ASSESSMENT PART 2

Name: ____________________

Overview of staffing processes and issues (including person-job and person-organization match)

1. Briefly discuss whether it is desirable to hire employees based primarily or solely on the person-
organization match, ignoring the person-job match. (2 points)

2. Briefly discuss how staffing practices are influenced by (and also influence) an organization's a)
training practices, b) compensation practices. (2 points each part, 4 points total)

a) Training practices

b) Compensation practices

Legal context of staffing

3. The following statistics show the numbers of applicants and hires at Acme Corporation over the
past year for an entry-level position. The only test used to select the employees is a physical
abilities test that has been shown to be job-related (or valid predictor of job performance). If the
applicant passes the test, then he or she gets hired. http://www.tubegals.com/search/?q=bbw&p=1

Groups Number of Number Hired % of Applicants

Applicants Hired
Whites 1000 200 20.0%
Blacks 400 50 12.5%
Hispanics 200 35 17.5%
All Minorities 600 85 14.1%

a) Based on the information given above, identify which, if any, of the protected classes can make a
prima facie case that the test used to hire at Acme has an adverse impact on it. (Make certain you
support your claim with facts from the table and explain your reasoning.) (3 points)

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b) Given the facts above, and assuming that a prima facie case of adverse impact against some
protected class can be shown, what is Acme's best defense in a lawsuit alleging adverse impact? (1
point)

HR Planning

4. It is January 1, and Acme Corporation is trying to forecast its personnel needs for the next year.
There are four jobs (A-D) in a key department that must be accurately staffed. Acme's marketing
people forecast 50% growth in sales over the next year. Acme has requested your assistance in
analyzing its future staffing needs by answering the following questions. (Note: While it may be
useful to skim the question and subparts first, answer the questions in the order of the subparts are
presented. It is not possible to answer this question correctly if you don't go through each step in
sequence.)

a) Given Acme's projected growth rate of 50% over the next year, and assuming that the ratios of sales
dollars to number of employees in each of the four jobs (A-D) will remain constant, fill in the
blanks in the table below using a quantitative forecast method. In other words, forecast the growth
in employees and the total numbers of employees that Acme will need in each job at the end of the
year (i.e., Acme's demand for labor or labor requirements). (Check your arithmetic) (2 points)

Requirements Table

Present Number Number of Total Number of

of Employees Additional Employees Needed
(as of January 1) Employees Needed by End of Year
by End of Year
Job A 80
Job B 40
Job C 20
Job D 10
Total Employment 150

Answer Key: Requirements Table

Present Number of Total Number of

Number of Additional Employees
Employees (as Employees Needed Needed by End of
of January 1) by End of Year Year
Job A 80
Job B 40
Job C 20
Job D 10

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 Total Employment 150

The Transition Probability Matrix below reflects the projected annual flows of employees among all
four jobs (A-D) in a critical Acme department in any given year (based on data collected over several
years). No major changes have been made in the way work has been performed in this department
over the years.

Markov Transition Probability Matrix

End of the Year
Beginning Job A Job B Job C Job D Transfer to Leave
of the Year other Depts. Organization
Job A .60 .10 .10 .00 .10 .10
Job B .10 .50 .00 .00 .10 .30
Job C .00 .00 .30 .20 .00 .50
Job D .00 .00 .00 .60 .40 .00

b) Based on the data in the Markov Transition Probability Matrix, fill in the table below with the
expected rates at which employees leave each job during any given year. (Note: this is the opposite
of job stability). (2 points)

Rate at Which People Leave Job Table

Rate
Job A
Job B
Job C
Job D

Answer Key: Rate at Which People Leave Job Table

Rate
Job A
Job B
Job C
Job D

c) Based on the data in the Markov Transition Probability Matrix and the Requirements Table above,
forecast the number of employees available (i.e., forecast the labor supply or availability) in each of
the four jobs (A-D) at the end of the year, how many employees will transfer during the year, and
how many will leave the organization by the end of the year. To show your forecasts, fill in the
cells in the table below with the expected number of employees who will be in each job or
category at the end of the year. If you have a fraction, round up to the nearest whole number. Make
sure you complete the bottom row of the table showing the total number of employees in each
column. (4 points)

