Bus232 Unit 11 - Hr Management

Front 1

HR Management Process

4 Phases

7 Steps

Back 1

Determining HR Needs

Attracting Qualified Employees

Developing Qualified Employees

Keeping Qualified Employees


Human Resource Planning
Recruiting
Selection
Training
Performance Appraisal
Compensation
Employee Separation

Front 2

3 Types of Forecasting methods

Back 2

direct managerial input

best guess

statistical/historical ratios

Front 3

5 types of selection tests

Back 3

cognitive ability tests

biodata test

personality tests

work sample tests

assessment centres

Front 4

4 kinds of interview questions

Back 4

situational questions

behavioural questions

background questions

job-knowledge questions

Front 5

3 objectives for training

Back 5

impart information

develop analytical and problem-solving skills

practice, learn, or change job behaviours

Front 6

4 ways of evaluating training

Back 6

reactions

learning

behaviour

results

Front 7

5 things to discuss in performance review

Back 7

overall progress

problems encountered

opportunities to improve

long-range plans

short term plans (year)

Front 8

human resource management

Back 8

the process of finding developing and keeping the right people to form a qualified workforce

Front 9

human resource planning

Back 9

using an organization's goals and strategy to forecast the organization's human resource needs in attracting, developing and keeping a qualified workforce

Front 10

workforce forecasting

Back 10

the process of predicting the number and kind of workers with specific skills and abilities that an organization will need in the future

Front 11

human resource information systems

Back 11

computerized systems for gathering analyzing storing and disseminating information related to the HRM process

Front 12

reliability

Back 12

the degree to which a measure if free from random error and is consistent

Front 13

validity

Back 13

the degree to which a measure is shown to accurately predict what it is expected to measure

Front 14

sexual harassment

Back 14

form of discrimination in which unwelcome sexual advances requests for sexual favours or other verbal or physical conduct of a sexual nature occur while performing one's job

Front 15

quid pro quo sexual harassment

Back 15

form of sexual harassment in which employment outcomes such as hiring, promotion or keeping one's job depend on whether an individual submits to sexual harassment

Front 16

hostile work environment

Back 16

form of sexual harassment in which unwelcome and demeaning sexually related behaviour creates an intimidating and offensive work environment

Front 17

recruiting

Back 17

the process of developin a pool of qualified job applicants

Front 18

job analysis

Back 18

a purposeful systematic process of collecting information on the important work-related aspects of a job

Front 19

job description

Back 19

a written description of the basic tasks, duties and responsibilities required of an employeee holding a particular job

Front 20

job specifications

Back 20

a written summary of the qualifications needed to sucdessfully perform and particular job

Front 21

internal/external recruiting

Back 21

the process of developing a pool of qualified job applicants from people who already work in the company/reside outside of the company

Front 22

selection

Back 22

the process of gathering information about job applicants to decide who should be offered the job

Front 23

validation

Back 23

the process of determining how well a selection test or procedure predicts future job perforance

Front 24

employment references

Back 24

sources such as previous employers or co-workers who can provide job-related information about candidates.

Front 25

background checks

Back 25

procedures used to verify the truthfulness and accuracy of information that applicants provide about themselves and to uncover negative job-related background information not provided by applicants

Front 26

aptitude tests

Back 26

test that measures the extend to which the applicant posesses the particular kind of ability neeeded

Front 27

cognitive ability tests

Back 27

tests that measure the extend to which applicants have abilities in perceptual speed, verbal comprehension, numerical aptitude general reasoning and spatial aptitude

Front 28

biographical data (biodata)

Back 28

extensive surveys that ask applicants about the personal backgrounds and life experiences

Front 29

personality tests

Back 29

test that measure the extend to which applicants possess dfferent kinds of job-related personality dimensions

Front 30

work sample test

Back 30

test that require applicants to perform tasks that are actually done on the job

Front 31

assessment centres

Back 31

a series of managerial simulations graded by trained observers that are used to determine the applicants capability for managerial work

Front 32

interviews

Back 32

selection tool in which company representatives ask job applicants job related questions to determine whether they are qualified for the job

Front 33

structure interviews

Back 33

interviews in which all applicants are asked the same set of standardized questions usually including situational behavioural background and job knowledge questions

Front 34

training

Back 34

developing the skills experience and knowledge employees need to perform their jobs or improve their performance

Front 35

needs assessment

Back 35

the process of indentifying and prioritizing the learning needs of employees

Front 36

performance appraisal

Back 36

the process of assessing how well employees are doing their jobs

Front 37

objective performance measures

Back 37

measure of job performance that are easily and directly counted or quantified

Front 38

subjective performance measures

Back 38

measures of job performance that required someone to judge or assess a worker's performance

Front 39

trait rating scales

Back 39

a rating scale tat indicates the extend to which a worker p
ossesses particular traits or characteristics

Front 40

bahavioural observation scales

Back 40

rating scales that indicate the frequency with which workers perform specific behaviours that are representative of the job dimensions critical to the job

Front 41

rater training

Back 41

training performance appraisal raters in how to avoid rating errors and incrase rating accuracy

Front 42

360-degree feedback

Back 42

a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and co-workers.

Front 43

job evaluation

Back 43

the process that determines the worth of each job (market value)

Front 44

piecework

Back 44

compensation system which employees are paid a set rate for each item they produce

Front 45

commission

Back 45

paid percentage of sales

Front 46

profit sharing

Back 46

percentage of profit is paid to employees

Front 47

employee stock ownership plans (ESOPs)

Back 47

awards employees shares of the company stock in addition

Front 48

stock options

Back 48

gives employees the right to purchase shares at a set price.

Front 49

employement benefits

Back 49

any other compensation other that wages and salaries

Front 50

cafeteria (flexible) benefit plans

Back 50

employees choose wh ich benefits they receive

Front 51

wrongful dismissal

Back 51

legal doctrine requiring employers to have a job-related reason to terminate

Front 52

outplacement services

Back 52

employment-counselling serviced offered to comployees when downsizing

Front 53

early retirement incentive programs (ERIPS)

Back 53

programs that offer financial benefits to employees to encourage them to retire early

Front 54

employee turnover

Back 54

loss of employees who voluntarily choose to leave the company

Front 55

functional turnover

Back 55

loss of poor-performing employees who choose to leave the company

Front 56

dysfunction turnover

Back 56

loss of high-performing employees