linvolve “career progression” positions in which employees move from a position to higherNoncompetitive promotions involve “career progression” positions in which employees move from a position to higher

process of attracting employees to an organization.

recruiting employees from outside the organization.

recruiting employees already employed by the organization.

, several internal applicants compete with one another (or external applicants) for a limited number of higher positions.

applicants are instructed to call rather than to apply in person or send résumés. ● organization wants to either quickly screen applicants or hear an applicant’s phone voice for telemarketing or receptionist positions

instruct applicants to apply in person rather than to call or send résumés. ● want the applicants to fill out a specific job application, or want to get a physical look at the applicant.

applicants are instructed to send their résumé to the company rather than call or apply in person.

instruct applicants to send their résumé to a box at the newspaper; neither the name nor the address of the company is provided.

based on the same “POP” advertising principles ● Ex. job vacancy notices are posted in places where customers or current employees are likely to see them: store windows, bulletin boards, etc.

organizations send recruiters to college campuses to answer questions and interview students for available positions.

, job fair held on campus in which students can “tour” a company online, ask questions of recruiters, and electronically send résumés

Employment agencies, often also called headhunters, that specialize in placing applicants in high-paying jobs.

designed to make a profit from recruitment activities

operated by state and local public agencies and are strictly nonprofit.

organization that specializes in finding jobs for applicants and finding applicants for organizations looking for employees. ● they charge either the company or the applicant when the applicant takes the job.

the jobs they represent tend to be higher-paying, nonentry-level positions such as executives, engineers, and computer programmers. ● always charge their fees to organizations rather than to applicants.

“head hunters"

can be of great value in filling blue-collar and clerical positions.

often offer services such as career advisement and résumé preparation.

method of recruitment in which a current employee refers a friend or family member for a job.

more likely to be hired and have longer tenure

method of recruitment in which an organization sends out mass mailings of information about job openings to potential applicants.

an organization lists available job openings and provides information about itself and the minimum requirements needed to apply to a particular job. (Blogging) ● applicants can upload their résumés, answer questions designed to screen out unqualified applicants, and then actually take employment tests.

private company whose website lists job openings for hundreds or thousands of organizations and résumés for millions of applicants.

recruitment method in which several employers are available at one location so that many applicants can obtain information at one time.

organizations make special efforts to recruit underrepresented groups such as women and minorities. ● Ex. recruiting at historically black colleges, developing targeted intern positions, and highlighting the organization’s openness to diversity in recruitment materials

recruiters try to find ways to identify this hidden talent and then convince the person to apply for a job with their company. ● identify the “cream of the crop” and then approach those people about applying for a job

amount of money spent on a recruitment campaign divided by the number of people that subsequently apply for jobs as a result of the recruitment campaign.

amount of money spent on a recruitment campaign divided by the number of qualified people that subsequently apply for jobs as a result of the recruitment campaign.

method of recruitment in which job applicants are told both the positive and the negative aspects of a job. ● giving an applicant an honest assessment of a job

form of RJP that lowers an applicant’s expectations about the various aspects of the job.

method of selecting employees in which an interviewer asks questions of an applicant and then makes an employment decision based on the answers to the questions as well as the way in which the questions were answered.

determined by the source of the questions, the extent to which all applicants are asked the same questions, and the structure of the system used to score the answers.

all three criterias are met

2 criteria are met

- one criterion is met

- none of the three criteria are met

, questions are based on a job analysis, every applicant is asked the same questions, and there is a standardized scoring system so that identical answers are given identical scores.

applicants are not asked the same questions and in which there is no standard scoring system to score applicant answers.

determined by the number of interviewees and number of interviewers.

- one interviewer interviewing one applicant

- a series of single interviews. ○ HR-SV-VP, one applicant (diff. times)

are similar to ___ interviews with the difference being a passing of time between the first and subsequent interview.

multiple interviewers asking questions and evaluating answers of the same applicant at the same time,

have multiple applicants answering questions during the same interview.

, both the interviewer and the applicant are in the same room. ● provide a personal setting and allow the participants to use both visual and vocal cues

often used to screen applicants but do not allow the use of visual cues

. ● applicant and the interviewer can hear and see each other, but the setting is not as personal, nor is the image and vocal quality of the interview as sharp as in face-to-face interviews.

interviews conducted at remote sites

the applicant answering a series of written questions and then sending the answers back through regular mail or through email.

the predictive power that structured interviews can add to the use of cognitive ability tests.

the fact that information presented early in an interview carries more weight than information presented later.

, when the performance of one applicant affects the perception of the performance of the next applicant. ● Ex. the interview score for the average applicant will be higher than if no applicant or a very qualified applicant preceded her.

the fact that negative information receives more weight in an employment decision than does positive information. ● Ex. most job applicants are afraid of being honest in interviews for fear that one negative response will cost them their job opportunities.

- factors such as eye contact and posture that are not associated with actual words spoken.

- an interviewee will receive a higher score if he is similar to the interviewer in terms of personality (or same race)

- physically attractive applicants have a more advantage in interviews.

type of structured interview question that clarifies information on the résumé or application.

type of structured interview question in which a wrong answer will disqualify the applicant from further consideration.

type of structured-interview question designed to tap an applicant’s knowledge or skill.

type of structured interview question in which applicants are given a situation and asked how they would handle it.

structured-interview technique in which applicants are presented with a series of situations and asked how they would handle each one.

type of structured-interview question that taps an applicant’s experience.

structured interview in which the questions focus on behavior in previous jobs.

type of structured-interview question that taps how well an appli- cant’s personality and values will fit with the organizational culture.

scoring simply on the basis of whether the answer given was correct or incorrect.

method of scoring interview answers that compares an applicant’s answer with benchmark answers.

Standard answers to interview questions, the quality of which has been agreed on by job experts.

method of scoring interview answers that provides points for each part of an answer that matches the scoring key.

letter that accompanies a résumé or job application

formal summary of an applicant’s professional and educational background.

, résume in which jobs are listed in order from most to least recent.

useful for applicants whose previous jobs were related to their future plans

, résumé format in which jobs are grouped by function rather than listed in order by date.

useful for applicants who are either changing careers or have gaps in their work histories. (least popular)

, résumé style that takes advantage of psychological principles pertaining to memory organization and impression formation.

preparing the reader for what is to come

, early impressions are most important

, a model proposed by Anderson that postulates that our impressions are based more on the average value of each impression than on the sum of the values for each impression.