TEST 2 REVIEW QUESTIONS

Section A – Multiple Choice

1. When an applicant believes that an assessment method is unfair because it does not give him

an opportunity to demonstrate job‐relevant skills ________.

A) distributive fairness is low

B) procedural fairness is low

C) interactional fairness is low

D) interactional fairness is high

2. Amy was unhappy with the way she was treated when she applied for the position of a shop ‐

floor assistant at a local retail outlet. When her friend Carrie hears about this, she stops

shopping at that store. This is an example of ________.

A) incorrect signaling

B) cognitive dissonance

C) spillover effect

D) groupthink

3. Recruiter behaviors have the largest impact on ________.

A) overall applicant impressions of HR

B) applicant intentions to pursue a job opportunity

C) applicant intentions to accept job offers

D) labor market conditions

4. The extent to which recruiters influence job seekers depends on the degree to which

recruiters ________.

A) are transparent in the recruitment process and provide feedback

B) share similar demographic characteristics with the applicant

C) share educational backgrounds with the applicants

D) are seen as reliable signals of what it would be like to work for the company

5. Tracy has an interview with a disorganized, unprepared recruiter and concludes that the

company does not have a very professional culture. This is an example of ________.
A) a realistic job preview

B) signaling

C) cognitive dissonance

D) a person specification

6. Which of the following recruiting metric gives the number of employees who voluntarily quit

within their first year?

A) turnover data of the company

B) new recruit efficiency

C) new hire satisfaction

D) new hire failure rate

7. Which of the following do corporate executives use to form an image of a specific

organization?

A) quality of the firm's products

B) advertisements released by the firm

C) economic performance indicators

D) knowing an employee of the firm

8. How can an organization with a positive employer branding image increase the quality of its

applicant pools?

A) by reducing recruitment flaws through training

B) by following a targeted recruiting effort

C) by using external agencies to recruit for them

D) by following unconventional methods to recruit

9. Peter will not take a job that offers a salary below $45,000 per annum but is flexible on

where the job is located. For Peter, pay is a ________.

A) non‐compensatory screening factor

B) bona fide occupational qualification

C) terminal decision point

D) compromise factor

10. Which of the following would help the process of compiling information about the job or

organization that candidates will find more and less attractive?

A) surveying prospective employees

B) surveying present employees

C) surveying external job postings

D) surveying the labor market

11. The fit between a person's abilities and the demands of the job and the fit between a
person's desires and motivations and the attributes and rewards of a job is ________.
A) person‐job fit
B) person‐group fit
C) person‐organization fit
D) supplementary fit

12. If an individual's goals, values, and work style clashes with the goals, values, and work style
of his or her co‐workers, which of the following is true?
A) The individual has low person‐job fit.
B) The individual has low person‐organization fit.
C) The individual has low person‐vocation fit.
D) The individual has low person‐group fit.

13. Which of the following is true of person‐organization fit?

A) It is not related to the intent to stay with the company.
B) It is the same as person‐job fit.
C) It is positively related to job satisfaction.
D) It is unrelated to organizational commitment.

14. When a restaurant hires a server who has similar competencies to the existing servers, this
is an example of ________.
A) person‐organization fit
B) supplementary fit
C) complementary fit
D) person‐supervisor fit

15. When a company rejected Sara, who would have been a poor performer on the job, which
assessment outcome occurred?
A) true positive
B) true negative
C) false positive
D) false negative

16. Job seekers often rate ________ as the most job‐related selection procedure.

A) interviews

B) aptitude tests

C) job simulation

D) personality inventories

17. Behavioral interviews are more reliable and substantially better than ________

at predicting job performance.

A) structured interviews

B) situational interviews

C) unstructured interviews
D) situational judgment tests

18. An HR manager asked every candidate during an interview to describe a situation in the

past in which they had to display their leadership abilities even though they were not a formal

leader, discuss what they did, and describe the result. This is an example of which external

assessment method?

