2- Management Lesson 08 - Chapter 13

Front 1

Activities undertaken to attract, develop, and maintain an effective workforce within an organization.

Back 1

human resource management (HRM)

Front 2

The economic value of the knowledge, experience, skills, and capabilities of employees.

Back 2

human capital

Front 3

An integrated computer system designed to provide data and information used in HR planning and decision making.

Back 3

human resource information system

Front 4

The hiring or promoting of applicants based on criteria that are not job relevant.

Back 4

discrimination

Front 5

A policy requiring employers to take positive steps to guarantee equal employment opportunities for people within protected groups.

Back 5

affirmative action

Front 6

People who work for an organization, but not on a permanent or full-time basis, including temporary placements, contracted professionals, or leased employees.

Back 6

contingent workers

Front 7

Using computers and telecommunications equipment to perform work from home or another remote location.

Back 7

telecommuting

Front 8

An employee selection approach in which the organization and the applicant attempt to match each other's needs, interests, and values.

Back 8

matching model

Front 9

The forecasting of human resource needs and the projected matching of individuals with expected vacancies.

Back 9

human resource planning

Front 10

The activities or practices that define the desired characteristics of applicants for specific jobs.

Back 10

recruiting

Front 11

The systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job.

Back 11

job analysis

Front 12

A concise summary of the specific tasks and responsibilities of a particular job.

Back 12

job description

Front 13

An outline of the knowledge, skills, education, and physical abilities needed to adequately perform a job.

Back 13

job specification

Front 14

A recruiting approach that gives applicants all pertinent and realistic information about the job and the organization.

Back 14

realistic job preview

Front 15

Recruiting job applicants online.

Back 15

e-recruiting

Front 16

The process of determining the skills, abilities, and other attributes a person needs to perform a particular job.

Back 16

selection

Front 17

The relationship between an applicant's score on a selection device and his or her future job performance.

Back 17

validity

Front 18

A device for collecting information about an applicant's education, previous job experience, and other background characteristics.

Back 18

application form

Front 19

A written or computer-based test designed to measure a particular attribute such as intelligence or aptitude.

Back 19

employment test

Front 20

A technique for selecting individuals with high managerial potential based on their performance on a series of simulated managerial tasks.

Back 20

assessment center

Front 21

A type of training in which an experienced employee "adopts" a new employee to teach him or her how to perform job duties.

Back 21

on-the-job training (OJT)

Front 22

An in-house training and education facility that offers broad-based learning opportunities for employees.

Back 22

corporate university

Front 23

The process of observing and evaluating an employee's performance, recording the assessment, and providing feedback to the employee.

Back 23

performance appraisal

Front 24

A process that uses multiple raters, including self-rating, to appraise employee performance and guide development.

Back 24

360-degree feedback

Front 25

Placing an employee into a class or category based on one or a few traits or characteristics.

Back 25

stereotyping

Front 26

A type of rating error that occurs when an employee receives the same rating on all dimensions regardless of his or her performance on individual ones.

Back 26

halo effect

Front 27

A rating technique that relates an employee's performance to specific job-related incidents.

Back 27

behaviorally anchored rating scale (BARS)

Front 28

Monetary payments (wages, salaries) and nonmonetary goods/commodities (benefits, vacations) used to reward employees.

Back 28

compensation

Front 29

The process of determining the value of jobs within an organization through an examination of job content.

Back 29

job evaluation

Front 30

Surveys that show what other organizations pay incumbents in jobs that match a sample of "key" jobs selected by the organization.

Back 30

wage and salary surveys

Front 31

Incentive pay that ties at least part of compensation to employee effort and performance.

Back 31

pay-for-performance

Front 32

An interview conducted with departing employees to determine the reasons for their termination.

Back 32

exit interview

Front 33

Elements of Human Resource Management

Back 33

1) All managers are resource managers
2) Employees are viewed as assets
3) Matching process, integrating the organization’s goals with employees’ needs.

Front 34

Human Resource Management Goals

Back 34

1) Attract an Effective Workforce
2) Develop an Effective Workforce
3) Maintain an Effective Workforce -- Back to 1

Front 35

Three Way HR Is Changing

Back 35

1) Focus on building human capital
2) Development of global HR strategies

3) The using of information technology

Front 36

Employability, personal responsibility Partner in business improvement Learning

Back 36

Elements of New Social Contract / Employee

Front 37

Continuous learning,
lateral careermovement, incentive compensation
Creative development opportunities
Challenging assignments
Information and resources

Back 37

Elements of New Social Contract / Employer

Front 38

Job security 
A cog in the machine
Knowing

Back 38

Elements of Old Social Contract / Employee

Front 39

Traditional compensation package Standard training program Routine jobs Limited information

Back 39

Elements of Old Social Contract / Employer

Front 40

Attracting an Effective Workforce

Back 40

Step 1: HR Planning
Step 2: Choose Recruiting
Sources

Step 3: Select the
Candidate
Step 4: Welcome New
Employee

Front 41

The value of termination for maintaining an effective workforce

Back 41

1) poor performers can be dismissed

2) employers can use exit interviews in a positive manner

Front 42

Steps for developing Effective workforce

Back 42

1) Training and Development

2) Performance Appraisal

Front 43

Steps for Maintaining Effective Workforce

Back 43

1) Compensation
2) Benefits
3) Termination

Front 44

HRM Enviorment

Back 44

1) Legislations
2) Trends in society
3) International Events
4) Change in Technology