DMW an der Universität Würzburg

Karteikarten und Zusammenfassungen für DMW an der Universität Würzburg

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Lerne jetzt mit Karteikarten und Zusammenfassungen für den Kurs DMW an der Universität Würzburg.

Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

Why is it important to separate "interest" from "interest congruence"?

Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

Is "interest congruence” a good predictor for performance and if yes, why? What role does motivation play?

Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

Practical implications: In which settings would you recommend to use vocational interest tests? What might be potential problems of using them, e.g.in a selection context?

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Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

What is the difference between P-J and P-O fit? Provide examples for each type of fit.

Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

What are the most important predictors for job organization attraction and for acceptance intentions?

Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

What are advantages and disadvantages of laboratory studies in the field of recruiting outcomes?

Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

Practical implications: What are practical applications for recruiting from the findings of the study? What would you advise an HR manager to do based on the findings?

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Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

Which between-and within-interviewer factors are significantly related to the decision-making time of interviewers?

Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

Describe the relation between interview order and decision-making time

Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

Based on the findings by Frieder et al. (2015), how can the selection process based on interviews be improved?

Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

What is the adverse impact –validity dilemma in personal selection?

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Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

Which components of vocational interests does Hollands model separate? What does the hexagonal structure imply?

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Beispielhafte Karteikarten für DMW an der Universität Würzburg auf StudySmarter:

DMW

Why is it important to separate "interest" from "interest congruence"?

-interest scores only reflect the level of interest of an individual in comparison with other individuals in that scale and this does not have to be related to job performance. 

Interest congruence: reflects how much one´s interest (in relation to one´s other interests) fit with a job or a work environment; should be better related to job performance, persistence, motivation and OCB



DMW

Is "interest congruence” a good predictor for performance and if yes, why? What role does motivation play?

- is a good predictor

- bigger correlations between interest congruence and performance than between interest and performance

Motivation drives performance through three components: Goals choice (direction), effort (vigor), time investment (persistence) 

- interest influences these factors they themselves have then an influence which goals you choose, how much effort you out into it to achieve the goal and how persistent you are

DMW

Practical implications: In which settings would you recommend to use vocational interest tests? What might be potential problems of using them, e.g.in a selection context?

- problems: social desirability, also the test does not reflect a person´s goals or personality as well as specific skills, but this could also have an influence how well people fit into a team or how willing they are to invest into the organization´s goals

 

--> One first step in a sequential selection procedure 

--> Combined with options for self-selection

DMW

What is the difference between P-J and P-O fit? Provide examples for each type of fit.

- PJF: fit between a person´s characteristics and the characteristics of the job or task that are performed at work, so it is about ability and demands as well as needs and supplies

- example: person is skilled in working with people and enjoys working with them would benefit the most from e.g. working as a nurse, the other way round, the hospital as well should choose someone who is good with people because this increases the probability of good job performance

- POF: fit between people and organizations as a whole, the fit exists if at least one entity provides what the other needs or/and if they share similar fundamental characteristics

- example: a person who is engaged in climate protection fits very well into a company that has some programs to reduce its negative impact on the environment

DMW

What are the most important predictors for job organization attraction and for acceptance intentions?

- Job-Organization-Attraction: Perceived Work Environment (p=.60), Organization Image (p=.48), timely response (p= .46), opportunity to perform (p=.46), PO-Fit (p=.46) 

- people use information about the characteristics of a job and the organization to make assumptions about their fit into the organization and the fit of the organization to them-selves, if they think the mutual fit is good enough the job becomes very attractive to them

- because of this, also the PO Fit as well as the organizational image are important predictors

 

Acceptance Intentions are influenced by: Perceived Work Environment (.53), Perceptions of Recruiter (.53), opportunity to perfom (.53), type of work (.52)

DMW

What are advantages and disadvantages of laboratory studies in the field of recruiting outcomes?

advantages:

- internal validity 

- systematical evaluation of important factors, this research can provide valid information

