Student

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Student: ___________________________________________________________________________
1. The selection process begins
A. with a job vacancy
B. once the recruiting process has provided a pool of applicants
C. as soon as the human resource department becomes involved
D. between job analysis and recruiting
E. with the hiring of the best applicant

. !roper selection processes are integral to a firm"s success because of all the following e#cept
A. an organi$ation"s success depends on the calibre of its employees
B. the s%ills and &ualifications of new hires need to match the organi$ation"s culture
C. improper hiring can cause legal problems
D. poor selection can be e#pensive
E. often it is necessary to utili$e employment agencies to get the best employees

'. (ejecting immigrant applicants) especially those with foreign &ualifications) because they are *over&ualified*
has resulted in
A. a brea%down of barriers against immigrants
B. evidence that selection tools are valid
C. systemic discrimination
D. evidence of the use of performance+based job descriptions
E. selection board members being allowed to use assumptions to reject an applicant

,. An organi$ation"s selection decisions
A. are not usually based on job descriptions
B. are generally made after the hiring decision
C. must reflect job re&uirements
D. are less important when the organi$ation is in a dynamic) e#panding environment
E. usually tend to be made randomly

-. The selection process
A. is a means for an organi$ation to achieve its objectives
B. will have no impact on internal realities
C. will have no impact on the e#ternal realities of the organi$ation
D. is unnecessary in smaller firms
E. occurs prior to recruitment practices

.. /election strategy should do all the following e#cept
A. reflect job re&uirements
B. be lin%ed to the organi$ation"s stage in its life cycle
C. recogni$e organi$ational constraints
D. recogni$e labour mar%et realities
E. reflect the strategy of the competition

0. All of the following have an impact on the selection process e#cept
A. human resource plans
B. organi$ational policies
C. the labour mar%et
D. job descriptions and specifications
E. the number of employees in the organi$ation

1. A selection ratio is defined as
A. the number of applicants available to the number of applicants hired
B. the number of applicants available to the number of jobs available
C. the number of applicants hired to the number of applicants available
D. the number of applicants hired to the number of jobs available
E. the number of applicants hired to the number of permanent employees

2. A selection ratio of 13- would normally be considered
A. a sign that the company did not get enough applicants
B. a sign that the company did not recruit from appropriate sources
C. a large selection ratio
D. impossible 4it could not e#ist5
E. irrelevant) as selection ratios are not considered important to the selection process

16. 7hich one of the following would not be viewed as a challenge to the ethical standards of the selection
process8
A. hiring based on friendship or relationship rather than suitability
B. ta%ing bribes
C. accepting gifts from a placement agency
D. hiring on suitability and merit
E. ta%ing age and gender information into consideration

11. There are a number of se&uential steps in the selection process) which are fairly generic to most
organi$ations. The following are five of these steps in se&uence) e#cept for one that is out of se&uence. /elect
it.
A. primary review of all applications
B. realistic job preview
C. employment interview
D. medical evaluation 4if re&uired5
E. hiring decision

1. All the following are steps in the selection process e#cept
A. screening interviews
B. employment interviews
C. reference verification
D. building an applicant pool
E. realistic job preview

1'. /ome factor4s5 that define the type of selection procedure used by an organi$ation include
A. the si$e of the organi$ation) and the stage in the organi$ations growth
B. the stage of organi$ational growth and the specific jobs involved
C. the specific jobs involved only
D. the si$e of the organi$ation) the stage of organi$ational growth) and the specific jobs involved
E. both the si$e of the organi$ation and the specific jobs involved

1,. According to one study) regardless of organi$ational si$e one of the most commonly used selection tools is
A. application blan%s
B. personality tests
C. honesty tests
D. weighted application blan%s
E. interests inventories

1-. 9ne study of Canadian companies has indicated that letters of reference are used in the selection process
over 0-: of the time for all the following classes of employees e#cept
A. managerial
B. professional
C. white collar
D. blue collar
E. both managerial and professional

1.. ;n most organi$ations /tep 1 in the selection process is
A. the preliminary reception of applicants
B. an employment test
C. reference chec%s
D. an in+depth employment interview

10. The weighted application blan% techni&ue has been found to be a particularly valuable tool in selecting for
job positions that fit all the following criteria e#cept
A. that re&uire a long training period
B. where the job training is e#pensive
C. where the job is not comple# and easy to learn) but where there are few applicants
D. where a large number of people apply for a few positions
E. where turnover or attrition is unusually high

11. A well+designed application form will do all the following e#cept
A. identify gaps in an applicant"s record
B. target in on specific wor% and educational s%ills and e#perience
C. be designed to avoid illegal or intrusive &uestions
D. reveal potential problems or difficulties
E. reveal applicant"s age and birth place

12. 7eighted application blan%s
A. are used for positions that re&uire short and basic training
B. are job application forms that contain sections which reliably distinguish satisfactory and unsatisfactory job
incumbents
C. are job applications which weigh the importance of reference chec%s more heavily than personal information
D. are used when there will be only a few applicants applying for a large number of job openings
E. are valuable when there is little employee turnover in a particular position

6. <any companies today are developing 7eb applications that do all of the following e#cept
A. as% the applicants a series of &uestions
B. build an applicant resume as information is electronically supplied
C. store %ey information from applicants for later retrieval
D. complete on line reference chec%s
E. create interactive resumes that will be matched to emerging job vacancies

1. (eliability in the framewor% of testing means that a test
A. yields consistent results over time
B. if ta%en by more than one person will show all scores to be closely related
C. is always held at a certain time and place
D. relates significantly to job performance
E. measures what it suppose to measure

. =alidity in testing refers to the fact that the test scores
A. significantly relate to some relevant criterion such as job performance
B. match across a cross+section of people writing the test
C. remain constant as the test is given subse&uently> ie. over a reasonable period of time
D. compare favourably to the scores on other test ta%en by the same person
E. do not vary across applicants

'. Employment tests that+even unintentionally+discriminate against people
A. are all right to use so long as the discrimination is unintentional
B. can violate the Canadian ?uman (ights Act
C. are legal so long as they state that they are not following human rights legislation
D. are allowed for B@9A situations
E. are only illegal if the discrimination is intentional

,. Common approaches to test validation include
A. empirical approaches
B. e&uity approaches
C. non+rational approaches
D. continuous inde#ing approaches
E. relative approaches

-. Empirical approaches to test validation rely on such method4s5 as
A. predictive validity
B. content validity
C. construct validity
D. structural validity
E. reliable validity

.. (ational approaches to test validation include
A. content validity
B. concurrent validity
C. predictive validity
D. reliable validity
E. structural validity

0. /ome testing e#perts advise separate validation studies for different demographic subgroups. These studies
are referred to as
A. minority validity
B. construct validity
D. differential validity
E. demographic validity

1. 7ithout differential validity a test
A. will not be valid for anyone
B. is invalid regardless of any other circumstances
C. may be valid for one demographic group but not for another
D. is not legal
E. will not be reliable

2. ;ncluded among the variety of employment tests are all the following e#cept
A. %nowledge tests
B. psychological tests
C. performance tests
D. cognitive tests
E. systemic tests

'6. !ersonality tests measure personality or temperament and have the following characteristics e#cept
A. they can be unreliable if not designed properly
B. most large companies re&uire applicants to complete on line personality tests before they can proceed in the
selection process
C. validity is &uestionable because it is difficult to measure the relationship between personality and
performance
D. measures of conscientiousness have actually been shown to be inversely related to absenteeism
E. well developed and validated tests can predict future behaviours in applicants

'1. Assessment centre testing is
A. used to measure intellectual ability and management potential
B. a form of performance testing
C. a central testing centre that large employers conduct pre+screening interviews at
D. utili$ed when organi$ations are conducting recruiting for speciali$ed) technical positions
E. one comprehensive test that has ' parts) lasting at least hours each and is conducted away from an
organi$ation"s head office

'. 9ne popular procedure that uses a variety of tools for assessing a candidate"s future job behaviour and
managerial performance potential that is employed by some organi$ations in the selection process is
A. psychological testing
B. the assessment centre
C. honesty and integrity testing
D. realistic job previews
E. drug testing

''. 9ne method of integrity testing is the use of graphic responses tests. A method that is prohibited in some
provinces by the Employment /tandards Act is
A. handwritten tests
B. attitude tests
C. polygraph testing
D. computer interactive testing
E. employment testing

',. Drug tests as an employment+related test would be considered to be a
A. integrity test
B. discriminatory test
C. medical test
D. performance test
E. psychological test

'-. 9ne problem with personal references is that
A. they are often too long
B. they are mostly uncritical as they are usually written by family and friends
C. they are almost always poorly written
D. the writers do not provide enough information
E. they are usually not signed) therefore illegal

'.. /tudies seem to indicate that the reasons for employment reference letters to often be less than candid
include all e#cept
A. fear of legal reprisal
B. re&uirements 4particularly in the B./.5 to show reference letters to the applicant
C. a reluctance to pass 4particularly unfavorable5 judgment on another person
D. a desire to build another"s self+esteem
E. a desire to get rid of an employee

