Multiple Choice Questions
1. If you are evaluating the usefulness of a given predictor in predicting job success, and you are interested in the value the predictor adds to the prediction of job success, you want to know the predictor's ________.
A. validity coefficient
B. practical significance
C. sign
D. statistical significance
2. When HR specialists state that a new predictor "adds value" to the prediction of job success, they mean that _____.
A. the predictor provides economic benefit to prediction
B. the predictor has a high validity coefficient
C. the predictor adds to the prediction of job success over and beyond the forecasting powers of current predictors
D. the predictor is highly correlated with other predictors, thus increasing efficiency
3. A significance level of p<0.05 in a validity study means _________.
A. that there are fewer than 5 chances in 100 of concluding there is a relationship in the population of job applicants, when in fact, there is not
B. that there are 5 chances in 100 of concluding that there is not a relationship in the population of job applicants, when in fact, there is
C. that the practical significance of the observed relationship is very low
D. that there are fewer than 5 chances in 100 that a predictor has adverse impact
4. Validity refers to __________.
A. the number of individuals hired by a predictor
B. the number of individuals hired divided by the number of applicants
C. the relationship between predictor and criterion scores
D. the inverse of the adverse impact ratio
5. If an HR specialist is assessing the usefulness of predictors in forecasting job success, and it is noted that a given predictor has both high validity and high adverse impact, the HR specialist should conclude ___________.
A. this can never happen and the method of calculating validity must be incorrect
B. this is a common circumstance and the predictor should be used
C. if the predictor is highly correlated with other predictors, this will compensate for adverse impact
D. legal problems could result and alternative predictors should be sought
6. Under which circumstances is "hiring success gain" likely to be optimal?
A. Low selection ratio, low base rate, high validity
B. High selection ratio, high base rate, high validity
C. High selection ratio, low base rate, high validity
D. High selection ratio, low base rate, low validity
7. Which of the following is the most difficult to estimate term in the economic gain formula?
A. Average tenure of employees.
B. Number of applicants.
C. Dollar value of job performance.
D. Cost per applicant.
8. Taylor-Russell tables are an effective decision making tool in that they ________.
A. allow for calculating selection ratios
B. enable HR specialists to calculate utility ratios
C. allow simultaneous consideration of a predictor's base rate, selection ratio, and validity
D. help to increase validity coefficients to more acceptable levels
9. Economic gain formulas provide the HR specialist with an estimate of ______.
A. the economic gain derived from using a predictor versus random selection
B. the economic gain from using random selection
C. the economic gain of the standard deviation of job performance
D. the economic gain of the validity coefficient
10. The _________ approach means that selection decisions means that scores on one predictor can make up for low scores on another.
A. multiple hurdles
B. Markov process
C. compensatory model
D. none of the above
11. Which of the following is an advantage of external recruiting?
A. they ensure consistency from opening to closing
B. they are useful for companies too small to have dedicated recruiters
C. they are very inexpensive
D. all of the above
12. An organization which is committed to shattering the "glass ceiling" should ___________.
A. decrease its use of selection plans
B. emphasize the use of traditional assessment methods
C. pay attention to the types of KSAOs needed for advancement
D. undertake programs to raise employees' awareness of general career issues
13. The _________ method of determining an applicant's score is based on the expert judgment of the manager.
A. multiple regression
B. clinical prediction
C. unit weighting
D. none of the above
14. The _________ method of determining an applicant's score is based on assigning weights by statistical procedures and then adding predictor scores together.
A. multiple regression
B. clinical prediction
C. unit weighting
D. none of the above
15. The _________ approach means that an applicant must earn a passing score on each predictor before advancing in the selection process.
A. multiple hurdles
B. Markov process
C. compensatory model
D. none of the above
16. An applicant who is hired but does not perform successfully is a ______________.
A. true positive
B. false positive
C. true negative
D. false negative
17. An applicant who is not hired but who would have performed successfully if hired is a ______________.
A. true positive
B. false positive
C. true negative
D. false negative
18. If a cutoff score is lowered, the effect of this on hiring results is likely to be ______________.
A. fewer false negatives only
B. both fewer false negatives and more true positives
C. fewer false negatives and fewer false positives
D. more false negatives and more false positives
19. If a cutoff scores is set based on the qualifications deemed necessary to perform a job, it is most likely the ______ method of determining cut scores.
A. top-down
B. criterion-related
C. minimum competency
D. banding
20. When applicants who score within a certain score range are considered to have scored equivalently ________.
A. top-down
B. criterion-related
C. minimum competency
D. banding