Companies that screen job applicants for values have higher performance than those that screen for intelligence.
Answer: False.
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MGMT 371
- Surveys that directly ask employees how important pay is to them are likely to overestimate pay's True importance in actual decisions.
- Most employees prefer variable pay systems (e.g., incentive schemes, gain sharing, stock options) to fixed pay systems.
- Talking about salary issues during performance appraisals tends to hurt morale and future performance.
- New companies have a better chance of surviving if all employees receive incentives based on organization-wide performance.
- There is a positive relationship between the proportion of managers receiving organizationally based pay incentives and company profitability.
- Merit pay systems cause so many problems that companies without them tend to have higher performance than companies with them.
- Most employees prefer to be paid on the basis of individual performance rather than on team or organizational performance.
- When pay must be reduced or frozen, there is little a company can do or say to reduce employee dissatisfaction and dysfunctional behaviors.
- On average, conscientiousness is a better predictor of job performance than is intelligence.
- One problem with using integrity tests is that they have high degrees of adverse impact on racial minorities.
- Although there are "integrity tests" that try to predict whether someone will steal, be absent, or otherwise take advantage of an employer, they don't work well in practice because so many people lie on them.
- There is very little difference among personality inventories in terms of how well they predict an applicant's likely job performance.
- Being very intelligent is actually a disadvantage for performing well on a low-skilled job.
- On average, applicants who answer job advertisements are likely to have higher turnover than those referred by other employees.
- Although people use many different terms to describe personalities, there are really only four basic dimensions of personality, as captured by the Myers-Briggs Type Indicator (MBTI).
- The most valid employment interviews are designed around each candidate's unique background.
- Training for simple skills will be more effective if it is presented in one concentrated session than if it is presented in several sessions over time.
- The most important determinant of how much training employees actually use on their jobs is how much they learned during training.
- Older adults learn more from training than younger adults.
- Lecture-based training is generally superior to other forms of training delivery.
- Most errors in performance appraisals can be eliminated by providing training that describes the kinds of errors managers tend to make and suggesting ways to avoid them.
- Most people over-evaluate how well they perform on the job.
- Despite the popularity of drug testing, there is no clear evidence that applicants who score positive on drug tests are any less reliable or productive employees.
- Teams with members from different functional areas are likely to reach better solutions to complex problems than teams from a single area.