'0. The advantage4s5 of obtaining reference chec%s by telephone rather than in writing can be all the following
e#cept
A. a faster response is obtained
B. it often can be done at less cost
C. the person re&uesting the information doesn"t have to leave their des%
D. voice inflections in the answers may tip off the interviewer to possible problems
E. hesitation in providing direct answers may tip off the interviewer to possible problems

'1. Bac%ground chec%s can now involve the use of social networ%ing websites. This includes
A. the recruiter posting &uestions on the company"s ?( blog see%ing input on applicants
B. conducting searches through Coogle and other search engines
C. getting the applicant to provide access to their @aceboo% page
D. creating personal profiles using age) race and political affiliations in order to ma%e more informed hiring
decisions
E. ?( sepecialists gaining as much information as possible about potential candidates in order to present it to
the hiring supervisor

'2. Among the ways to getting more truth out of references is to
A. in&uire in writing
B. as% direct &uestions
C. see% information on personality traits rather than on job+related behaviour
D. rely more heavily on personal references
E. assume the opposite of whatever you are being told

,6. At the employment interview4s5 step
A. the immediate supervisor should be involved as sDhe will ultimately be responsible for the employee
B. the immediate supervisor should not be involved as sDhe is too close to the job
C. the immediate supervisor should only be involved if there is no human resource department
D. the immediate supervisor should be involved only if sDhe has had professional interview training
E. the immediate supervisor should not be informed of the interview until it is completed

,1. ;nvolving the immediate supervisor in the employment interview process can
A. tend to be an annoyance to the supervisor
B. prevent the recruit from as%ing too direct wor%+related &uestions
C. tend to ma%e the supervisor more li%ely to accept some responsibility for employee errors and problems
D. often be against labour rights legislation
E. only be permitted if the supervisor has formal ?( training in interviewing techni&ues

,. Civing a recruit an insight into how a job"s actual environment loo%s) feels and sounds is called a4n5
A. employee environment preview
C. practical interview techni&ue
D. employee matri# analysis
E. Dewey Decimal interview

,'. Effects of the realistic job preview) particularly where wor% conditions do not appear appealing) can include
A. far less recruits refusing job offers
B. less turnover of new employees
C. improved employee satisfaction with unpleasant wor%ing conditions
D. facilitating employment e&uity programs
E. paying lower wages

,,. The testing of job applicants for drugs in Canada is
A. illegal
B. increasing
C. decreasing
D. ta%en voluntarily only
E. re&uired by law for many jobs

,-. ;n defending drug testing of all new employees) e#ecutives at the Toronto Dominion Ban% argued that drug
users are more li%ely to
A. miscount their cash
B. associate with criminal elements
C. injure themselves at the TD Centre
D. misbehave in the staff lunchroom
E. attempt to assassinate senior ban% economists

,.. The Canadian Civil Eiberties Bnion maintains that drug testing should be banned because
A. Canadian society has a serious drug problem among blue collar wor%ers
B. drug tests are not indicators of safe performance in the here+and+now as they only measure past drug use
C. it discriminates against the protected classes in the Employment E&uity Act
D. there is no evidence that drugs cause any harm
E. drug dependant users are not a protected class of employees

,0. ;n one case involving TD Ban% Canada Trust) the @ederal Court determined that the ban%"s drug testing
policy
A. was not indirect discrimination against drug+dependent employees
B. resulted in a safer wor%place and was therefore completely acceptable
C. had a direct negative impact on a protected class of individuals) namely drug dependent users
D. was a situation the Court felt was illegal but permissible under the circumstances
E. though mandatory) was not personally intrusive

,1. (ecent court decisions indicate that today employers) in regards to drug testing and medical evaluations)
must
A. refuse to do any testing regardless of job descriptions and specifications
B. delicately balance individual rights against employer liability and wor%place safety
C. under all circumstances test for drugs and physical limitations for liability reasons
D. accommodate all employees regardless of situation or circumstances) ma%ing testing irrelevant
E. enforce employees to do mandatory self+testing for drug use

,2. The hiring decision mar%s the
A. beginning of the selection process
B. the end of the recruitment process
C. the end of the first stage in the job analysis process
D. the end of the selection process
E. the beginning of the realistic job preview

-6. ;n this approach to the hiring decision) the decision ma%er loo%s at the scores received by various applicants
on predictors) then uses their judgment to evaluate the results and ma%e their decision
A. multiple cutoff approach
B. judgmental approach
C. compensatory approach
D. subjective approach
E. non+discriminatory approach

-1. 7hat type of companies use the subjective approach to the hiring decision the most8
A. small) owner+managed firms
B. large firms with large ?( departments
C. firms with only one or two people in a formali$ed permanent ?( role
D. service firms
E. manufacturing firms

-. A benefit of the multiple cutoff approach to hiring is
A. it can result in legal challenges
B. one predictor can be compensated by superior performance in another predictor
C. public relations will increase
D. the organi$ation can reject a number of applications who may be &ualified to do the job
E. it is easy for managers to understand

-'. The multiple cutoff approach to hiring is used when
A. scores for each predictor are evaluated on a pass or fail basis
B. management predetermines the number of applicants that will proceed on to the ne#t round
C. there is first a group interview followed by individual interviews
D. there is first a group interview followed by a panel interview
E. the testing all ta%es place in the same day

-,. The compensatory approach to hiring is used when
A. predictors are assumed to be independent
B. scores for each predictor are evaluated on a pass or fail basis
C. the applicant is hired based on what their e#pected compensation pac%age 4pay5 would be
D. affordability of the applicants compensation pac%age 4pay5 is a predictor in the selection process
E. performing well on one predictor compensates for performing poorly on another

--. The multiple hurdle approach is best used
A. in small) owner+operated business
B. in the first half of the selection process
C. when newly hired employees are given little to no training programs
D. when predictors are e#pensive
E. when the compensatory approach is used

-.. A wea%ness of having co+wor%ers participate in the selection process of new employees is
A. it may reduce diversity
B. validity of the selection process is increased
C. multiple views and e#periences are considered
D. the probability that the new hire will be productive decreases
E. the group acts hostile towards employees hired using their input

-0. A good employment contract includes all of the following e#cept
A. specific probationary period if applicable
B. start date of employment
C. reasonable restrictive covenants
D. termination procedures
E. &uestions regarding the applicants age) se#) race and other wor% related characteristics that were illegal to as%
earlier

-1. The purpose of the employment interview is to see% answers to a few broad &uestions including
A. can the applicant do the job
B. how many applicants are there
C. has the job analysis process been successful
D. the applicants se#) family status) religion) and age
E. when is their last day of wor%

-2. Among all selection techni&ues the single most commonly used) whether by itself or in conjunction with
other tools isDare
A. written tests
B. references
C. in+depth interviews
D. psychological testing
E. rFsumFs

.6. Though interviewing is a popular selection techni&ue) interviews do have some shortcomings including
A. they allow the company to sell itself to the candidate
B. they allow the employer to form a personal impression
C. they vary measurably in reliability and validity
D. they can be a public relations tools for the organi$ation
E. they allow the candidate to ma%e an impression

.1. ;nterviewing is still widely used for all the reasons below e#cept
A. they allow for a personal impression
B. they allow the firm to sell itself to a candidate
C. they allow the firm to answer &uestions
D. they are highly reliable and valid in almost all circumstances
E. they allow the firm to sell the job to the candidate

.. @or interviews to have high validity means that the interpretation of interview results should
A. vary from interviewer to interviewer
B. correlate positively with job performance and other criteria
C. be done on time as scheduled
D. be reviewed immediately by an human resource professional
E. be held in confidence until the candidate is actually hired

.'. Employment interviews can be conducted in a number of applicant+interviewer combinations including all
the following e#cept
A. panel interviews
B. group interviews
C. one+on+one interviews
D. one party interviews 4the interviewer is not in attendance5
E. group panel interviews

.,. Employment interviews can be held in a variety of formats including all the below e#cept
A. structured interview
B. behavioural description
C. stress+producing
D. <ar%ov construct interview
E. unstructured interview

.-. Behavioural oriented interviews are based on the principle that
A. people will tell you how they would li%e to behave
B. past behaviour is one of the best predictors of future behaviour
C. they are legal while polygraph testing sometimes is not
D. watching how a person behaves while they are being interviewed is informative
E. some demographic will behave differently than others

... /ituation interviews include &uestions that
A. attempt to identify how a job applicant responded to specific wor% situations in the past
B. align with the theory that the best predictor of future actions is past actions
C. try top focus on behaviour that has occurred most recently
D. assess an applicants li%ely future responses to specific incidents which they may or may not have
encountered in the past
E. assess an applicants li%ely future responses to specific incidents which they have encountered in the past

.0. The selection interview process includes all of the following steps e#cept
A. information e#change
B. creation of rapport
C. evaluation
D. wor%force analysis
E. preparation

.1. The interviewer should
A. review the application during the interview to ensure that they can as% &uestions of the applicant as they arise
B. prepare for an interview by developing specific &uestions
C. not allow an applicant to as% specific &uestions) in the interest of time) until the second interview
D. refrain from as%ing &uestions to gain specific applicant information because it is too difficult to compare
responses between applicants
E. not record impressions of an applicant because that can bias the interviewers decision

