Modern Industrial Organization 4th Edition Dennis W. Carlton, Jeffrey M. Perloff - Solutions

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How would you go about deciding whom to select for the openings? In other words, without providing your decisions for the individual candidates, describe how you would weigh the various selection information to reach a decision.
If the number of applicants increases to 200 (more applications are coming in every day), how will your answers to questions 1 and 2 change?
If Randy can use only one method, which should he use?
How much money would Randy make using each selection method?
Is clinical prediction the fairest way to combine assessment information about job applicants, or are the other methods (unit weighting, rational weighting, and multiple regression) fairer? Why?
What guidelines do the UGESP offer to organizations when it comes to setting cut scores?
What roles should HR professionals play in staffing decisions? Why?
Under what circumstances should a compensatory model be used? When should a multiple hurdles model be used?
What are the positive consequences associated with a high predictor cut score? What are the negative consequences?
Your boss is considering using a new predictor. The base rate is high, the selection ratio is low, and the validity coefficient is high for the current predictor. What would you advise your boss and why?
Citrus Glen has considered expanding its operations into the Caribbean and Latin America. One of Mandy’s concerns is how to staff such positions. If Citrus Glen does expand its operations to different cultures, how should Mandy go about staffing such positions? Be specific.
Drawing from concepts presented in Chapter 7 (“Measurement”), how could Mandy more formally evaluate SSI’s assessment process, as well as the alternative presented to her by Vin?
Vincent and Peter are sales associates and are up for promotion to sales manager. In the past five years, on a 1 = poor to 5 = excellent scale, Vincent’s average performance rating was 4.7 and Peter’s was 4.2. In an assessment center that was meant to simulate the job of sales manager, on a 1 =
What are the differences among peer ratings, peer nominations, and peer rankings?
Do you think it’s unethical for employers to select applicants on the basis of measures such as “Dislike loud music” and “Enjoy wild flights of fancy”even if the scales that such items measure have been shown to predict job performance? Explain.
How should organizations apply the general principles of the UGESP to practical selection decisions?
Describe the structured interview. What are the characteristics of structured interviews that improve on the shortcomings of unstructured interviews?
How would you advise an organization considering adopting a cognitive ability test for selection?
Describe the similarities and differences between personality tests and integrity tests. When is each warranted in the selection process?
A selection plan describes the predictor(s) that will be used to assess the KSAOs required to perform the job. What are the three steps to follow in establishing a selection plan?
Using the same example as in question four, how would you go about investigating the content validity of the test?
Assume you gave a general ability test, measuring both verbal and computational skills, to a group of applicants for a specific job. Also assume that because of severe hiring pressures, you hired all of the applicants, regardless of their test scores. How would you investigate the criterion-related
Give examples of when you would want the following for a written job knowledge test: (a) a low coefficient alpha (e.g.,  = .35) and (b) a low test–retest reliability.
Describe how you might go about determining scores for applicants’ responses to (a) interview questions, (b) letters of recommendation, and (c) questions about previous work experience.
Imagine and describe a staffing system for a job in which no measures are used.
What limitations in the above study should be kept in mind when interpreting the results and deciding whether to use the clerical test and work sample?
How do you interpret the validity results for the clerical test and work sample? Are they favorable enough for Phonemin to consider using them “for keeps” in selecting new job applicants?
How do you interpret the reliability results for the clerical test and work sample? Are they favorable enough for Phonemin to consider using them “for keeps” in selecting new job applicants?
One employee has raised questions regarding whether the performance ratings themselves are biased. This employee has not made a formal legal complaint against Yellow Blaze yet, but the organization wants to evaluate whether there is reason for concern. Based on the calculations you made regarding
Would you recommend that Yellow Blaze use the PS score in making future promotion decisions? Why or why not? If you do think the company should use the PS score system, can you think of anything they could do to make these measures even better than they are already? If you do not think the PS score
What limitations do you see in the current study design? Do you think that the conclusions you would reach based on this sample of individuals who were promoted to store manager would generalize to the population of all salespeople who are being evaluated for promotion potential? Do you think that
With a cut score of 7 on the PS, would its use lead to adverse impact against women? Against minorities? If there is adverse impact, does the validity evidence justify use of the PS anyway?
