MGT 411 Final Exam Study Guide Questions
and Correct Answers
External Assessment Goals
Maximize fit
Maximize return on investment
Accurate assessment
Assess ethically
Ensure legal compliance
Establish and reinforce employer image
Generate positive stakeholder reactions
Support talent philosophy and HR strategy
Identify new hires' development needs
Screening Assessment Methods (Commonly Used)
Methods that narrow a pool of job applicants down to a smaller group of job candidates.
Evaluative Assessment Methods (Commonly Used)
Methods that evaluate the pool of job candidates to determine who will be hired.
Contingent Assessment Methods (Commonly Used)
Methods whereby a job offer is made contingent upon a candidate passing the assessment.
Person-Job Fit
The potential of an individual to meet the needs of a job and the potential of the job to meet the
needs of the individual.
,Person-Group Fit
The match between an individual and their work group, including the supervisor.
Person-Organization Fit
The fit between an individual's values, beliefs, and personality and the values, norms, and culture
of the organization.
Person-Vocation Fit
The fit between an individual's interests, abilities, values, and personality and their occupation.
Complementary Fit
When a person adds something that is missing in the organization or work group by being
different from the others.
Supplementary Fit
When a person has characteristics that are similar to those that already exist in the organization.
Return on Investment
The return on investment from a new assessment method is the sum of the economic value of
improved performance and the savings from avoiding bad hires.
(The savings from avoiding bad hires reflect the fact that bad hires can actually cost the
organization money.)
Identify Development Needs
,Assessment tests can identify new hires development needs...
For example, if a top candidate's assessment scores show that their organization and time
management skills are good but their customer service skills need further development, post-hire
training can improve these skills.
Legal Compliance (UGESP)
A test of knowledge and abilities must measure a representative sample of knowledge, skills, or
abilities necessary to perform the job and be operationally defined.
Job Applicants
Have applied for the job and met minimum standards.
Job Candidates
Have passed the initial screen and are assessed more in-depth in terms of job specifications and
fit.
Finalists
The organization makes its hiring decision from the group of finalists that remains after all
assessment methods have been completed.
Steps in Crafting a Structed Interview (6)
1.) For the job requirements to be measured by a structured interview, identify the actions and
behaviors that illustrate each qualification.
2.) Write questions that will generate relevant information about the degree to which candidates
, possess each job requirement.
3.) Create an answer key with benchmark responses for at least the high, middle, and low scores
on the scale.
4.) Weight the benchmark responses based on the importance of each question relative to the
others. Give more important questions greater weight relative to the other questions.
5.) Select and train interviewers to increase the interview's
standardization, reliability, and validity.
6.) Evaluate the effectiveness of the structured interview in terms of its validity and the reactions
of stakeholders, including how fair and job related they perceive it to be.
Behavioral Interviews (Structured)
Using information about what the applicant has done in the past to predict future behaviors.
Question Example: "Tell me about a time when you were working on a project that you felt was
important but that others thought was a waste of time. What did you do, and what was the
result?"
Situational Interviews (Structured)
Asking people how they might react to hypothetical situations.
and Correct Answers
External Assessment Goals
Maximize fit
Maximize return on investment
Accurate assessment
Assess ethically
Ensure legal compliance
Establish and reinforce employer image
Generate positive stakeholder reactions
Support talent philosophy and HR strategy
Identify new hires' development needs
Screening Assessment Methods (Commonly Used)
Methods that narrow a pool of job applicants down to a smaller group of job candidates.
Evaluative Assessment Methods (Commonly Used)
Methods that evaluate the pool of job candidates to determine who will be hired.
Contingent Assessment Methods (Commonly Used)
Methods whereby a job offer is made contingent upon a candidate passing the assessment.
Person-Job Fit
The potential of an individual to meet the needs of a job and the potential of the job to meet the
needs of the individual.
,Person-Group Fit
The match between an individual and their work group, including the supervisor.
Person-Organization Fit
The fit between an individual's values, beliefs, and personality and the values, norms, and culture
of the organization.
Person-Vocation Fit
The fit between an individual's interests, abilities, values, and personality and their occupation.
Complementary Fit
When a person adds something that is missing in the organization or work group by being
different from the others.
Supplementary Fit
When a person has characteristics that are similar to those that already exist in the organization.
Return on Investment
The return on investment from a new assessment method is the sum of the economic value of
improved performance and the savings from avoiding bad hires.
(The savings from avoiding bad hires reflect the fact that bad hires can actually cost the
organization money.)
Identify Development Needs
,Assessment tests can identify new hires development needs...
For example, if a top candidate's assessment scores show that their organization and time
management skills are good but their customer service skills need further development, post-hire
training can improve these skills.
Legal Compliance (UGESP)
A test of knowledge and abilities must measure a representative sample of knowledge, skills, or
abilities necessary to perform the job and be operationally defined.
Job Applicants
Have applied for the job and met minimum standards.
Job Candidates
Have passed the initial screen and are assessed more in-depth in terms of job specifications and
fit.
Finalists
The organization makes its hiring decision from the group of finalists that remains after all
assessment methods have been completed.
Steps in Crafting a Structed Interview (6)
1.) For the job requirements to be measured by a structured interview, identify the actions and
behaviors that illustrate each qualification.
2.) Write questions that will generate relevant information about the degree to which candidates
, possess each job requirement.
3.) Create an answer key with benchmark responses for at least the high, middle, and low scores
on the scale.
4.) Weight the benchmark responses based on the importance of each question relative to the
others. Give more important questions greater weight relative to the other questions.
5.) Select and train interviewers to increase the interview's
standardization, reliability, and validity.
6.) Evaluate the effectiveness of the structured interview in terms of its validity and the reactions
of stakeholders, including how fair and job related they perceive it to be.
Behavioral Interviews (Structured)
Using information about what the applicant has done in the past to predict future behaviors.
Question Example: "Tell me about a time when you were working on a project that you felt was
important but that others thought was a waste of time. What did you do, and what was the
result?"
Situational Interviews (Structured)
Asking people how they might react to hypothetical situations.
