Chapter11

Front 1

affirmative action

Back 1

employment activities designed to "right past wrongs" by increasing opportunities for minorities and women

Front 2

apprentice programs

Back 2

training programs involving a period during which a learner works alongside an experienced employee to master the skills and procedures of a craft

Front 3

cafeteria style fringe benefits

Back 3

fringe benefits plan that allows employees to choose the benefits they want up to a certain dollar amount

Front 4

compressed workweek

Back 4

work schedule that allows an employee to work a full number of hours per week but in fewer days

Front 5

contingent workers

Back 5

workers who do not have the expectation of regular, full-time employment

Front 6

core time

Back 6

in a flextime plan, the period when all employees are expected to be at their job stations

Front 7

flextime plan

Back 7

work schedule that gives employees some freedom to choose when to work, as long as they work the required number of hours

Front 8

fringe benefits

Back 8

benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation to employees beyond base wages

Front 9

hr management (hrm)

Back 9

the process of determining hr needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals

Front 10

job analysis

Back 10

a study of what is done by employees who hold various job titles

Front 11

job description

Back 11

a summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationship of the job to other functions

Front 12

job sharing

Back 12

an arrangement whereby two part-time employees share one full-time job

Front 13

job simulation

Back 13

the use of equipment that duplicates job conditions and tasks so that trainees can learn skills before attempting them on the job

Front 14

job specifications

Back 14

a written summary of the minimum qualifications required of workers to do a particular job

Front 15

management development

Back 15

the process of training and educating employees to become good managers and then monitoring the progress of their managerial skills over time

Front 16

mentor

Back 16

an experienced employee who supervises, coaches, and guides lower-level employees by introducing them to the right people and generally being their organizational sponsor

Front 17

networking

Back 17

the process of establishing and maintaining contacts with key managers in one's own organization and other organizations and using those contacts to weave strong relationships that serve as informal development systems

Front 18

off-the-job training

Back 18

training that occurs away from the workplace and consists of internal or external programs to develop any of a variety of skills or to foster personal development

Front 19

online training

Back 19

training programs in which employees complete classes via the internet

Front 20

on-the-job training

Back 20

training at the workplace that lets the employee learn by doing or by watching others for a while and then imitating them

Front 21

orientation

Back 21

the activity that introduces new employees to the organization; to fellow employees; to their immediate supervisors; and to the policies, practices, and objectives of the firm

Front 22

performance appraisal

Back 22

an evaluation the measures employee performance against established standards in order to make decisions about promotions, compensation, training, or termination

Front 23

recruitment

Back 23

the set of activities used to obtain a sufficient number of the right people at the right time

Front 24

reverse discrimination

Back 24

discrimination against whites or males in hiring or promoting

Front 25

selection

Back 25

the process of gathering information and deciding who should be hired, under legal guidelines, for the best interests of the individual and the organization

Front 26

training and development

Back 26

all attempts to improve productivity by increasing an employee's ability to perform. training focuses on short-term skills, whereas development focuses on long-term abilities

Front 27

vestibule training

Back 27

training done in schools where employees are taught on equipment similar to the used on the job