11.Using more than one assessment method is a good idea because using multiple predictors improves the prediction of job success.
12.Requiring candidates to perform at a satisfactory level on an assessment before being allowed to continue in the selection process is called a multiple hurdles approach.
13.With the compensatory approach high scores on some assessments can compensate for low scores on other assessments.
14.A cut score is an individual’s test score minus the average score of others who did better on the assessment.
15.Most organizations put a great deal of thought and effort into the job offer process.
16.The job offer should appeal to the finalist’s needs and values and reflect the job rewards that are most important to the individual.
17.Job offers vary depending on whether the position is full or part time, exempt or nonexempt from overtime pay, and the level of the position.
18.Job offers for lower level positions are often longer and more detailed than job offers made to fill executive jobs.
19.Job offers are seldom tied to the firm’s compensation strategy.
20.Union contracts dictate many of the terms and conditions of the employment relationship and can influence both what must and can be included in a job offer.
21.Fairness perceptions influence candidates’ willingness to accept job offers, recommendations of the company, decisions to patronize the company, and intentions to file discrimination or other lawsuits.
22.Procedural fairness is the perceived fairness of the policies and procedures used to determine the outcome.
23.The degree to which a job offer is negotiable depends on the job, the hiring manager, the organization, and the candidate’s perceived value to the organization.
24.Aligning managers’ interests with organizational goals helps to ensure that managers negotiate as the organization desires.
25.Once a job offer has been extended, it may be necessary to maintain the interest and enthusiasm of the other finalists until the hiring process is completed.