.2. The *halo effect*
A. refers to an interviewer"s ability to ma%e immediate and correct judgments
B. is a situation where applicants are as%ed to discuss their strengths only
C. often means that people are judged on information that is irrelevant
D. occurs only when the very best candidates are interviewed
E. is not a perceptual bias that has any impact in the interviewing process

06. Common interviewing mista%es made by candidates include all the below e#cept
A. playing games
B. being unprepared
C. as%ing about the company and the job
D. tal%ing too much
E. not listening

01. The following list contains things an interviewer should not do e#cept
A. as% leading &uestions that imply a desired answer
B. be guided by initial impressions
C. collect only job+related information
D. attempt to predict personality traits from one interview
E. e#hibit personal biases even if based on e#perience

0. /uccessful e#ecution of an organi$ation"s strategy depends on the caliber of its employees.
True @alse

0'. The selection process and the recruiting process run concurrently for any given job opening.
True @alse

0,. /election decisions must reflect job re&uirements) specifications) and standards.
True @alse

0-. An organi$ation"s stage in its life cycle should not be a factor in selection strategy.
True @alse

0.. To be successful) the selection strategy must ignore organi$ational constraints.
True @alse

00. /election strategies that ta%e the e#ternal labour mar%et into consideration apply artificial constraints on
themselves.
True @alse

01. The relationship between the number of applicants hired and the total number of applicants available is
called a selection ratio.
True @alse

02. The ratio of applicants hired to total number of applicants provided by recruiting is %nown as the applicant+
employment ratio.
True @alse

16. ;f an organi$ation has low ethical standards in recruiting and selection) one conse&uence may be that new
employees are not properly selected.
True @alse

11. ;n most organi$ations the selection process is usually a single step.
True @alse

1. ;n most organi$ations the employment interview would come after a realistic job preview.
True @alse

1'. ;n organi$ations that use medical or drug testing this would li%ely be done before the employment
interviews.
True @alse

1,. The type of selection procedures used depends on a variety of organi$ational factors including si$e) life
cycle) and the jobs involved.
True @alse

1-. The first steps in the selection process involve the review of application forms and preliminary screening
interviews.
True @alse

1.. Eetters of reference are among the most popular selection techni&ues used in most Canadian organi$ations.
True @alse

10. Because application forms are so basic) they provide only limited job relevant information.
True @alse

11. !roperly designed weighted application and biographical information blan%s have been found to be
especially useful for certain occupations such as insurance agents) engineers) and sales cler%s.
True @alse

12. (eliability in testing refers to the fact that all the tests being used have been chec%ed for validity.
True @alse

26. (eliability in testing means that any specific test yields consistent results over time.
True @alse

21. =alidity in testing refers to the fact that the test scores relate significantly to job performance or other
relevant criterion.
True @alse

2. =alidity refers to a form of testing used with employment e&uity programs to determine demographic data.
True @alse

2'. The fact that a test is reliable does not ensure validity.
True @alse

2,. Two approaches to test validation are the empirical approach and the rational approach.
True @alse

2-. Empirical approaches rely on either predictive or construct validity.
True @alse

2.. (ational approaches include both content and construct validity.
True @alse

20. Both empirical and rational approaches to test validation rely on the concept of concurrent validity.
True @alse

21. Construct validity allows the human resource department to test present employees and correlate these
scores with measures of their performance.
True @alse

22. Differential validity refers to separate test validation studies done for different subgroups such as women or
minorities.
True @alse

166. There are a wide variety of employment tests available) though each type of test has only limited
usefulness.
True @alse

161. !sychological) integrity) and %nowledge tests are all types of employment+related tests.
True @alse

16. Assessment centres are a popular procedure for identifying managerial potential when hiring.
True @alse

16'. Through the use of multiple assessment techni&ues and multiple assessors) assessment centres are able to
predict a candidate"s future job behaviour and managerial potential.
True @alse

16,. Computer interactive tests are another form of employment testing that is becoming more common.
True @alse

16-. ;ntegrity tests are tests that measure an applicant"s honesty and trustworthiness.
True @alse

16.. Craphic response tests are one form of integrity testing.
True @alse

160. !ersonality+oriented integrity tests measure the reliability and social conformity of employees and ma%e
inferences about their honesty from these scores.
True @alse

161. Testing when used in the selection process) should always be done after applications are reviewed.
True @alse

162. !ersonal references are highly regarded by human resource managers because they are often written by
people with intimate %nowledge of the applicant and thus provide practical insight into the applicant"s potential.
True @alse

116. <any human resource professionals feel that the employment reference is one of the most useful tools in
the selection process.
True @alse

111. /ome ?( specialists suggest using the telephone for reference chec%ing of potential hires because they
may provide a &uic%er and more informative response.
True @alse

11. Two of the *do"s* of telephone reference chec%ing are3 as% indirect &uestions that allow for a lot of leeway
in answering) and as% for details on personality traits rather than on job+related performance.
True @alse

11'. There is no point in recruiters using social networ%ing such as @aceboo% because posted material is
considered discriminatory.
True @alse

11,. The immediate supervisor should be involved in the employment interview at some point.
True @alse

11-. ;nvolving immediate supervisors in the interviewing process li%ely increases their commitment to) and
sense of responsibility for) the new employee.
True @alse

11.. The realistic job preview is often done at the beginning of the selection process to weed out candidates)
particularly where there are a large number of applicants for only a few jobs.
True @alse

110. (ealistic job previews may cause a company to lose good candidates.
True @alse

111. Companies that do not use the realistic job preview tend to show lower employee turnover.
True @alse

112. <any organi$ations have done away with a medical test for job applicants because of the possibility of
incurring charges of discrimination under various human rights acts.
True @alse

16. 9ver 16: of Canadian CE9s who were surveyed said they considered substance abuse to be a serious or
very serious problem.
True @alse

11. The subjective approach to hiring is also referred to as the clinical approach
True @alse

1. The judgmental nature of decisions using the subjective approach can reduce confusion and potential
problems
True @alse

1'. The multiple cutoff approach allows applicants to ma%e up for a poor score in one predictor by a strong
score in another predictor
True @alse

1,. <anagers generally prefer statistical and non+subjective approaches to hiring decisions
True @alse

1-. The underlying assumption of the multiple hurdle approach is that a high score on one predictor does not
compensate for a low score on another
True @alse

1.. 7ith the emergence of empowered self+managed wor% teams) the responsibility for hiring may be
delegated to the team
True @alse

10. ;n close %nit teams) there may be a tendency to select applicants that decrease the diversity in the team
True @alse

11. Despite all forms of testing) including computer generated tests) the employment interview is still the most
widely used selection techni&ue.
True @alse

12. Though employment interviews have shortcomings) their one strength is their constant high level of
reliability and validity.
True @alse

1'6. Croup) panel) and one+on+one are all forms of employment interviewing.
True @alse

1'1. Behavioural description interviews wor% on the basis that a person"s past behaviour is a good predictor of
their future behaviour.
True @alse

1'. Behaviourally oriented interviews are most valid when structured &uestions are job relevant.
True @alse

1''. There are generally five stages to the employment interview.
True @alse

1',. The evaluation stage should immediately follow the termination stage of an employment interview.
True @alse

1'-. 7hen applicants are judged using the halo effect) there is no objective information to bias the hiring
decision.
True @alse

1'.. 9nce a pool of suitable applicants is created through recruiting) the process of GGGGGGGGGG begins.
GGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGG

1'0. The calibre of an organi$ation"s GGGGGGGGGG will have a major impact on the successful e#ecution of its
strategy.

1'1. /election decisions must reflect the job re&uirements as laid out in the organi$ation"s job GGGGGGGGGG and
specifications.

1'2. GGGGGGGGGGGG are not valid reasons for continuing to use irrelevant predictors in the selection process.

1,6. A major internal factor in the selection process is GGGGGGGGGG constraints.

1,1. The relationship between the total number of applicants and the number of applicants hired is called a
GGGGGGGGGG GGGGGGGGGGGGG.

1,. A selection ratio is the ratio of the number of applicants GGGGGGGGGG to the number of applicants
GGGGGGGGGG.

1,'. Cenerally) the selection process is a series of GGGGGGGGGG steps.

1,,. As a selection tool) GGGGGGGGGG blan%s are still the most widely used.

1,-. A major concern for recruiters is GGGGGGGGG GGGGGGG which occurs when information is embellished
during the application stage.

1,.. A selection devices"s ability to yield consistent results over repeated measures is referred to as
GGGGGGGGGG.

1,0. ;n testing) the concept of GGGGGGGGGG refers to the level of significance between the test scores and job
performance.

1,1. ?uman resource departments should conduct validation studies to ensure that its testing procedures are
GGGGGGGGGG.

1,2. Empirical approaches to determine the test validation include GGGGGGGGGG validity and GGGGGGGGGG
validity.

1-6. (ational approaches to determine test validation include GGGGGGGGGG validity and GGGGGGGGGG validity.

1-1. Tests that measure personality or temperament are usually called GGGGGGGGGG tests.

1-. 9ne increasingly popular procedure for identifying future job behaviour and managerial potential is the
GGGGGGGGGG GGGGGGGGGGGGGG.

