Hr Final

Front 1

required and regular training

Back 1

-safety compliance
-driving provisions
-wage and hour rules
-employee orientation
-benefits enrollment
-sexual harassment prevention

Front 2

job and technical training

Back 2

-customer service
-equipment operations
-record-keeping needs
-telecommunications
-IT systems
-product details

Front 3

interpersonal and problem solving training

Back 3

-communications
-writing skills
-team relationships
-coaching skills
-problem analyses
-conflict resolution

Front 4

developmental and career training

Back 4

-business trends
-strategic thinking
-leadership
-change management
-career planning
-performance management

Front 5

knowledge management

Back 5

the way an organization identifies and leverages knowledge in order to be competitive

Front 6

performance consulting

Back 6

process in which a trainer and the organizational client work together to determine what needs to be done and improve organizational and individual results.

Front 7

systematic training process

Back 7

training needs assessment--->training design--->training delivery--->evaluation--->start again

Front 8

sources of information used in training needs assessment

Back 8

-organization-wide sources: grievances, accidents, observations, complaints, exit interviews
-job/task sources: employee KSAs, job specifications
-individual employee sources: tests, records, assessment centers, surveys, performance appraisals

Front 9

considerations when designing training

Back 9

1. determining learner readiness
2. understanding different learning styles
3. designing training for transfer

Front 10

self-efficacy

Back 10

person's belief that he or she can learn the training program content

Front 11

learning styles

Back 11

-auditory
-tactile
-visual

Front 12

active practice

Back 12

performance of job-related tasks and duties by trainees during training

Front 13

spaced practice

Back 13

practice performed in several sessions spaced over a period of hours or days

Front 14

massed practice

Back 14

practice performed all at once

Front 15

sources of internal training

Back 15

-informal training
-on-the-job training
-cross training

Front 16

sources of external training

Back 16

-outsourcing of training
-government-supported job training
-educational assistance programs

Front 17

combination training approaches

Back 17

-cooperative training
-instructor-led classroom and conference training

Front 18

sources of e-learning

Back 18

-distance training/learning
-simulations and training
-blended learning

Front 19

levels of training evaluation

Back 19

-reaction (interviews, surveys)
-learning (measuring how well trainees have learned concepts)
-behavior (observing job performance)
-results (measuring the effect of training on the achievement of organizational objectives)

Front 20

stages of cost-benefit analysis

Back 20

1. determine training costs
2. identify potential savings results
3. compute potential savings
4. conduct costs and savings benefits comparisons

Front 21

scope of talent management

Back 21

-identify the types of jobs that will be the focus of talent management
-how it is used with individuals in organizations

Front 22

dual-career ladder

Back 22

system that allows a person to advance up either a management or a technical/professional ladder

Front 23

repatriation

Back 23

planning, training, and reassignment of global employees to their home countries

Front 24

development v. training

Back 24

focus:
training- learn specific behaviors and actions, demonstrate techniques and processes
development- understand information concepts and context, develop judgment, expand capacities for assignments
time frame:
training- shorter term
development- longer term
effectiveness measurement:
training- performance appraisals, cost-benefit analysis, passing tests, certification
development- availability of qualified people when needed, possibility of promotion from within, HR-based competitive advantage

Front 25

development needs analyses

Back 25

-assessment centers
-psychological testing
-performance appraisals

Front 26

job-site development approaches

Back 26

-coaching
-committee assignments
-job rotation
-"assistant-to" positions

Front 27

off-site development approaches

Back 27

-classroom courses and seminars
-outdoor development experiences
-sabbaticals and leaves of absence

Front 28

learning organization development efforts

Back 28

-corporate universities and career development centers
-e-development

Front 29

management mentoring

Back 29

relationship in which experienced managers aid individuals in the earlier stages of their careers

Front 30

succession planning

Back 30

process of identifying a long-term plan for the orderly replacement of key employees

Front 31

performance management

Back 31

series of activities designed to ensure that the organization gets the performance it needs from its employees

Front 32

performance appraisal

Back 32

process of determining how well employees do their job relative to a standard and communicating that information to the employee

Front 33

job duties

Back 33

important elements in a given job

Front 34

performance-driven organizational culture

Back 34

culture that is focused on results

Front 35

types of performance information

Back 35

-trait-based information
-behavior-based information
-results-based information

Front 36

administrative uses of appraisals

Back 36

-compensation
-promotion
-disciplinary action
-dismissal
-downsizing

Front 37

developmental used of appraisals

Back 37

-identifying strengths
-identifying areas for change
-training/development
-coaching
-career planning

Front 38

graphic rating scale

Back 38

scale that allows the rater to mark an employee's performance on a continuum

Front 39

ranking

Back 39

performance appraisal method in which all employees are listed from highest to lowest in performance

Front 40

forced distribution

Back 40

performance appraisal method in which ratings of employees' performance are distributed along a bell-shaped curve

Front 41

management by objectives (MBO_

Back 41

performance appraisal method that specifies the performance goals that an individual and manager mutually identify