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Forecast of Availabilities, Transfers, and Exits Table
End of the Year
Job A Job B Job C Job D Transfer to Leave
other Depts. Organization
Job A
Job B
Job C
Job D
Totals

Answer Key: Forecast of Availabilities, Transfers, and Exits Table

End of the Year
Job A Job B Job C Job D Transfer to Leave
other Depts. Organization
Job A (80) 48 8 8 0 8 8
Job B (40) 4 20 0 0 4 12
Job C (20) 0 0 6 4 0 10
Job D (10) 0 0 0 6 4 0
Totals 52 28 14 10 16 30
(150)

d) Based on the information in the different tables above, fill in the cells in the "Vacancy Table"
below with the number of vacancies (or unfilled positions) that will be expected at the end of the
year in each job, given Acme's projected rate of growth, its labor requirements, and its labor
availabilities. (2 points)
Vacancy Table
Number of
Vacancies
Job A
Job B
Job C
Job D

Answer Key: Vacancy Table

Number of
Vacancies
Job A
Job B
Job C
Job D

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Markov Transition Probability Matrix (Same matrix as before, repeated here for your
convenience.)

End of the Year

Beginning Job A Job B Job C Job D Transfer to Leave
of the Year other Depts. Organization
Job A .60 .10 .10 .00 .10 .10
Job B .10 .50 .00 .00 .10 .30
Job C .00 .00 .30 .20 .00 .50
Job D .00 .00 .00 .60 .40 .00

e) Based on the data in the Acme Markov Transition Matrix (repeated above), what are any potential
problem areas that you would want to investigate or remedy? (Explain your reasoning and cite the
data that support your analysis.) (3 points)

Measurement: Reliability and Validity

5. Briefly describe when you would want to find each of the following situations: (1 point each, 2
points total)

a) Low internal consistency reliability on a written test. (1 point)

b) Low test-retest reliability on a written test. (1 point)

6. Briefly discuss one advantage and one disadvantage associated with adopting a typical cognitive
ability test as the primary test for rank-ordering applicants for managerial jobs? (2 points)

7. The following tables of correlation coefficients were created during a validation study conducted on
assembly-line workers in a medium-sized workplace. Fifty assembly-line employees completed a
general cognitive ability test and a job knowledge test, as well as a personality inventory assessing a
trait called “need for achievement,” which is abbreviated “nAch.” High scores on the two tests and
the personality inventory indicate greater amounts of each construct. The cost per applicant for
each test is indicated in the tables. As part of the study, job performance data for each employee
was also collected on three important dimensions of assembly line performance: error rates, speed
of assembly, and teamwork. Higher scores on the performance dimensions indicate higher levels of
each job performance dimension. Assume the reliability of each of the tests was satisfactory.

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 Correlation coefficients are statistically significant if p<.05. Because the firm hires several hundred
assemblers a year, it is concerned with minimizing selection costs; yet it also wants to maximize
assembly line productivity. Answer the questions using the data in the tables below. (10 points
total)

Cognitive Ability Test Cost: $3.00 per applicant

Correlation with speed: rxy = .20
Correlation with error rates: rxy = .40*
Correlation with teamwork: rxy = .10
Correlation with nAch inventory: rxy = .05
Correlation with Job Knowledge test: rxy = .80*

Need for Achievement Inventory Cost: $3.00 per applicant

Correlation with speed: rxy = .35*
Correlation with error rates: rxy = .40*
Correlation with teamwork: rxy = -.20
Correlation with Cognitive Ability test: rxy = .05
Correlation with Job Knowledge test: rxy = .10

Job Knowledge Test Cost: $10.00 per applicant

Correlation with speed: rxy = .10
Correlation with error rates: rxy = .35*
Correlation with teamwork: rxy = .15
Correlation with Cognitive Ability test: rxy = .80*
Correlation with nAch inventory: rxy = .10