1-'. Computer interactive testing is based on an old adage that * behaviour predicts GGGGGGGGGG.*

1-,. 9ne common and well+%nown) if controversial) form of graphic response 4integrity type5 testing is the
GGGGGGGGGG.

1--. <any human resource specialists even regard employment references 4li%e personal references5 to often
have little practical GGGGGGGGGG.

1-.. ;n many cases) when confirming applicant references) human resource specialists are substituting written
re&uests for GGGGGGGGGG in&uiries.

1-0. An emerging trend used to learn about an applicant"s behaviours and interests is searching GGGGGGGG
GGGGGGGGGGG websites.

1-1. At the stage of the employment interview the potential employee"s immediate GGGGGGGGGG should be
involved.

1-2. 9ne means of allowing a potential employee to understand the job setting before the hiring stage) often by
actually showing him or her the wor%) is the GGGGGGGGGG GGGGGGGG GGGGGGGGGG.

1.6. ;n an organi$ation that used realistic job previews) it would be common for these to occur GGGGGGGGGG the
employment interview4s5.

1.1. 9ne form of medical testing that is becoming more used) despite the controversies attached to it) is
GGGGGGGGGG testing.

1.. The final GGGGGGGGGG decision mar%s the end of the selection process.

1.'. The still most widely used selection techni&ue is 4the5 GGGGGGGGGG GGGGGGGGGGGGG.

1.,. The most noticeable flaw with employment interviews is their varying GGGGGGGGGG and reliability.

1.-. The GGGGGGGGGGGGGGGGGG GGGGGGGGGGGG approach is preferred by many managers since it is easy to
understand.

1... A se&uential elimination process used during selection is GGGGGGGGGGGGGGG GGGGGGGGGGG.

1.0. 9nce a candidate is selected) they should be contacted immediately and provided with an GGGGGGGGGGGGG
GGGGGGGGGGGG in most instances

1.1. ;n the selection process) behavioural description) structured) unstructured) and stress+producing are all
different formats for the GGGGGGGGGG GGGGGGGGGGGGGGGGGG.

1.2. The two major types of behaviour oriented interviews are GGGGGGGGGGGGG and GGGGGGGGGG interviews.

106. ;n the selection process preparation) creation of rapport) e#change of information) and evaluation are all
stages in the GGGGGGGGGG GGGGGGGGGGGGG.

101. ;nterviewers who allow a piece of+sometimes irrelevant+information about an applicant to bias their
evaluation of that person"s other characteristics is subject to the GGGGGGGGGG GGGGGGGGGGGG.

10. ;n job interviews) tal%ing too much) boasting) being unprepared and not listening are often common errors
on the part of the GGGGGGGGGG.

10'. 9ne of the best pieces of evidence that an organi$ation has an effective recruiting and selection process is
the e#istence of efficient and GGGGGGGGGGemployees.

10,. 7hat preliminary information should be necessary before an employment specialist initiates the selection
process8

10-. 7ould there li%ely be a large or small selection ratio for each of these job openings8 E#plain your answer.
a. plumbers
b. mechanical engineers with ten years" e#perience
c. cler% typists
d. managers

10.. Eist and briefly e#plain the steps in the selection process.

100. 9utline and briefly describe the five steps in the selection interview.

101. 7hy should tests be validated8 7hy should they be reliable8

102. Describe the most common approaches to validation.

116. 7hat are some of the challenges and constraints facing a human resource manager in the conte#t of
selection8

111. 7hat are the most common tests and what type of applicant pool are they used on in today"s selection
processes8

11. 7hat is an assessment centre8 7hy is it gaining popularity8

11'. Discuss five different &uestion formats that can be used in interviewing prospective employees.

11,. 7hat factors will you consider when evaluating the selection function in an organi$ation8

c. Hey

1. (p. 212) The selection process begins
A. with a job vacancy
B. once the recruiting process has provided a pool of applicants
C. as soon as the human resource department becomes involved
D. between job analysis and recruiting
E. with the hiring of the best applicant

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #1

. (p. 21221%) !roper selection processes are integral to a firm"s success because of all the following e#cept
A. an organi$ation"s success depends on the calibre of its employees
B. the s%ills and &ualifications of new hires need to match the organi$ation"s culture
C. improper hiring can cause legal problems
D. poor selection can be e#pensive
E. often it is necessary to utili$e employment agencies to get the best employees

Difficulty: Easy
Objective: #1

'. (p. 21%) (ejecting immigrant applicants) especially those with foreign &ualifications) because they are
*over&ualified* has resulted in
A. a brea%down of barriers against immigrants
B. evidence that selection tools are valid
C. systemic discrimination
D. evidence of the use of performance+based job descriptions
E. selection board members being allowed to use assumptions to reject an applicant

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #%

,. (p. 21%) An organi$ation"s selection decisions
A. are not usually based on job descriptions
B. are generally made after the hiring decision
C. must reflect job re&uirements
D. are less important when the organi$ation is in a dynamic) e#panding environment
E. usually tend to be made randomly

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #(

-. (p. 21() The selection process
A. is a means for an organi$ation to achieve its objectives
B. will have no impact on internal realities
C. will have no impact on the e#ternal realities of the organi$ation
D. is unnecessary in smaller firms
E. occurs prior to recruitment practices

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #)

.. (p. 21() /election strategy should do all the following e#cept
A. reflect job re&uirements
B. be lin%ed to the organi$ation"s stage in its life cycle
C. recogni$e organi$ational constraints
D. recogni$e labour mar%et realities
E. reflect the strategy of the competition

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #$

0. (p. 21() All of the following have an impact on the selection process e#cept
A. human resource plans
B. organi$ational policies
C. the labour mar%et
D. job descriptions and specifications
E. the number of employees in the organi$ation

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #*

1. (p. 21() A selection ratio is defined as
A. the number of applicants available to the number of applicants hired
B. the number of applicants available to the number of jobs available
C. the number of applicants hired to the number of applicants available
D. the number of applicants hired to the number of jobs available
E. the number of applicants hired to the number of permanent employees

l
Difficulty: +a"d
Objective: #1
Schwind !hapte" #$ #,

2. (p. 21() A selection ratio of 13- would normally be considered
A. a sign that the company did not get enough applicants
B. a sign that the company did not recruit from appropriate sources
C. a large selection ratio
D. impossible 4it could not e#ist5
E. irrelevant) as selection ratios are not considered important to the selection process

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #-

16. (p. 21)) 7hich one of the following would not be viewed as a challenge to the ethical standards of the
selection process8
A. hiring based on friendship or relationship rather than suitability
B. ta%ing bribes
C. accepting gifts from a placement agency
D. hiring on suitability and merit
E. ta%ing age and gender information into consideration

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #1#

11. (p. 21$21*) There are a number of se&uential steps in the selection process) which are fairly generic to most
organi$ations. The following are five of these steps in se&uence) e#cept for one that is out of se&uence. /elect
it.
A. primary review of all applications
C. employment interview
D. medical evaluation 4if re&uired5
E. hiring decision

Difficulty: +a"d
Objective: #2

1. (p. 21$) All the following are steps in the selection process e#cept
A. screening interviews
B. employment interviews
C. reference verification
D. building an applicant pool

Difficulty: &ediu'
Objective: #2

1'. (p. 21$) /ome factor4s5 that define the type of selection procedure used by an organi$ation include
A. the si$e of the organi$ation) and the stage in the organi$ations growth
B. the stage of organi$ational growth and the specific jobs involved
C. the specific jobs involved only
D. the si$e of the organi$ation) the stage of organi$ational growth) and the specific jobs involved
E. both the si$e of the organi$ation and the specific jobs involved

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #1%

1,. (p. 21* .i/ $%) According to one study) regardless of organi$ational si$e one of the most commonly used
selection tools is
A. application blan%s
B. personality tests
C. honesty tests
D. weighted application blan%s
E. interests inventories

Difficulty: &ediu'
Objective: #%
Schwind !hapte" #$ #1(

1-. (p. 21, .i/ $() 9ne study of Canadian companies has indicated that letters of reference are used in the selection
process over 0-: of the time for all the following classes of employees e#cept
A. managerial
B. professional
C. white collar
D. blue collar
E. both managerial and professional

Difficulty: +a"d
Objective: #2
Schwind !hapte" #$ #1)

1.. (p. 21*) ;n most organi$ations /tep 1 in the selection process is
A. the preliminary reception of applicants
B. an employment test
C. reference chec%s
D. an in+depth employment interview

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1$

10. (p. 21-) The weighted application blan% techni&ue has been found to be a particularly valuable tool in selecting
for job positions that fit all the following criteria e#cept
A. that re&uire a long training period
B. where the job training is e#pensive
C. where the job is not comple# and easy to learn) but where there are few applicants
D. where a large number of people apply for a few positions
E. where turnover or attrition is unusually high

Difficulty: +a"d
Objective: #%
Schwind !hapte" #$ #1*

11. (p. 21- .i/ $$) A well+designed application form will do all the following e#cept
A. identify gaps in an applicant"s record
B. target in on specific wor% and educational s%ills and e#perience
C. be designed to avoid illegal or intrusive &uestions
D. reveal potential problems or difficulties
E. reveal applicant"s age and birth place