- testing mechanisms of job choice in real time is possible (via computer simulations)

- control of variables (like gender, age,..)

disadvantages: 

- there may be a self-selection in the real life because of perceived fit, that can´t be simulated in an experiment

- also real applicants feel more involved as participants in an experiment - the motivation of experiment participants is not comparable with those of real applicants 

- Participants don’t perceive the process with the same importance level and behave therefore differently (change their priorities, don’t feel personally involved in injustice situations)

- →general: different mind set, 

consequences in the context of applying and job choice are not immediate in the real life, this can not be simulated in an experiment 


Low external validit


DMW

Practical implications: What are practical applications for recruiting from the findings of the study? What would you advise an HR manager to do based on the findings?

- recruiter should be personable, fair, respectful, should be able to provide as much information as needed

- Positive characteristics of the of the work environment and the organization should be emphasized 

- Applicant should have the feeling that he/she has good chances to be selected as this enhances the acceptance intention

- increased fairness of process via explanations and transparency (recruiter should do that)

-giving a positive perspective on a future job offer

- more emphasizing of positive characteristics of work environment and the image organization 

DMW

Which between-and within-interviewer factors are significantly related to the decision-making time of interviewers?

Between: 

- question consistency (the extent to which the interviewer asks the same questions in the same order) → significant longer 

- rapport building (asking applicant questions about non-job-related information like hobbies etc. like small talk) → significant shorter

- interviewing efficacy (interviewers belief concerning their capability to select high-quality applicants, people who belief that they are doing good choices put less effort into the decision-making process → significant shorter

-  interviewing experience (more developed, integrative and automatic schemas for evaluating the applicants) → significant shorter

Within:

- interview order → curvilinear relationship between the order and the decision-making time

DMW

Describe the relation between interview order and decision-making time

- while interviewing the first applicant the recruiter only has to attend, integrate and process information of about one single applicant

- with every following interview the recruiter has to maintain the information of more applicants → longer decision-making time

- because of cognitive load theory there will be a point where controlled processing is not possible any more

- the recruiter starts to use schemas and heuristics → shorter decision-making time

- This appears after approximately four interviews


/curvilinear  relationship

DMW

Based on the findings by Frieder et al. (2015), how can the selection process based on interviews be improved?

- because of the curvilinear relationship: limited amount of interviews following in one row

-Applicants should be aware that rapport building might occur and so they should practice the most common `conservation starters´ in advance 

- organization should use strategies like framing the interview as a sort of data collection

-interviewers should be aware of the effect of rapport building

-refresher trainings to emphasize the importance of gathering information

DMW

What is the adverse impact –validity dilemma in personal selection?

Looking at the selection processes in organizations one may realize that the majority uses e.g. cognitive ability tests. There are two main reasons for that choice: ability tests are cost effective and have a high criterion-related validity as well. However, this selection tool also exhibits high level of adverse impact.
 

Adverse impact describes a disparity in selection for hiring or promotion, that disadvantages individuals of a particular race, ethnicity or sex.
 

Alternatives to cognitive ability tests as a selection tool are for example assessment centers. These also exhibit high level of validity but less adverse impact. However, they are too costly to administer to a large number of candidates.
 

To sum it up, the dilemma situation relies on the fact that cost-effective procedures with high criterion-related validity (e.g. cognitive ability tests) exhibit high level of adverse impact. On the other hand, alternatives that also exhibit high level of validitybut less adverse impact (e.g. structured interviews or assessment centers) are too costly to administer to a large number of candidates.


DMW

Which components of vocational interests does Hollands model separate? What does the hexagonal structure imply?

- RIASEC

- R: Realistic, I: Investigative, A: Artistic, S: Social, E: Enterprising, C: Conventional

- The closer the components in the structure, the more congruent they are

- Holland predicts, that individuals search for work environments that are compatible with their interests and that fitting people will show a better performance and a longer resistance

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