Front 42

rater errors

Back 42

-recency effect: greater weight to recent events
-primacy effect: greater weight to information received first
-central tendency error: all scores within a narrow range in the middle of the scale
-leniency error: all scores at the high end of the scale
-strictness error: all scores at the low end of the scale
-rater bias: prejudices distort
-halo effect: high all on job criteria because of performance in one area
-contrast error: rating relative to others rather than against standards

Front 43

types of compensation

Back 43

-base pay: basic compensation (wage or salary)
-wages: based on amt. of time worked
-salary: based on period worked
-variable pay: linked to individual, team, or organizational performance
-benefit: indirect reward

Front 44

entitlement philosophy

Back 44

assumes that individuals who have worked another year are entitled to pay increases, with little regard for performance differences

Front 45

pay-for-performance philosophy

Back 45

requires that compensation changes reflect performance differences

Front 46

procedural justice

Back 46

perceived fairness of the process and procedures used to make decisions about employees

Front 47

distributive justice

Back 47

perceived fairness in the distribution of outcomes

Front 48

market competitiveness and compensation

Back 48

third quartile: above-market strategy
second quartile: middle-market strategy
first quartile: below-market strategy

Front 49

competency-based pay

Back 49

rewards individuals for the capabilities they demonstrate and acquire

Front 50

fair labor standards act (FLSA)

Back 50

-employers must keep accurate time records and maintain those records for three years
-sets a minimum wage
-set the minimum age for employment with unlimited hours at 16
-employees are classified as exempt or non-exempt

Front 51

exempt employees

Back 51

employees to whom employers are not required to pay overtime

Front 52

non-exempt employees

Back 52

employees who must be paid overtime

Front 53

garnishment

Back 53

a court order that directs an employer to set aside a portion of an employee's wages to pay a debt owed a creditor.

Front 54

job evaluation

Back 54

formal, systematic means to identify the relative worth of jobs within an organization

Front 55

market pricing

Back 55

use of market pay data to identify the relative value of jobs based on what other employers pay for similar jobs.

Front 56

pay survey

Back 56

collection of data on compensation rates for workers performing similar jobs in other organizations

Front 57

job family

Back 57

group of jobs having common organizational characteristics

Front 58

pay grades

Back 58

groupings of individual jobs having approximately the same job worth

Front 59

market line

Back 59

graph line that shows the relationship between job value as determined by job evaluation points and job value as determined by pay survey rates.

Front 60

market banding

Back 60

grouping jobs into pay grades based on similar market survey amounts

Front 61

broadbanding

Back 61

practice of using fewer pay grades with much broader ranges than in traditional compensation systems.

Front 62

red-circled employee

Back 62

incumbent who is paid above the range set for the job

Front 63

green-circled employee

Back 63

incumbent who is paid below the range for the job

Front 64

pay compression

Back 64

occurs when they pay differences among individuals with different levels of experience and performance become small.

Front 65

straight piece-rate system

Back 65

pay system in which wages are determined by multiplying the number of units produced by the piece rate for one unit

Front 66

gainsharing

Back 66

system of sharing with employees greater-than expected gains in profits and/or productivity

Front 67

profit sharing

Back 67

system to distribute a portion of the profits of an organization to employees

Front 68

stock option plan

Back 68

plan that gives employees the right to purchase a fixed number of shares of company stock at a specified exercise price for a limited period of time

Front 69

draw

Back 69

amount advanced from and repaid to future commissions earned by the employee

Front 70

flexible benefits plan

Back 70

program that allows employees to select the benefits they prefer from groups of benefits established by the employer.

Front 71

adverse selection

Back 71

situation in which only higher-risk employees select and use certain benefits

Front 72

government mandated benefits

Back 72

-workers comp
-unemployment comp
-social security
-fmla provisions
-military time off
-election and jury duty time off

Front 73

co-payment

Back 73

strategy requiring employees to pay a portion of the cost of insurance premiums, medical care, and prescription drugs

Front 74

managed care

Back 74

approaches that monitor and reduce medical costs through restrictions and market system alternatives. (PPO and HMO)

Front 75

consumer driven health plan

Back 75

health plan that provides employer financial contributions to employees to help cover their own health-related expenses.

Front 76

defined-benefit plan

Back 76

retirement program in which an employee is promised a pension amount based on age and service

Front 77

defined-contribution plan

Back 77

retirement program in which the employer makes an annual payment to an employee's pension account

Front 78

cash balance plan

Back 78

retirement program in which benefits are based on an accumulation of annual company contributions plus interest credited each year.

Front 79

contributory plan

Back 79

pension plan in which the money for pension benefits is paid in by both employees and employers

Front 80

non-contributory plan

Back 80

pension plan in which all the funds for pension benefits are provided by the employer

Front 81

vesting

Back 81

right of employees to receive certain benefits from their pension plans

Front 82

portability

Back 82

a pension plan feature that allows employees to move their pension benefits from one employer to another

Front 83

401(k) plan

Back 83

agreement in which a percentage of an employee's pay is withheld and invested in a tax-deferred account.

Front 84

Occupational Safety and Health Act of 1970 (OSHA)

Back 84

General duty: employer has a general duty to provide safe and healthy working conditions, even in areas where OSHA standards have not been set.
Notification and posters: inform employees of safety and health standards established by OSHA

Front 85

ergonomics

Back 85

study and design of the work environment to address physiological and physical demands placed on individuals.

