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56 Cards in this Set

  • Front
  • Back
HR Management Process

4 Phases

7 Steps
Determining HR Needs

Attracting Qualified Employees

Developing Qualified Employees

Keeping Qualified Employees

Human Resource Planning
Performance Appraisal
Employee Separation
3 Types of Forecasting methods
direct managerial input

best guess

statistical/historical ratios
5 types of selection tests
cognitive ability tests

biodata test

personality tests

work sample tests

assessment centres
4 kinds of interview questions
situational questions

behavioural questions

background questions

job-knowledge questions
3 objectives for training
impart information

develop analytical and problem-solving skills

practice, learn, or change job behaviours
4 ways of evaluating training



5 things to discuss in performance review
overall progress

problems encountered

opportunities to improve

long-range plans

short term plans (year)
human resource management
the process of finding developing and keeping the right people to form a qualified workforce
human resource planning
using an organization's goals and strategy to forecast the organization's human resource needs in attracting, developing and keeping a qualified workforce
workforce forecasting
the process of predicting the number and kind of workers with specific skills and abilities that an organization will need in the future
human resource information systems
computerized systems for gathering analyzing storing and disseminating information related to the HRM process
the degree to which a measure if free from random error and is consistent
the degree to which a measure is shown to accurately predict what it is expected to measure
sexual harassment
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
quid pro quo sexual harassment
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
hostile work environment
form of sexual harassment in which unwelcome and demeaning sexually related behaviour creates an intimidating and offensive work environment
the process of developin a pool of qualified job applicants
job analysis
a purposeful systematic process of collecting information on the important work-related aspects of a job
job description
a written description of the basic tasks, duties and responsibilities required of an employeee holding a particular job
job specifications
a written summary of the qualifications needed to sucdessfully perform and particular job
internal/external recruiting
the process of developing a pool of qualified job applicants from people who already work in the company/reside outside of the company
the process of gathering information about job applicants to decide who should be offered the job
the process of determining how well a selection test or procedure predicts future job perforance
employment references
sources such as previous employers or co-workers who can provide job-related information about candidates.
background checks
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
aptitude tests
test that measures the extend to which the applicant posesses the particular kind of ability neeeded
cognitive ability tests
tests that measure the extend to which applicants have abilities in perceptual speed, verbal comprehension, numerical aptitude general reasoning and spatial aptitude
biographical data (biodata)
extensive surveys that ask applicants about the personal backgrounds and life experiences
personality tests
test that measure the extend to which applicants possess dfferent kinds of job-related personality dimensions
work sample test
test that require applicants to perform tasks that are actually done on the job
assessment centres
a series of managerial simulations graded by trained observers that are used to determine the applicants capability for managerial work
selection tool in which company representatives ask job applicants job related questions to determine whether they are qualified for the job
structure interviews
interviews in which all applicants are asked the same set of standardized questions usually including situational behavioural background and job knowledge questions
developing the skills experience and knowledge employees need to perform their jobs or improve their performance
needs assessment
the process of indentifying and prioritizing the learning needs of employees
performance appraisal
the process of assessing how well employees are doing their jobs
objective performance measures
measure of job performance that are easily and directly counted or quantified
subjective performance measures
measures of job performance that required someone to judge or assess a worker's performance
trait rating scales
a rating scale tat indicates the extend to which a worker p
ossesses particular traits or characteristics
bahavioural observation scales
rating scales that indicate the frequency with which workers perform specific behaviours that are representative of the job dimensions critical to the job
rater training
training performance appraisal raters in how to avoid rating errors and incrase rating accuracy
360-degree feedback
a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and co-workers.
job evaluation
the process that determines the worth of each job (market value)
compensation system which employees are paid a set rate for each item they produce
paid percentage of sales
profit sharing
percentage of profit is paid to employees
employee stock ownership plans (ESOPs)
awards employees shares of the company stock in addition
stock options
gives employees the right to purchase shares at a set price.
employement benefits
any other compensation other that wages and salaries
cafeteria (flexible) benefit plans
employees choose wh ich benefits they receive
wrongful dismissal
legal doctrine requiring employers to have a job-related reason to terminate
outplacement services
employment-counselling serviced offered to comployees when downsizing
early retirement incentive programs (ERIPS)
programs that offer financial benefits to employees to encourage them to retire early
employee turnover
loss of employees who voluntarily choose to leave the company
functional turnover
loss of poor-performing employees who choose to leave the company
dysfunction turnover
loss of high-performing employees