A) situational judgment test

B) interview

C) unstructured interview

D) behavioral interview

19. Which assessment method would be the best choice to identify candidates who are more

likely to pose a security risk to the company?

A) personality test

B) background check

C) job simulation

D) cognitive ability test

20. Having a low selection ratio means ________.

A) hiring most people who apply for a job

B) having unacceptable adverse impact

C) hiring only a few applicants

D) having a small number of applicants per job

21. Internal assessment typically improves a firm's strategic capabilities by ________.

A) conducting a legal audit of the staffing system

B) giving all poor performers a chance to improve

C) assisting "blocked" employees to improve their performance

D) improving the competence of human resource personnel

22. Why do some firms prefer to call groups of employees targeted for accelerated

development "acceleration pools" rather than "high ‐potential pools"?

A) Because acceleration implies faster promotions.

B) Because "high potential" pool implies the rest are of low potential.

C) Because "acceleration pool" employees always rise to managerial levels.

D) Because "high potential pools" occur only at technical levels.

23. Which of the following would be required to provide critical skills to employees that might

be needed in the future?

A) competition

B) promotion

C) evaluation

D) training

24. An additional ethical issue involves the ________ of an employee's application for another

position in the company.

A) assessment

B) processing

C) confidentiality

D) rejection

25. Which of the following is a limitation of using supervisors in performance reviews?

A) They may be less able to see the employee's task and interpersonal behaviors.

B) They may be unfamiliar with the employee's job performance.

C) They may be unfamiliar with the employee's job requirements.

D) They may focus on interpersonal behaviors rather than outcomes.

Section B: True – False

1. Distributive fairness is the perceived fairness of the hiring or promotion outcome.

A. TRUE

B. FALSE

2. Spillover effects are a direct and intentional consequence of a firm's recruitment practices.

A. TRUE

B. FALSE
3. The largest impact of recruiter behaviors tend to be on overall applicant impressions of the

recruiter.

A. TRUE

B. FALSE

4. Both true positive and true negative assessment outcomes are desirable.

A. TRUE

B. FALSE

5. 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.

A. TRUE

B. FALSE

6. Asking job candidates for a mechanic position, "have you ever repaired small motors at
home?" is an example of a biodata question.
A) TRUE
B) FALSE
7. More and richer information is usually available about external rather than internal job
candidates.
A) TRUE
B) FALSE
8. Skills inventories are databases of the skills, competencies, and other relevant characteristics
of each employee.
A) TRUE
B) FALSE
9. The advantage of using self‐assessment is that people are often good judges of their own
talents.
A) TRUE
B) FALSE

Section C – Essay Questions

1. What is an organization's employer image and why is it relevant to staffing?

2. Compare and contrast structured and unstructured interviews.
3. What is signaling and what role does it play during recruiting?
4. How can internal assessment enhance a firm's strategic capabilities?
5. What is the nine box matrix and how is it best used?

Answer: The nine box matrix is a combined assessment of an employee's performance and

potential. Many Fortune 500 companies including Bank of America, GE, and Medco Health

Solutions use some variety of the nine box matrix for classifying their managers' current job

performance and potential for advancement. For example, using the nine box matrix, an
individual who is performing well might not be judged as highly as someone who has not

achieved comparable results but has persevered in a stretch assignment.

The value of the nine box matrix depends on the quality of the assessment methodology that

determines the box in which each individual is placed. The nine box matrix is a method for

displaying judgments made about employees, not for making those judgments. It can help

companies understand the overall strength of their workforces, but only if the employees are

accurately evaluated in the first place.

ANSWERS
1.B 1.T
2.C 2.F
3.B 3.T
4.D 4.T
5.B 5.T
6.A 6.T
7.C 7.F
8.A 8.T
9.A 9.F
10.B
11.A
12.D
13.C
14.B
15.B
16.A
17.C
18.D
19.B
20.C
21.C
22.B
23.D
24.C
25.A