Career development centers are a low cost way to increase employee interest in internal
career paths.
In organizations where technology and globalization have caused jobs to change at a
rapid pace, person/organization match is more important than person/job match.
Legal experts usually advise organizations to avoid documenting performance problems
because the “paper trail” is likely to just lead to problems in court.
Reliability sets the lower limit on validity.
The base rate is the number of hires divided by the number of employees.
When it comes to developing the employee value proposition, there are no real
disadvantages to creating the largest package of rewards possible.
An employee’s overall intention to quit depends on the desirability of leaving, ease of
leaving, and alternatives available to the employee.
Although applicants probably do sometimes fake their answers on integrity tests, the
evidence suggests that such faking does not completely eliminate the validity of these
tests in predicting job performance and deviant workplace behavior.
Research suggests that realistic job previews lead to massive reductions in turnover.
If an organization does not define a policy for recruiting, virtually anyone who contacts
the organization or expresses interest by any means could be considered an applicant.
Although arrest information may be gathered in the process of doing a background
check, it cannot be used in staffing decisions.
If adverse impact occurs because of certain selection procedures, these procedures may
be justified under UGESP through validity studies.
In staffing the scores of individuals are treated as if they were the attribute itself, rather
than merely indicators of the attribute.
Applicant dishonesty is a common problem as relates to the reporting of the applicant’s
current salary.
In establishing procedures for setting cutoff scores, organizations should stress the
job-relatedness of the assessment procedure and de-emphasize validity.