Is the PS score a valid predictor of performance as a store manager? Do you see any potential reasons why either the customer service orientation or knowledge of store operations measures might be problematic? In answering, consider issues related to reliability and validity.
Should Lone Star have a succession plan in place for other individuals at the bank? If so, why and for whom?
Does Lone Star need a succession plan for the CEO position? If so, how would you advise the board in setting up such a plan?
Should the job posting system simply be eliminated? If so, what should replace it?
Should seniority be eliminated as an eligibility standard for bidding on jobs—meaning the two-year-plus employees would no longer have priority?
Do organizations have an ethical obligation to have a succession plan in place? If no, why not? If so, what is the ethical obligation, and to whom is it owed?
MDN, Inc., is considering two employees for the job of senior manager. An internal candidate, Julie, has been with MDN for 12 years and has received very good performance evaluations. The other candidate, Raoul, works for a competitor and has valuable experience in the product market into which MDN
Exhibit 6.9 contains many suggestions for improving the advancement of women and minorities. Choose the three suggestions you think are most important and explain why
A sound promotion policy is important. List the characteristics necessary for an effective promotion policy.
Traditional career paths emphasize strict upward mobility within an organization. How does mobility differ in organizations with innovative career paths?List three innovative career paths discussed in this chapter and describe how mobility occurs in each.
What other changes might have to be made to ensure that the training has a strong impact on the managers and that during the recruitment process they are motivated to use what they learned in training?
Most organizations have job boards on their web page where applicants can apply for jobs online. What ethical obligations, if any, do organizations have to individuals who apply for jobs online?
Many organizations have adopted a targeted recruitment strategy. For example, some organizations target workers 50 years of age and older in their recruitment efforts, which includes advertising specifically in media outlets frequented by older individuals. Other organizations target recruitment
What strategies are organizations using to ensure that they attract women and underrepresented racioethnic groups?
What are the advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear?
In designing the communication message to be used in external recruiting, what kinds of information should be included?
List 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment.
List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.
Assume you are assisting in the conduct of job analysis as an HR department representative. You have encountered several managers who want to delete certain tasks and KSAOs from the formal job description that have to do with employee safety, even though they clearly are job requirements. How
It has been suggested that ethical conduct be formally incorporated as a general competency requirement for any job within the organization. Discuss the pros and cons of this suggestion.
Referring back to Exhibit 4.18, why do you think HR professionals were not able to accurately predict the importance of many rewards to employees?What are the implications for creating the EVP?
What are the advantages and disadvantages of identifying and using general competencies to guide staffing activities?
What are the advantages and disadvantages of using multiple methods of job analysis for a particular job? Multiple sources?
How should task statements be written, and what sorts of problems might you encounter in asking a job incumbent to write these statements?
What is the purpose of each type of job analysis, and how can the three types described in this chapter be combined to produce an overall understanding of work in an organization?
Identify examples of ethical dilemmas an organization might confront when developing an AAP.
Does an organization have an ethical responsibility to share with all of its employees the results of its forecasting of HR requirements and availabilities? Does it have an ethical responsibility not to do this?
What problems might an organization encounter in creating an AAP that it might not encounter in regular staffing planning?
What is meant by reconciliation, and how can it be useful as an input to staffing planning?
What are the advantages and disadvantages of doing succession planning for all levels of management instead of just top management?
Why are decisions about job categories and levels so critical to the conduct and results of HRP?
What types of experiences, especially staffing-related ones, will an organization be likely to have if it does not engage in HR and staffing planning?
What types of staffing activities (recruitment, selection, and employment)might be causing the statistical differences? For example, in Exhibit 2.5 the selection rate is 50% for men and 11% for women. How would the organization collect the data necessary to compute these selection rates, how would
What standards or guidelines would you recommend for deciding whether statistical differences between men and women, or nonminorities and minorities, reflect discrimination occurring throughout an organization’s staffing system?
