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Matching concerns that involve the larger organization include organizational values,
new job duties, multiple jobs, and future jobs.
An organization's core workforce is composed of workers who are used on an
as-needed, just-in-time basis.
Acquisition activities involve external staffing systems that govern the initial intake of
applicants into the organization.
When using assessment centers to predict job performance, available research has
shown an average validity coefficient of .37, which should be considered a low level of
validity.
The two options the UGESP recommends for minimizing adverse impact are use of
within-group norming and banding.
A finalist is someone who has not yet received an offer, but who possesses the
minimum qualifications to be considered for further assessment.
It should not be assumed that just because job seekers come from inside the
organization they will automatically know and understand the selection procedures.
One reason organizations often opt out of flat pay rates in favor of differential pay rates,
is because job applicants are similar in KSAO quality.
Cognitive ability tests are excellent predictors for executive and professional jobs, but
they are of no value for entry level, clerical, or blue collar jobs.
It is usually more efficient and effective for HR managers to just focus on their own
functional responsibilities, and avoid getting bogged down with learning about the
organization's strategy.
Because employees quit companies, not jobs, internal staffing systems are usually seen
as a poor substitute for a job at another company. As such, they do little to reduce
intentions to leave.
Discharge turnover targets groups of employees and is also known as reduction in force.
(RIF).
Experience refers to length of service or tenure with a job, department or organization.