Front 86

Imminent danger

Back 86

reasonable certainty that the condition will cause death or serious physical harm. handled on the highest priority basis. (lack of guard rail by heavy machinery)

Front 87

Serious (OSHA violation)

Back 87

a condition could probably cause death or serious physical harm. (ex. lack of blade guard)

Front 88

other than serious (OSHA violation)

Back 88

could impact employee safety but not cause death. (ex. loose ropes in a work area)

Front 89

de minimis (OSHA violation)

Back 89

not directly impact employee safety, no citation. (ex. no door on toilet stall)

Front 90

willful and repeated (OSHA violation)

Back 90

have been previously cited for violations, can be high penalty.

Front 91

employee assistance program (EAP)

Back 91

program that provides counseling and other help to employees having emotional, physical, or other personal problems.

Front 92

disaster planning

Back 92

-organizational assessment
-human impact planning
-disaster training

Front 93

statutory rights

Back 93

rights based on laws or statutes passed by goverment

Front 94

contractual rights

Back 94

rights based on a specific contract between an employer and an employee.

Front 95

non-compete agreements

Back 95

agreements that prohibit individuals who leave an organization from competing with an employer in the same line of business for a specified period of time.

Front 96

employment-at-will

Back 96

common-law doctrine stating that employers have the right to hire, fire, demote, or promote whomever they choose, unless there is a law or a contract to the contrary

Front 97

wrongful discharge

Back 97

termination of an employee for reasons that are illegal or improper

Front 98

constructive discharge

Back 98

process of deliberately making conditions intolerable to get an employee to quit.

Front 99

just cause

Back 99

reasonable justification for taking employment-related action

Front 100

due process

Back 100

requirement that the employer use a fair process to determine employee wrongdoing and that the employee have an opportunity to explain and defend his or her actions

Front 101

distributive justice

Back 101

perceived fairness in the distribution of outcomes

Front 102

procedural justice

Back 102

perceived fairness of the processes used to make decisions about employees

Front 103

co-determination

Back 103

practice whereby union or worker representatives are given positions on a company's board of directors

Front 104

craft union

Back 104

union whose members do one type of work, often using specialized skills and training

Front 105

industrial union

Back 105

union that includes many persons working in the same industry or company, regardless of jobs held

Front 106

federation

Back 106

group of autonomous unions

Front 107

business agent

Back 107

full-time union offical who operates the union office and assists union members

Front 108

union steward

Back 108

employee elected to serve as the first-line representative of unionized workers.

Front 109

Railway Labor Act (RLA) of 1926

Back 109

gave railroad employees the right to organize and bargain collectively through representatives of their own choosing

Front 110

Norris-LaGuardia Act

Back 110

guaranteed works some right to organize and restricted the issuance of court injunctions in labor disputes

Front 111

Wagner Act (National Labor Relations Act)

Back 111

(pro-union)
established the right of workers to organize unhampered by management interference through unfair labor practices

Front 112

Taft-Harley Act

Back 112

(pro-management)
forbade unions from engaging in a series of unfair labor practices, much like those management was prohibited from engaging in.

Front 113

Landrum-Griffin Act

Back 113

ensures that the federal government protects the democratic rights of those members. unions are required to establish by-laws, make financial reports, and provide a bill of rights.

Front 114

Porter

Back 114

five forces that determine the competitive intensity and therefore attractiveness of a market. Attractiveness in this context refers to the overall industry profitability. An "unattractive" industry is one in which the combination of these five forces acts to drive down overall profitability.
1. The threat of the entry of new competitors
2. The intensity of competitive rivalry
3. The bargaining power of customers (buyers)
4. The bargaining power of suppliers
5. The threat of substitute products or services

Front 115

Barney

Back 115

The resource-based view (RBV) is a business management tool used to determine the strategic resources available to a company. The fundamental principle of the RBV is that the basis for a competitive advantage of a firm lies primarily in the application of the bundle of valuable resources at the firm's disposal

Front 116

Homans

Back 116

Social exchange theory is a social psychological and sociological perspective that explains social change and stability as a process of negotiated exchanges between parties. Social exchange theory posits that all human relationships are formed by the use of a subjective cost-benefit analysis and the comparison of alternatives

Front 117

Schneider

Back 117

A theory holding that: (1) individuals are attracted to organizations whose members are similar to themselves in terms of personality, values, interests, and other attributes; (2) organizations are more likely to select those who possess knowledge, skills, and abilities similar to the ones their existing members possess; and (3) over time, those who do not fit in well are more likely to leave. Owing to these three factors, the personal characteristics of those who work for an organization are likely to become more similar over time, leading to the consolidation of organizational culture.

Front 118

Katz and Kahn

Back 118

Analyzes the essential problems of human organizations--the motivation to work, the resolution of conflict, the exercise of leadership, and the creation of organizational change. Examines the relations between organizations and their environments, the effect of organizational demands and opportunities on individual health, and the experimental development of organizational alternatives to conventional bureaucratic structure.