Difficulty: Easy
Objective: #%
Schwind !hapte" #$ #1,

12. (p. 21-) 7eighted application blan%s
A. are used for positions that re&uire short and basic training
B. are job application forms that contain sections which reliably distinguish satisfactory and unsatisfactory job
incumbents
C. are job applications which weigh the importance of reference chec%s more heavily than personal information
D. are used when there will be only a few applicants applying for a large number of job openings
E. are valuable when there is little employee turnover in a particular position

Difficulty: &ediu'
Objective: #%
Schwind !hapte" #$ #1-

6. (p. 22#) <any companies today are developing 7eb applications that do all of the following e#cept
A. as% the applicants a series of &uestions
B. build an applicant resume as information is electronically supplied
C. store %ey information from applicants for later retrieval
D. complete on line reference chec%s
E. create interactive resumes that will be matched to emerging job vacancies

Difficulty: &ediu'
Objective: #%

1. (p. 221) (eliability in the framewor% of testing means that a test
A. yields consistent results over time
B. if ta%en by more than one person will show all scores to be closely related
C. is always held at a certain time and place
D. relates significantly to job performance
E. measures what it suppose to measure

Difficulty: &ediu'
Objective: #(

. (p. 222) =alidity in testing refers to the fact that the test scores
A. significantly relate to some relevant criterion such as job performance
B. match across a cross+section of people writing the test
C. remain constant as the test is given subse&uently> ie. over a reasonable period of time
D. compare favourably to the scores on other test ta%en by the same person
E. do not vary across applicants

Difficulty: +a"d
Objective: #)

'. (p. 222) Employment tests that+even unintentionally+discriminate against people
A. are all right to use so long as the discrimination is unintentional
B. can violate the Canadian ?uman (ights Act
C. are legal so long as they state that they are not following human rights legislation
D. are allowed for B@9A situations
E. are only illegal if the discrimination is intentional

Difficulty: &ediu'
Objective: #(

,. (p. 22% .i/ $,) Common approaches to test validation include
A. empirical approaches
B. e&uity approaches
C. non+rational approaches
D. continuous inde#ing approaches
E. relative approaches

Difficulty: &ediu'
Objective: #)

-. (p. 222) Empirical approaches to test validation rely on such method4s5 as
A. predictive validity
B. content validity
C. construct validity
D. structural validity
E. reliable validity

Difficulty: +a"d
Objective: #)

.. (p. 222) (ational approaches to test validation include
A. content validity
B. concurrent validity
D. reliable validity
E. structural validity

Difficulty: +a"d
Objective: #)

0. (p. 22%) /ome testing e#perts advise separate validation studies for different demographic subgroups. These
studies are referred to as
A. minority validity
B. construct validity
D. differential validity
E. demographic validity

Difficulty: +a"d
Objective: #)

1. (p. 22%) 7ithout differential validity a test
A. will not be valid for anyone
B. is invalid regardless of any other circumstances
C. may be valid for one demographic group but not for another
D. is not legal
E. will not be reliable

Difficulty: &ediu'
Objective: #)

2. (p. 22(22-) ;ncluded among the variety of employment tests are all the following e#cept
A. %nowledge tests
B. psychological tests
C. performance tests
D. cognitive tests
E. systemic tests

Difficulty: &ediu'
Objective: #(

'6. (p. 22$) !ersonality tests measure personality or temperament and have the following characteristics e#cept
A. they can be unreliable if not designed properly
B. most large companies re&uire applicants to complete on line personality tests before they can proceed in the
selection process
C. validity is &uestionable because it is difficult to measure the relationship between personality and
performance
D. measures of conscientiousness have actually been shown to be inversely related to absenteeism
E. well developed and validated tests can predict future behaviours in applicants

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #%#

'1. (p. 22$) Assessment centre testing is
A. used to measure intellectual ability and management potential
B. a form of performance testing
C. a central testing centre that large employers conduct pre+screening interviews at
D. utili$ed when organi$ations are conducting recruiting for speciali$ed) technical positions
E. one comprehensive test that has ' parts) lasting at least hours each and is conducted away from an
organi$ation"s head office

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #%1

'. (p. 22$) 9ne popular procedure that uses a variety of tools for assessing a candidate"s future job behaviour and
managerial performance potential that is employed by some organi$ations in the selection process is
A. psychological testing
B. the assessment centre
C. honesty and integrity testing
D. realistic job previews
E. drug testing

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #%2

''. (p. 22,) 9ne method of integrity testing is the use of graphic responses tests. A method that is prohibited in
some provinces by the Employment /tandards Act is
A. handwritten tests
B. attitude tests
C. polygraph testing
D. computer interactive testing
E. employment testing

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #%%

',. (p. 2%() Drug tests as an employment+related test would be considered to be a
A. integrity test
B. discriminatory test
C. medical test
D. performance test
E. psychological test

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #%(

'-. (p. 22-) 9ne problem with personal references is that
A. they are often too long
B. they are mostly uncritical as they are usually written by family and friends
C. they are almost always poorly written
D. the writers do not provide enough information
E. they are usually not signed) therefore illegal

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #%)

'.. (p. 2%#) /tudies seem to indicate that the reasons for employment reference letters to often be less than candid
include all e#cept
A. fear of legal reprisal
B. re&uirements 4particularly in the B./.5 to show reference letters to the applicant
C. a reluctance to pass 4particularly unfavorable5 judgment on another person
D. a desire to build another"s self+esteem
E. a desire to get rid of an employee

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #%$

'0. (p. 2%#) The advantage4s5 of obtaining reference chec%s by telephone rather than in writing can be all the
following e#cept
A. a faster response is obtained
B. it often can be done at less cost
C. the person re&uesting the information doesn"t have to leave their des%
D. voice inflections in the answers may tip off the interviewer to possible problems
E. hesitation in providing direct answers may tip off the interviewer to possible problems

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #%*

'1. (p. 2%1) Bac%ground chec%s can now involve the use of social networ%ing websites. This includes
A. the recruiter posting &uestions on the company"s ?( blog see%ing input on applicants
B. conducting searches through Coogle and other search engines
C. getting the applicant to provide access to their @aceboo% page
D. creating personal profiles using age) race and political affiliations in order to ma%e more informed hiring
decisions
E. ?( sepecialists gaining as much information as possible about potential candidates in order to present it to
the hiring supervisor

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #%,

'2. (p. 2%1 .i/ $1() Among the ways to getting more truth out of references is to
A. in&uire in writing
B. as% direct &uestions
C. see% information on personality traits rather than on job+related behaviour
D. rely more heavily on personal references
E. assume the opposite of whatever you are being told

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #%-

,6. (p. 2))) At the employment interview4s5 step
A. the immediate supervisor should be involved as sDhe will ultimately be responsible for the employee
B. the immediate supervisor should not be involved as sDhe is too close to the job
C. the immediate supervisor should only be involved if there is no human resource department
D. the immediate supervisor should be involved only if sDhe has had professional interview training
E. the immediate supervisor should not be informed of the interview until it is completed

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #(#

,1. (p. 2%2) ;nvolving the immediate supervisor in the employment interview process can
A. tend to be an annoyance to the supervisor
B. prevent the recruit from as%ing too direct wor%+related &uestions
C. tend to ma%e the supervisor more li%ely to accept some responsibility for employee errors and problems
D. often be against labour rights legislation
E. only be permitted if the supervisor has formal ?( training in interviewing techni&ues

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #(1

,. (p. 2%2) Civing a recruit an insight into how a job"s actual environment loo%s) feels and sounds is called a4n5
A. employee environment preview
C. practical interview techni&ue
D. employee matri# analysis
E. Dewey Decimal interview

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #(2

,'. (p. 2%%) Effects of the realistic job preview) particularly where wor% conditions do not appear appealing) can
include
A. far less recruits refusing job offers
B. less turnover of new employees
C. improved employee satisfaction with unpleasant wor%ing conditions
D. facilitating employment e&uity programs
E. paying lower wages

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #(%

,,. (p. 2%() The testing of job applicants for drugs in Canada is
A. illegal
B. increasing
C. decreasing
D. ta%en voluntarily only
E. re&uired by law for many jobs

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #((

,-. (p. 2%)) ;n defending drug testing of all new employees) e#ecutives at the Toronto Dominion Ban% argued that
drug users are more li%ely to
A. miscount their cash
B. associate with criminal elements
C. injure themselves at the TD Centre
D. misbehave in the staff lunchroom
E. attempt to assassinate senior ban% economists

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #()

,.. (p. 2%$) The Canadian Civil Eiberties Bnion maintains that drug testing should be banned because
A. Canadian society has a serious drug problem among blue collar wor%ers
B. drug tests are not indicators of safe performance in the here+and+now as they only measure past drug use
C. it discriminates against the protected classes in the Employment E&uity Act
D. there is no evidence that drugs cause any harm
E. drug dependant users are not a protected class of employees

Difficulty: +a"d
Objective: #(
Schwind !hapte" #$ #($

,0. (p. 2%$) ;n one case involving TD Ban% Canada Trust) the @ederal Court determined that the ban%"s drug
testing policy
A. was not indirect discrimination against drug+dependent employees
B. resulted in a safer wor%place and was therefore completely acceptable
f'C. had a direct negative impact on a protected class of individuals) namely drug dependent users
D. was a situation the Court felt was illegal but permissible under the circumstances
E. though mandatory) was not personally intrusive

