different criteria than performance appraisals and evaluations for pay increases, such as leadership potential and interpersonal skills, which may not weigh as heavily in those other evaluations. Therefore, the results may vary.

Question 6

In using performance appraisals to predict the performance of an individual being considered for promotion from a junior to a senior level position, it would be appropriate to use the results of performance appraisals for a junior-level technical position to make a selection decision concerning a promotion to a senior level managerial position.

Accepted Answer

Performance appraisals for a junior-level technical position may not necessarily be indicative of the competencies and skillset required for a senior level managerial position. The criteria for performance evaluation would be different for senior-level roles, and therefore, relying solely on the results of performance appraisals for a junior-level position may not give an accurate prediction of the individual's capability for a senior-level role. Other factors such as leadership skills, strategic thinking, and decision-making abilities would also need to be considered in the selection process.

Question 7

Seniority is a highly valid method for internal selection.

Accepted Answer

Seniority may not always be indicative of job performance or qualifications, and can result in promoting someone who may not be the best fit for the position. It's important to consider a variety of factors and methods when making internal selection decisions.

Question 8

A virtue of peer assessments is that they rely on raters who are very knowledgeable of applicants' KSAOs.

Accepted Answer

Peer assessments involve colleagues or coworkers who are familiar with an individual's knowledge, skills, abilities, and other characteristics related to their job performance. Therefore, they are expected to be knowledgeable of the applicant's KSAOs.

Question 9

Seniority and experience are among the most prevalent methods of internal selection.

Accepted Answer

Seniority and experience are commonly used in internal selection processes as they are indicators of the employee's knowledge, skills, and abilities developed through years of service in the company. These factors are considered in decisions for promotions, transfers, and other internal job opportunities.

Question 10

Internal selection is virtually identical to external selection both in terms of the applicability of the logic of the prediction principle, and in terms of the relevance of data about past job experiences.

Accepted Answer

Internal selection refers to promoting or transferring existing employees within an organization, where their performance, skills, and potential can be more accurately assessed based on their history within the company. External selection involves hiring new employees from outside the organization, where predictions about their fit and performance are more heavily based on their past experiences in other organizations, interviews, and assessments. The context and available data for decision-making differ significantly between the two.

Question 11

Depth of information and relevance are the only advantages that internal selection has over external selection.

Accepted Answer

Internal selection has a few other advantages over external selection, such as cost-effectiveness, better cultural fit, and increased employee morale and retention.

Question 12

Talent management systems keep an ongoing organizational record of the skills, talents, and capabilities of an organization's employees.

Accepted Answer

Talent management systems are designed to track and manage employee skills, talents, and capabilities, providing an ongoing record of an organization's human capital.

Question 13

A different set of criteria are used to evaluate the effectiveness of internal assessment methods, since concepts like validity and adverse impact are unimportant for internal hiring.

Accepted Answer

The statement is false. Validity and adverse impact are still important for internal hiring, as they ensure that the assessment methods are fair and accurately measure the required skills and abilities for the job.

Question 14

In internal selection, managers tend to overemphasize subjective opinions about job candidates, with a consequent increase in decisions with low validity.

Accepted Answer

Internal selection involves considering current employees for job openings or promotions. However, managers may rely on their own subjective opinions or biases when evaluating candidates, leading to decisions that may have low validity or accuracy in predicting job performance. Research suggests that structured selection methods and objective criteria can help mitigate this issue.

Question 15

The argument behind the Peter Principle is that individuals who are good performers in one job will probably be good performers in the next job up the promotion ladder.

Accepted Answer

The argument behind the Peter Principle is actually the opposite. It suggests that individuals who are good performers in one job will be promoted to the next job, but may not necessarily be good performers in that new role. This is because the skills required for the new role may be different or more complex than those required for the previous role. As a result, individuals may be promoted beyond their level of competency, leading to a decline in performance and productivity.

Question 16

One advance over the simple use of performance ratings is to review past performance records more thoroughly, including an evaluation of various dimensions of performance that are particularly relevant to job performance.

Accepted Answer

This statement is true. A more thorough review of past performance records can provide a more comprehensive evaluation of an employee's job performance, including a consideration of various dimensions that may be relevant to their specific job responsibilities. This can help employers make more informed decisions about promotions, training opportunities, or other career development initiatives.

Question 17

Experience refers to length of service or tenure with a job, department or organization.

Accepted Answer

The answer of Experience refers to length of service or...

Question 18

Experience is better suited to predict long-term rather than short-term potential.

Accepted Answer

Experience is valuable for understanding an individual's capabilities and past performance, but it does not necessarily predict long-term potential better than short-term. Potential is influenced by many factors including adaptability, learning ability, and future opportunities, which are not solely determined by past experience.

Question 19

Sometimes individuals who have excellent skills in engineering and scientific positions do not have good managerial skills.

Accepted Answer

It is common for individuals who excel in technical fields such as engineering and science to lack managerial skills, as the set of skills required for these two roles are quite different. Technical expertise does not necessarily translate to good leadership or communication skills, which are crucial for effective management.

Question 20

Organizations find that talent management systems are low cost and require little expertise.

Accepted Answer

This statement is false. Talent management systems can be costly and require specialized expertise to implement and maintain effectively.

Quiz 10: Internal Selection