Ch. 10 Fisher

Front 1

Source of Competitive Advantage

Back 1

people create shareholder value

Front 2

Strategic Tool

Back 2

achieve competitve success through people by (treating employees as partners)

Front 3

Improve Organizational Performance

Back 3

high performance practice led to high individual and high organizational performance.

Front 4

HRM Process
(knowledge and skills to do job)

Back 4

ensuring employees as identified and selected/ensuring retains competent and high performing employee

Front 5

Labor Unions

Back 5

represent workers and protect thier interest through collective bargaining

Front 6

Collective Barganing

Back 6

contract between firm and union to represent barganing unit of employees in barganing wage, hours, and working conditions.

Front 7

Government Laws & Regulations

Back 7

Limit managerial discretion in hiring, promoting, and discharging employees.

Front 8

Affirmative Action

Back 8

enhance the status of members of protected groups

Front 9

Fair Labor

Back 9

min. wages, min. age, normal work per week 40hrs

Front 10

BOFQ

Back 10

bonified occupational female qualifications

Front 11

Disparate Treatment

Back 11

employee treats members of protected categories differently, must show proof of discrimatory motive.

Front 12

Disparate Impact

Back 12

neutral practice has a disparate (diverse) impact on protected group (and is not job related)

Front 13

Quid pro quo

Back 13

when perpetrator request sexual activity from the victim in exchange for workplace benefits

Front 14

Hostile Enironment

Back 14

perpetrator creates an offensive or intimidating environment for the victim

Front 15

HR
helps avoid sudden talent shortage

Back 15

managers ensure that they have a right number and kinds of people in the right place, at right time, who are capable of performing their tasks

Front 16

HR Inventory

Back 16

review of the current make up current resource status

Front 17

HR Job Analysis

Back 17

assessment that defines a job and behaviors necessary to perfom the job./ require interviews, engaging direct observ. collecting the self reports of employee and managers.

Front 18

HR Job Discription

Back 18

written statement that describes a job

Front 19

HR Job Specification

Back 19

written statement of minimum qualifications that a person must posses to perform a given job successfully

Front 20

Recruitment

Back 20

locating, identifying, attracting capable applicants to an organization

Front 21

Decruitment

Back 21

reducing surplus of employee in the workforce

Front 22

Selection Process

Back 22

screening job applicants to ensure that the most appropriate candidates are hired

Front 23

Selection

Back 23

exercise in predicting with applicants, if hired will or wont be successful in performing well on the criteria use to evaluate performance.

Front 24

Selection Errors

Back 24

Reject errors for successful applicants

Front 25

Reliabilty

Back 25

degree of CONSISTENCY with which a selection devise MEASURES THE SAME THING. ex. consistant test scores over multiple testing instances.

Front 26

Validity (of prediction)

Back 26

proven relationship between selection device used and relevant criterion for successful performance.

Front 27

Selection Tools
(application forms)

Back 27

universally used, bigraphical datat and facts verified, predict job performance, & weighted item app. diff and expensive to creat

Front 28

Types of test
intelligence:how smart
aptitude: can u learn it?

Back 28

attitude: feel about it?
ability: do it now?
interest: want to do it?

Front 29

Simulation Test

Back 29

testing of applicants to perform actual job behaviors, required skills, demonstrate specific knowledge of job

Front 30

Work Sampling

Back 30

requiring applicants to perform tasks or set tasks that are central to good job performance

Front 31

Assessment Centers

Back 31

dedicated facilities in which job simulation test to evaluate their mangerial potential

Front 32

RJP
(realistic job preview)

Back 32

process of relating to an app both positive and negative aspects of the job

Front 33

Orientation

Back 33

education that introduces new employee to his or her job and organization(work unit/organ. orientation)

Front 34

Performance Management

Back 34

process of establishing performance standards and apprasing employee performance

Front 35

Benefits of fair, effective, and appropriate compensation systems

Back 35

help attract/retain high performance employees..impacts the strategic performance of the firm

Front 36

Defined Benefit Plan

Back 36

promise a specified montly benefit at retirement

Front 37

Defined Contribution Plan

Back 37

employee/employer contribute to individual retirement account. 401(k)

Front 38

Employment at Will

Back 38

both the employee and employer can terminate the employment at anytime for any reason or no reason at all

Front 39

Discriminant Claim?

Back 39

employee must show their discharge because of membership in a proteted class

Front 40

Contract Claim?

Back 40

employee must establish legal enforceable promise and termination in breach of that promise

Front 41

Tort Claim>?

Back 41

civil wrong for which the law provides a judical remedy/refust to violate criminal law/exercising legal right/complying with a legal duty

Front 42

Managing Downsizing

Back 42

planned elimination of jobs in an organization/have open and honest communications/assistance to employees being down sized/counseling to surviving employees.

Front 43

Managing Workforce Diversity

Back 43

widen recruitment/ensure selection w/ out discrimination/provide orientation and training