Difficulty: +a"d
Objective: #(
Schwind !hapte" #$ #(*

,1. (p. 2%$) (ecent court decisions indicate that today employers) in regards to drug testing and medical
evaluations) must
A. refuse to do any testing regardless of job descriptions and specifications
B. delicately balance individual rights against employer liability and wor%place safety
C. under all circumstances test for drugs and physical limitations for liability reasons
D. accommodate all employees regardless of situation or circumstances) ma%ing testing irrelevant
E. enforce employees to do mandatory self+testing for drug use

Difficulty: +a"d
Objective: #(
Schwind !hapte" #$ #(,

,2. (p. 2%$) The hiring decision mar%s the
A. beginning of the selection process
B. the end of the recruitment process
C. the end of the first stage in the job analysis process
D. the end of the selection process
E. the beginning of the realistic job preview

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #(-

-6. (p. 2%$) ;n this approach to the hiring decision) the decision ma%er loo%s at the scores received by various
applicants on predictors) then uses their judgment to evaluate the results and ma%e their decision
A. multiple cutoff approach
B. judgmental approach
C. compensatory approach
D. subjective approach
E. non+discriminatory approach

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #)#

-1. (p. 2%*) 7hat type of companies use the subjective approach to the hiring decision the most8
A. small) owner+managed firms
B. large firms with large ?( departments
C. firms with only one or two people in a formali$ed permanent ?( role
D. service firms
E. manufacturing firms

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #)1

-. (p. 2%*) A benefit of the multiple cutoff approach to hiring is
A. it can result in legal challenges
B. one predictor can be compensated by superior performance in another predictor
C. public relations will increase
D. the organi$ation can reject a number of applications who may be &ualified to do the job
E. it is easy for managers to understand

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #)2

-'. (p. 2%*) The multiple cutoff approach to hiring is used when
A. scores for each predictor are evaluated on a pass or fail basis
B. management predetermines the number of applicants that will proceed on to the ne#t round
C. there is first a group interview followed by individual interviews
D. there is first a group interview followed by a panel interview
E. the testing all ta%es place in the same day

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #)%

-,. (p. 2%*) The compensatory approach to hiring is used when
A. predictors are assumed to be independent
B. scores for each predictor are evaluated on a pass or fail basis
C. the applicant is hired based on what their e#pected compensation pac%age 4pay5 would be
D. affordability of the applicants compensation pac%age 4pay5 is a predictor in the selection process
E. performing well on one predictor compensates for performing poorly on another

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #)(

--. (p. 2%*) The multiple hurdle approach is best used
A. in small) owner+operated business
B. in the first half of the selection process
C. when newly hired employees are given little to no training programs
D. when predictors are e#pensive
E. when the compensatory approach is used

Difficulty: +a"d
Objective: #2
Schwind !hapte" #$ #))

-.. (p. 2%,) A wea%ness of having co+wor%ers participate in the selection process of new employees is
A. it may reduce diversity
B. validity of the selection process is increased
C. multiple views and e#periences are considered
D. the probability that the new hire will be productive decreases
E. the group acts hostile towards employees hired using their input

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #)$

-0. (p. 2%,) A good employment contract includes all of the following e#cept
A. specific probationary period if applicable
B. start date of employment
C. reasonable restrictive covenants
D. termination procedures
E. &uestions regarding the applicants age) se#) race and other wor% related characteristics that were illegal to as%
earlier

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #)*

-1. (p. 2%-) The purpose of the employment interview is to see% answers to a few broad &uestions including
A. can the applicant do the job
B. how many applicants are there
C. has the job analysis process been successful
D. the applicants se#) family status) religion) and age
E. when is their last day of wor%

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #),

-2. (p. 2%-) Among all selection techni&ues the single most commonly used) whether by itself or in conjunction
with other tools isDare
A. written tests
B. references
C. in+depth interviews
D. psychological testing
E. rFsumFs

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #)-

.6. (p. 2%-) Though interviewing is a popular selection techni&ue) interviews do have some shortcomings
including
A. they allow the company to sell itself to the candidate
B. they allow the employer to form a personal impression
C. they vary measurably in reliability and validity
D. they can be a public relations tools for the organi$ation
E. they allow the candidate to ma%e an impression

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #$#

.1. (p. 2%-) ;nterviewing is still widely used for all the reasons below e#cept
A. they allow for a personal impression
B. they allow the firm to sell itself to a candidate
C. they allow the firm to answer &uestions
D. they are highly reliable and valid in almost all circumstances
E. they allow the firm to sell the job to the candidate

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #$1

.. (p. 2(#) @or interviews to have high validity means that the interpretation of interview results should
A. vary from interviewer to interviewer
B. correlate positively with job performance and other criteria
C. be done on time as scheduled
D. be reviewed immediately by an human resource professional
E. be held in confidence until the candidate is actually hired

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #$2

.'. (p. 2(#) Employment interviews can be conducted in a number of applicant+interviewer combinations
including all the following e#cept
A. panel interviews
B. group interviews
C. one+on+one interviews
D. one party interviews 4the interviewer is not in attendance5
E. group panel interviews

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #$%

.,. (p. 2(#2()) Employment interviews can be held in a variety of formats including all the below e#cept
A. structured interview
B. behavioural description
C. stress+producing
D. <ar%ov construct interview
E. unstructured interview

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #$(

.-. (p. 2(%) Behavioural oriented interviews are based on the principle that
A. people will tell you how they would li%e to behave
B. past behaviour is one of the best predictors of future behaviour
C. they are legal while polygraph testing sometimes is not
D. watching how a person behaves while they are being interviewed is informative
E. some demographic will behave differently than others

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #$)

... (p. 2(%) /ituation interviews include &uestions that
A. attempt to identify how a job applicant responded to specific wor% situations in the past
B. align with the theory that the best predictor of future actions is past actions
C. try top focus on behaviour that has occurred most recently
D. assess an applicants li%ely future responses to specific incidents which they may or may not have
encountered in the past
E. assess an applicants li%ely future responses to specific incidents which they have encountered in the past

Difficulty: +a"d
Objective: #$
Schwind !hapte" #$ #$$

.0. (p. 2($) The selection interview process includes all of the following steps e#cept
A. information e#change
B. creation of rapport
C. evaluation
D. wor%force analysis
E. preparation

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #$*

.1. (p. 2($2(*) The interviewer should
A. review the application during the interview to ensure that they can as% &uestions of the applicant as they arise
B. prepare for an interview by developing specific &uestions
C. not allow an applicant to as% specific &uestions) in the interest of time) until the second interview
D. refrain from as%ing &uestions to gain specific applicant information because it is too difficult to compare
responses between applicants
E. not record impressions of an applicant because that can bias the interviewers decision

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #$,

.2. (p. 2)#) The *halo effect*
A. refers to an interviewer"s ability to ma%e immediate and correct judgments
B. is a situation where applicants are as%ed to discuss their strengths only
C. often means that people are judged on information that is irrelevant
D. occurs only when the very best candidates are interviewed
E. is not a perceptual bias that has any impact in the interviewing process

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #$-

06. (p. 2)1) Common interviewing mista%es made by candidates include all the below e#cept
A. playing games
B. being unprepared
C. as%ing about the company and the job
D. tal%ing too much
E. not listening

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #*#

01. (p. 2)1 .i/ $2%) The following list contains things an interviewer should not do e#cept
A. as% leading &uestions that imply a desired answer
B. be guided by initial impressions
C. collect only job+related information
D. attempt to predict personality traits from one interview
E. e#hibit personal biases even if based on e#perience

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #*1

0. (p. 212) /uccessful e#ecution of an organi$ation"s strategy depends on the caliber of its employees.
TRUE

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #*2

0'. (p. 212) The selection process and the recruiting process run concurrently for any given job opening.
FALSE

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #*%

0,. (p. 21%) /election decisions must reflect job re&uirements) specifications) and standards.
TRUE

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #*(

0-. (p. 21() An organi$ation"s stage in its life cycle should not be a factor in selection strategy.
FALSE

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #*)

0.. (p. 21() To be successful) the selection strategy must ignore organi$ational constraints.
FALSE

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #*$

00. (p. 21() /election strategies that ta%e the e#ternal labour mar%et into consideration apply artificial constraints
on themselves.
FALSE

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #**

01. (p. 21() The relationship between the number of applicants hired and the total number of applicants available
is called a selection ratio.
TRUE

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #*,

02. (p. 21() The ratio of applicants hired to total number of applicants provided by recruiting is %nown as the
applicant+employment ratio.
FALSE

Difficulty: +a"d
Objective: #1
Schwind !hapte" #$ #*-

16. (p. 21)) ;f an organi$ation has low ethical standards in recruiting and selection) one conse&uence may be that
new employees are not properly selected.
TRUE

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #,#

11. (p. 21$) ;n most organi$ations the selection process is usually a single step.
FALSE

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #,1

1. (p. 21* .i/ $%) ;n most organi$ations the employment interview would come after a realistic job preview.
FALSE