How can an organization collect and report these statistics in the form shown in Exhibit 2.5?
Assume the organization you work for strictly adheres to the law in its relationships with employees and job applicants. The organization calls it “staffing by the book.” But beyond that it seems anything goes in terms of tolerated staffing practices. What is your assessment of this approach?
Assume that you’re the staffing manager in an organization that informally, but strongly, discourages you and other managers from hiring people with disabilities. The organization’s rationale is that people with disabilities are unlikely to be high performers or long-term employees and are
What are the differences between staffing in the private sector and staffing in the public sector? Why would private employers probably resist adopting many of the characteristics of public staffing systems?
What factors would lead an organization to enter into a consent agreement rather than continue pursuing a suit in court?
Why is each of the four situational factors necessary for establishing a claim of disparate treatment?
Will employee retention likely be a problem, and if so, how will this affect the viability of the new plant?
Would it make sense to initially staff the plant with a flexible workforce by using temporary employees and then shift over to a core workforce if it looks like the plant will be successful?
What changes would you like to see made in the process, and why?
What were the weak points or negative features of the process?
What were the strong points or positive features of the process?
What was the job offer process like? Did you receive a verbal or written offer(or both)? Who made the offer? What was the content of the offer?
Why did the organization continue to pursue you as an applicant, rather than reject you from further consideration?
How did the organization evaluate this information? What did it see as your strong and weak points, KSAO-wise?Employment:
What techniques (application blank, interview, etc.) did the organization use to gather KSAO information about you?
How did the organization make the job attractive to you?
How did the organization identify you as a job applicant?
Why did you decide to accept the job offer? What were the pluses and minuses of the job?Recruitment:
Why did you decide to continue on in the staffing process, rather than drop out of it?
How did you judge your own KSAOs and needs relative to these requirements and rewards?Employment:
How did you gather information about the job’s requirements and rewards?
How did you try to make yourself attractive to the organization?Selection:
Why did you identify and seek out the job with this organization?
One of the strategic staffing choices is whether to pursue workforce diversity actively or passively. First suggest some ethical reasons for active pursuit of diversity, and then suggest some ethical reasons for a more passive approach.Assume that the type of diversity in question is increasing
Are some of the 13 strategic staffing decisions more important than others?If so, which ones? Why?
What are examples of how staffing activities are influenced by training activities? Compensation activities?
Why is it important for the organization to view all components of staffing (recruitment, selection, and employment) from the perspective of the job applicant?
What are potential problems with having a staffing process in which vacancies are filled (1) on a lottery basis from among job applicants, or (2) on a first come–first hired basis among job applicants?
Compute an example of the effects of rate-of-return regulation (similar to Table 20.3) where the production function is Leontief:and labor and capital cost are the same. (This production function implies that efficient production involves equal amounts of labor and capital. It takes 1 unit of each
Under rate-of-return regulation, a firm that earns too high a rate of return must give some of it back to ratepayers, but a firm that fails to earn the target rate of return bears the shortfall itself. Explain how this asymmetry affects a firm’s incentive to innovate.Is rate-of-return regulation
Several years ago, MCI started competing with Bell Telephone by offering lower rates on longdistance calls. Many people thought that Bell’s long-distance service was a natural monopoly.Nonetheless, MCI may have been able to cover its costs. Is that possible? Should MCI’s entry have been
Suggest an alternative agricultural policy that eliminates the inefficiencies in price-support or quota programs and yet transfers an equivalent amount of income to farmers. Why is your program better?
Which of the following two agricultural policies will cost the government (taxpayers) more? (a) A program with price supported at the competitive price) and with a quota equal to the competitive output level, . (b) A target price program in which farmers sell units at the competitive price, , and
A government providing an agricultural price support may impose an acreage quota on farmers.What effect would an acreage quota have on the supply curve and on the government’s expenses?

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Modern Industrial Organization 4th Edition Dennis W. Carlton, Jeffrey M. Perloff - Solutions

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