TRUE / False Questions
1. One potential problem with promotability ratings is that they may yield results that are different from results of performance appraisals and evaluations for pay increases.
2. The incremental validity of assessment centers in predicting performance is relatively small.
3. A substantive assessment method often used in the selection of production workers and staff technicians is the assessment center.
4. An "in-basket" exercise involves a timed exercise that requires a job candidate to respond to simulated memoranda, reports, and other items requiring responses.
5. 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.
6. Where assessment centers are concerned, research has shown that the inclusion of peer evaluations and the use of psychologists as job candidate assessors rather than managers causes validity to increase.
7. Assessment centers tend to generate positive reactions from participants.
8. If, during an interview simulation, a job candidate is required to solicit information from the interviewer in order to solve a problem, this is most likely a "role play" type interview simulation.
9. One advantage of using review boards representing various constituencies for hiring is that it means constituents will be less likely to voice objections once the candidate is hired.
10. In-basket exercises are the most commonly used exercises in assessment centers.
11. Assessment centers have no validity in predicting performance and promotability beyond personality traits and cognitive ability tests.
12. One of the biggest limitations of assessment centers is their cost.
13. Personality tests are used to predict the success of employees in overseas assignments.
14. Talent management systems keep an ongoing organizational record of the skills, talents, and capabilities of an organization's employees.
15. Security is of even greater importance in the administration of internal selection predictors than it might be in the external selection process.
16. One step an organization can take to shatter the "glass ceiling" would be to have greater use of selection plans.
17. Sometimes individuals who have excellent skills in engineering and scientific positions do not have good managerial skills.
18. In internal selection, managers tend to overemphasize subjective opinions about job candidates, with a consequent increase in decisions with low validity.
19. Organizations typically have better data with which to make choices on internal than external candidates.
20. Depth of information and relevance are the only advantages that internal selection has over external selection.