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #,2

1'. (p. 21* .i/ $%) ;n organi$ations that use medical or drug testing this would li%ely be done before the
employment interviews.
FALSE

Difficulty: +a"d
Objective: #2
Schwind !hapte" #$ #,%

1,. (p. 21*) The type of selection procedures used depends on a variety of organi$ational factors including si$e)
life cycle) and the jobs involved.
TRUE

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #,(

1-. (p. 21*) The first steps in the selection process involve the review of application forms and preliminary
screening interviews.
TRUE

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #,)

1.. (p. 21, .i/ $() Eetters of reference are among the most popular selection techni&ues used in most Canadian
organi$ations.
TRUE

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #,$

10. (p. 21-) Because application forms are so basic) they provide only limited job relevant information.
FALSE

Difficulty: &ediu'
Objective: #%
Schwind !hapte" #$ #,*

11. (p. 21-) !roperly designed weighted application and biographical information blan%s have been found to be
especially useful for certain occupations such as insurance agents) engineers) and sales cler%s.
TRUE

Difficulty: +a"d
Objective: #%
Schwind !hapte" #$ #,,

12. (p. 221) (eliability in testing refers to the fact that all the tests being used have been chec%ed for validity.
FALSE

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #,-

26. (p. 221) (eliability in testing means that any specific test yields consistent results over time.
TRUE

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #-#

21. (p. 222) =alidity in testing refers to the fact that the test scores relate significantly to job performance or other
relevant criterion.
TRUE

Difficulty: Easy
Objective: #)
Schwind !hapte" #$ #-1

2. (p. 222) =alidity refers to a form of testing used with employment e&uity programs to determine demographic
data.
FALSE

Difficulty: &ediu'
Objective: #)
Schwind !hapte" #$ #-2

2'. (p. 222) The fact that a test is reliable does not ensure validity.
TRUE

Difficulty: &ediu'
Objective: #)
Schwind !hapte" #$ #-%

2,. (p. 222) Two approaches to test validation are the empirical approach and the rational approach.
TRUE

Difficulty: &ediu'
Objective: #)
Schwind !hapte" #$ #-(

2-. (p. 222) Empirical approaches rely on either predictive or construct validity.
FALSE

Difficulty: &ediu'
Objective: #)
Schwind !hapte" #$ #-)

2.. (p. 222) (ational approaches include both content and construct validity.
TRUE

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #-$

20. (p. 222) Both empirical and rational approaches to test validation rely on the concept of concurrent validity.
FALSE

Difficulty: +a"d
Objective: #)
Schwind !hapte" #$ #-*

21. (p. 222) Construct validity allows the human resource department to test present employees and correlate these
scores with measures of their performance.
FALSE

Difficulty: +a"d
Objective: #)
Schwind !hapte" #$ #-,

22. (p. 22%) Differential validity refers to separate test validation studies done for different subgroups such as
women or minorities.
TRUE

Difficulty: &ediu'
Objective: #)
Schwind !hapte" #$ #--

166. (p. 22() There are a wide variety of employment tests available) though each type of test has only limited
usefulness.
TRUE

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #1##

161. (p. 22() !sychological) integrity) and %nowledge tests are all types of employment+related tests.
TRUE

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #1#1

16. (p. 22$) Assessment centres are a popular procedure for identifying managerial potential when hiring.
TRUE

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #1#2

16'. (p. 22*) Through the use of multiple assessment techni&ues and multiple assessors) assessment centres are
able to predict a candidate"s future job behaviour and managerial potential.
TRUE

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #1#%

16,. (p. 22*) Computer interactive tests are another form of employment testing that is becoming more common.
TRUE

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #1#(

16-. (p. 22*) ;ntegrity tests are tests that measure an applicant"s honesty and trustworthiness.
TRUE

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #1#)

16.. (p. 22,) Craphic response tests are one form of integrity testing.
TRUE

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #1#$

160. (p. 22,) !ersonality+oriented integrity tests measure the reliability and social conformity of employees and
ma%e inferences about their honesty from these scores.
TRUE

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #1#*

161. (p. 22-) Testing when used in the selection process) should always be done after applications are reviewed.
FALSE

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #1#,

162. (p. 22-) !ersonal references are highly regarded by human resource managers because they are often written
by people with intimate %nowledge of the applicant and thus provide practical insight into the applicant"s
potential.
FALSE

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1#-

116. (p. 22-) <any human resource professionals feel that the employment reference is one of the most useful
tools in the selection process.
FALSE

Difficulty: &ediu'
Objective: #2

111. (p. 2%#) /ome ?( specialists suggest using the telephone for reference chec%ing of potential hires because
they may provide a &uic%er and more informative response.
TRUE

Difficulty: &ediu'
Objective: #2

11. (p. 2%1 .i/ $1() Two of the *do"s* of telephone reference chec%ing are3 as% indirect &uestions that allow for a
lot of leeway in answering) and as% for details on personality traits rather than on job+related performance.
FALSE

Difficulty: &ediu'
Objective: #2

11'. (p. 2%1) There is no point in recruiters using social networ%ing such as @aceboo% because posted material is
considered discriminatory.
FALSE

Difficulty: &ediu'
Objective: #2

11,. (p. 2%2) The immediate supervisor should be involved in the employment interview at some point.
TRUE

Difficulty: Easy
Objective: #2

11-. (p. 2%2) ;nvolving immediate supervisors in the interviewing process li%ely increases their commitment to)
and sense of responsibility for) the new employee.
TRUE

Difficulty: Easy
Objective: #2

11.. (p. 2%%) The realistic job preview is often done at the beginning of the selection process to weed out
candidates) particularly where there are a large number of applicants for only a few jobs.
FALSE

Difficulty: &ediu'
Objective: #2

110. (p. 2%%) (ealistic job previews may cause a company to lose good candidates.
TRUE

Difficulty: &ediu'
Objective: #2

111. (p. 2%%) Companies that do not use the realistic job preview tend to show lower employee turnover.
FALSE

Difficulty: &ediu'
Objective: #2

112. (p. 2%%2%$) <any organi$ations have done away with a medical test for job applicants because of the
possibility of incurring charges of discrimination under various human rights acts.
TRUE

Difficulty: Easy
Objective: #(

16. (p. 2%)) 9ver 16: of Canadian CE9s who were surveyed said they considered substance abuse to be a
serious or very serious problem.
TRUE

Difficulty: &ediu'
Objective: #(

11. (p. 2%$) The subjective approach to hiring is also referred to as the clinical approach
TRUE

Difficulty: &ediu'
Objective: #2

1. (p. 2%$) The judgmental nature of decisions using the subjective approach can reduce confusion and potential
problems
FALSE

Difficulty: Easy
Objective: #2

1'. (p. 2%*) The multiple cutoff approach allows applicants to ma%e up for a poor score in one predictor by a
strong score in another predictor
FALSE

Difficulty: Easy
Objective: #2

1,. (p. 2%*) <anagers generally prefer statistical and non+subjective approaches to hiring decisions
FALSE

Difficulty: Easy
Objective: #2

1-. (p. 2%*) The underlying assumption of the multiple hurdle approach is that a high score on one predictor does
not compensate for a low score on another
TRUE

Difficulty: Easy
Objective: #2

1.. (p. 2%,) 7ith the emergence of empowered self+managed wor% teams) the responsibility for hiring may be
delegated to the team
TRUE

Difficulty: Easy
Objective: #2

10. (p. 2%,) ;n close %nit teams) there may be a tendency to select applicants that decrease the diversity in the
team
TRUE

Difficulty: &ediu'
Objective: #2

11. (p. 2%-) Despite all forms of testing) including computer generated tests) the employment interview is still the
most widely used selection techni&ue.
TRUE

Difficulty: &ediu'
Objective: #$

12. (p. 2%-) Though employment interviews have shortcomings) their one strength is their constant high level of
reliability and validity.
FALSE

Difficulty: +a"d
Objective: #$

1'6. (p. 2(#2()) Croup) panel) and one+on+one are all forms of employment interviewing.
TRUE

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #1%#

1'1. (p. 2(%) Behavioural description interviews wor% on the basis that a person"s past behaviour is a good
predictor of their future behaviour.
TRUE

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #1%1

1'. (p. 2(%) Behaviourally oriented interviews are most valid when structured &uestions are job relevant.
TRUE

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #1%2

1''. (p. 2($) There are generally five stages to the employment interview.
TRUE

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #1%%

1',. (p. 2($) The evaluation stage should immediately follow the termination stage of an employment interview.
TRUE

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #1%(

1'-. (p. 2)#) 7hen applicants are judged using the halo effect) there is no objective information to bias the hiring
decision.
FALSE

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #1%)

1'.. (p. 212) 9nce a pool of suitable applicants is created through recruiting) the process of GGGGGGGGGG begins.
selection

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #1%$

1'0. (p. 212) The calibre of an organi$ation"s GGGGGGGGGG will have a major impact on the successful e#ecution of
its strategy.
employees

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #1%*

1'1. (p. 21%) /election decisions must reflect the job re&uirements as laid out in the organi$ation"s job GGGGGGGGGG
and specifications.
descriptions