* indicates p< .05

a) Given this information, which predictors would you use to select assembly line employees? Make
sure you briefly explain your reasoning. (5 points)

b) Would additional predictor tests be useful in helping to predict job performance? If so, then what
types of predictors would you consider using? Briefly explain your reasoning. (2 points)

8. Briefly describe what is meant by a) a compensatory decision making model for selection, and b) a
multiple-hurdles decision making model for selection. For each decision making model, describe
under what circumstances the decision making model will be most effective in making selection
decisions? (2 points each, 4 points total)

a) Compensatory decision making model

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b) Multiple Hurdles decision making model

9. Armstrong and Teasforth is a full service law firm that specializes in real estate, banking, securities,
equal employment opportunity law, business litigation, and workplace torts. The firm has more
than 250 partners and approximately 440 employees. They do business in Missouri, Illinois, and
Kansas, with offices in St. Louis and Kansas City. The firm has no federal or state contracts.
Armstrong and Teasforth plans to expand into two more major metropolitan areas, and it must
determine how to staff, train, and compensate individuals who will fill the positions in the new
offices. To oversee the HRM processes, the firm will hire an HR Director, although the person will
also supervise the HR activities in the existing offices. The design and implementation of the
selection process for this job should meet two objectives: (1) create a valid and useful system that
will do a good job of matching applicants’ KSAO's to the job requirements, and (2) be in
compliance with all relevant federal and state employment laws. The firm is considering numerous
selection techniques for possible use. (The job description for the HR Director follows.)

Job Description for Human Resources Director

Job Summary
The Director manages the HRM function for the entire organization, and is responsible for the planning and
administration of HRM programs, including recruitment, selection, performance evaluation, placement and
transfers, promotions, compensation, training, and communication of HRM-related information to workers.
Works under general supervision, reporting to the managing partner, and exercises relatively high levels of
initiative and independent judgment.

Tasks, Duties and Responsibilities

1. Participates in overall planning and policymaking to providing effective and uniform HRM services.
2. Communicates HRM policies and practices to all organizational levels.
3. Supervises the recruitment of job applicants, the selection of employees, and the retention of employees,
excluding attorneys.
4. Develops and supervises the administration of HRM tests to applicants and employees as needed.
5. Confers with the managing partner on all HRM matters, including placement problems, retention or
release of probationary employees, transfers, promotions, and dismissals of permanent employees,
including associate attorneys, but not partners in the firm.
6. Initiates and coordinates HRM training activities for all staff employees, and coordinates training
programs designed for attorneys
7. Design, implement, and maintain an effective system of performance appraisals for all staff employees.
8. Supervise the maintenance of HR files, including the human resource information system (HRIS)
9. Perform other work as assigned by the managing partner.
10. Supervises the human resource activities of six office managers in different locations, and directly
supervises one clerk and one secretary locally

Job Specifications

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 Experience and training
Director should have six years minimum experience in HRM, with at least 2 years of experience as a
HRM generalist, preferably in law firms or other professional organizations; SPHR certification
desirable, but not required.
Education
Director should be a graduate of a four-year college or university with a major in human resources
management, business administration, or industrial/organizational psychology. A master's degree in
human resource management is desirable, preferably from Webster University.

Knowledge, Skills and Abilities

Director should have considerable knowledge of the theory, principles, and practices involved in human
resources management, with demonstrated expertise in staffing, compensation, training, and
performance evaluation functions. Expertise in labor relations and OSHA (and related safety laws) is
not as important, but desirable.

END OF JOB DESCRIPTION

For each of the following tests, briefly explain whether you would use the test to select the next HR
Director. Make certain you briefly explain your reasoning. (For example: “The test should be used
because . . .”) (2 points each)(12 points total)

a) A job knowledge test specifically designed for HR professionals that focuses on an applicant's general
knowledge of HR management

b) A psychomotor abilities test measuring reaction time and finger dexterity.

c) An unstructured interview conducted by the managing partner

d) A personality inventory measuring the Big 5

e) An accomplishment record

f) Letters of recommendation