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #1%,

1'2. (p. 21%) GGGGGGGGGGGG are not valid reasons for continuing to use irrelevant predictors in the selection
process.
myths

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #1%-

1,6. (p. 21() A major internal factor in the selection process is GGGGGGGGGG constraints.
organizational

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #1(#

1,1. (p. 21() The relationship between the total number of applicants and the number of applicants hired is called a
GGGGGGGGGG GGGGGGGGGGGGG.
selection ratio

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #1(1

1,. (p. 21() A selection ratio is the ratio of the number of applicants GGGGGGGGGG to the number of applicants
GGGGGGGGGG.
hireda!aila"le #this order only$

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #1(2

1,'. (p. 21* .i/ $%) Cenerally) the selection process is a series of GGGGGGGGGG steps.
eight #%$

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1(%

1,,. (p. 21*) As a selection tool) GGGGGGGGGG blan%s are still the most widely used.
application

Difficulty: Easy
Objective: #%
Schwind !hapte" #$ #1((

1,-. (p. 22#) A major concern for recruiters is GGGGGGGGG GGGGGGG which occurs when information is embellished
during the application stage.
res&me 'ra&d

Difficulty: Easy
Objective: #%
Schwind !hapte" #$ #1()

1,.. (p. 221) A selection devices"s ability to yield consistent results over repeated measures is referred to as
GGGGGGGGGG.
relia"ility

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #1($

1,0. (p. 222) ;n testing) the concept of GGGGGGGGGG refers to the level of significance between the test scores and
job performance.
!alidity

Difficulty: Easy
Objective: #)
Schwind !hapte" #$ #1(*

1,1. (p. 222) ?uman resource departments should conduct validation studies to ensure that its testing procedures
are GGGGGGGGGG.
!alid

Difficulty: Easy
Objective: #)
Schwind !hapte" #$ #1(,

1,2. (p. 22% .i/ $,) Empirical approaches to determine the test validation include GGGGGGGGGG validity and
GGGGGGGGGG validity.
predicti!econc&rrent #either order$

Difficulty: Easy
Objective: #)
Schwind !hapte" #$ #1(-

1-6. (p. 22% .i/ $,) (ational approaches to determine test validation include GGGGGGGGGG validity and GGGGGGGGGG
validity.
contentconstr&ct #either order$

Difficulty: Easy
Objective: #)
Schwind !hapte" #$ #1)#

1-1. (p. 2%$) Tests that measure personality or temperament are usually called GGGGGGGGGG tests.
psychological

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #1)1

1-. (p. 22$) 9ne increasingly popular procedure for identifying future job behaviour and managerial potential is
the GGGGGGGGGG GGGGGGGGGGGGGG.
assessment centre

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #1)2

1-'. (p. 22*) Computer interactive testing is based on an old adage that * behaviour predicts GGGGGGGGGG.*
"eha!io&r #or similar (ordconcept$

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #1)%

1-,. (p. 22,) 9ne common and well+%nown) if controversial) form of graphic response 4integrity type5 testing is
the GGGGGGGGGG.
polygraph

Difficulty: Easy
Objective: #(
Schwind !hapte" #$ #1)(

1--. (p. 22-) <any human resource specialists even regard employment references 4li%e personal references5 to
often have little practical GGGGGGGGGG.
&se'&lness #!al&e$

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1))

1-.. (p. 2%#) ;n many cases) when confirming applicant references) human resource specialists are substituting
written re&uests for GGGGGGGGGG in&uiries.
telephone

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1)$

1-0. (p. 2%1) An emerging trend used to learn about an applicant"s behaviours and interests is searching GGGGGGGG
GGGGGGGGGGG websites.
social net(or)ing

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1)*

1-1. (p. 2%2) At the stage of the employment interview the potential employee"s immediate GGGGGGGGGG should be
involved.
s&per!isor

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1),

1-2. (p. 2%%) 9ne means of allowing a potential employee to understand the job setting before the hiring stage)
often by actually showing him or her the wor%) is the GGGGGGGGGG GGGGGGGG GGGGGGGGGG.
realistic *o" pre!ie(

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1)-

1.6. (p. 2%%) ;n an organi$ation that used realistic job previews) it would be common for these to occur
GGGGGGGGGG the employment interview4s5.
a'ter

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1$#

1.1. (p. 2%() 9ne form of medical testing that is becoming more used) despite the controversies attached to it) is
GGGGGGGGGG testing.
dr&g

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1$1

1.. (p. 2%$) The final GGGGGGGGGG decision mar%s the end of the selection process.
hiring

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1$2

1.'. (p. 2%-) The still most widely used selection techni&ue is 4the5 GGGGGGGGGG GGGGGGGGGGGGG.
employment inter!ie(

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #1$%

1.,. (p. 2%-) The most noticeable flaw with employment interviews is their varying GGGGGGGGGG and reliability.
!alidity

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #1$(

1.-. (p. 2%*) The GGGGGGGGGGGGGGGGGG GGGGGGGGGGGG approach is preferred by many managers since it is easy to
understand.
m&ltiple c&to''

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1$)

1... (p. 2%*) A se&uential elimination process used during selection is GGGGGGGGGGGGGGG GGGGGGGGGGG.
m&ltiple h&rdle

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1$$

1.0. (p. 2%,) 9nce a candidate is selected) they should be contacted immediately and provided with an
GGGGGGGGGGGGG GGGGGGGGGGGG in most instances
*o" contract

Difficulty: Easy
Objective: #2
Schwind !hapte" #$ #1$*

1.1. (p. 2(#2()) ;n the selection process) behavioural description) structured) unstructured) and stress+producing
are all different formats for the GGGGGGGGGG GGGGGGGGGGGGGGGGGG.

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #1$,

1.2. (p. 2(%) The two major types of behaviour oriented interviews are GGGGGGGGGGGGG and GGGGGGGGGG
interviews.
"eha!io&ralsit&ational #either order$

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #1$-

106. (p. 2($2)#) ;n the selection process preparation) creation of rapport) e#change of information) and evaluation
are all stages in the GGGGGGGGGG GGGGGGGGGGGGG.

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #1*#

101. (p. 2)#) ;nterviewers who allow a piece of+sometimes irrelevant+information about an applicant to bias their
evaluation of that person"s other characteristics is subject to the GGGGGGGGGG GGGGGGGGGGGG.
halo e''ect

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #1*1

10. (p. 2)12)2) ;n job interviews) tal%ing too much) boasting) being unprepared and not listening are often
common errors on the part of the GGGGGGGGGG.
inter!ie(ee

Difficulty: Easy
Objective: #$
Schwind !hapte" #$ #1*2

10'.lain (p. 2)2) 9ne of the best pieces of evidence that an organi$ation has an effective recruiting and selection
process is the e#istence of efficient and GGGGGGGGGGemployees.
prod&cti!e

Difficulty: Easy
Objective: #1
Schwind !hapte" #$ #1*%

10,. (p. 2%)2%-) 7hat preliminary information should be necessary before an employment specialist initiates the
selection process8
Answers will vary

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #1*(

10-. (p. 21() 7ould there li%ely be a large or small selection ratio for each of these job openings8 E#plain your
answer.
a. plumbers
b. mechanical engineers with ten years" e#perience
c. cler% typists
d. managers
Answers will vary

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #1*)

10.. (p. 21*) Eist and briefly e#plain the steps in the selection process.
Answers will vary

Difficulty: &ediu'
Objective: #2
Schwind !hapte" #$ #1*$

100. (p. 2($2(-) 9utline and briefly describe the five steps in the selection interview.
Answers will vary

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #1**

101. (p. 22222() 7hy should tests be validated8 7hy should they be reliable8
Answers will vary

Difficulty: &ediu'
Objective: #)
Schwind !hapte" #$ #1*,

102. (p. 22222() Describe the most common approaches to validation.
Answers will vary

Difficulty: &ediu'
Objective: #)
Schwind !hapte" #$ #1*-

116. (p. 21(21*) 7hat are some of the challenges and constraints facing a human resource manager in the conte#t
of selection8
Answers will vary

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #1,#

111. (p. 22$2%2) 7hat are the most common tests and what type of applicant pool are they used on in today"s
selection processes8
Answers will vary

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #1,1

11. (p. 22$22*) 7hat is an assessment centre8 7hy is it gaining popularity8
Answers will vary

Difficulty: &ediu'
Objective: #(
Schwind !hapte" #$ #1,2

11'. (p. 2(#2()) Discuss five different &uestion formats that can be used in interviewing prospective employees.
Answers will vary

Difficulty: &ediu'
Objective: #$
Schwind !hapte" #$ #1,%

11,. (p. 2)2) 7hat factors will you consider when evaluating the selection function in an organi$ation8
Answers will vary

Difficulty: &ediu'
Objective: #1
Schwind !hapte" #$ #1,(

c. /ummary
!ate/0"y # 0f 1uesti0ns
Difficulty3 Easy 01
Difficulty3 ?ard 12
Difficulty3 <edium 10
9bjective3 I1 '
9bjective3 I -.
9bjective3 I' 2
9bjective3 I, ',
9bjective3 I- 6
9bjective3 I. ''
/chwind + Chapter 6. 11,

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