Hr Management

Front 1

The rejection of a significantly higher percentage of a protected class for employment, placement, or promotion when compared with the successful, nonprotected class.

Back 1

Adverse Impact

Front 2

Policy that goes beyond equal employment opportunity by requiring organizations to comply with the law and correct past discriminatory practices by increasing the numbers of minorities and women in specific positions.

Back 2

Affirmative Action

Front 3

Suitable defense against a discrimination charge only where age, religion, sex, or national origin is an actual qualification for performing the job.

Back 3

Bona Fide Occupational Qualification (BFOQ)

Front 4

Work-related practice that is necessary to the safe and efficient operation of an organization.

Back 4

Business Necessity

Front 5

Discrimination complaint filed with the EEOC by employees or job applicants

Back 5

Charge Form

Front 6

Any person who (1) has a physical or mental impairment that substantially limits one or more of the persons mahor life activities, (2) has a record of such impairment, or (3) is regarded as having such an impairment

Back 6

Disabled Individual

Front 7

An employer’s intentional unequal treatment or evaluation by different standards of protected-class members.

Back 7

Disparate Treatment

Front 8

An employer information report that must be filed annually by employers of 100 or more employees to determine an employer's workforce composition

Back 8

EEO-1 Report

Front 9

The treatment of individuals in all aspects of employment — hiring, promotion, training, etc.— in a fair and nonbiased manner.

Back 9

Equal Employment Opportunity (EEO)

Front 10

State and local laws governing equal employment opportunity that are often more comprehensive than federal laws.

Back 10

Fair Employment Practices (FEPs)

Front 11

Rule of thumb followed by the EEOC in determining adverse impact for use in enforcement proceedings.

Back 11

Four-Fifths Rule or Adverse Rejection Rate

Front 12

Individuals of a minority race, women, older people, and those with disabilities who are covered by federal laws on equal employment opportunity

Back 12

Protected Classes

Front 13

Attempt by employers to adjust, without undue hardship, the working conditions or schedules of employees with disabilities or religious preferences

Back 13

Reasonable Accomodation

Front 14

The act of giving preference to members of protected classes to the extent that unprotected individuals believe they are suffering discrimination.

Back 14

Reverse Discrimination

Front 15

Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment

Back 15

Sexual Harassment

Front 16

Procedural document published in the Federal Register to assist employers in complying with federal regulations against discriminatory actions

Back 16

Uniform Guidelines on Employee Selection Procedures

Front 17

The process of comparing the composition by race and sex for jobs within an organization against composition of the employer’s relevant labor market.

Back 17

Workforce Utilization Analysis

Front 18

Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers

Back 18

Core Competencies

Front 19

The planned elimination of jobs (“head count”).

Back 19

Downsizing

Front 20

The process of dismissing employees who are then hired by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees.

Back 20

Employee Leasing

Front 21

The trend toward opening up foreign markets to international trade and investment.

Back 21

Globalization

Front 22

The knowledge, skills, and capabilities of individuals that have economic value to an organization.

Back 22

Human capital

Front 23

Computerized system that provides current and accurate data for purposes of control and decision making.

Back 23

Human Resources Information System (HRIS)

Front 24

Workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving.

Back 24

Knowledge Workers

Front 25

Being aware of characterstics common to employees, while also managing employees as individuals.

Back 25

Managing Diversity

Front 26

Contracting outside the organization to have work done that formerly was done by internal employees

Back 26

Outsourcing

Front 27

Change initiated to take advantage of targeted opportunities

Back 27

Proactive change

Front 28

Change that occurs after external forces have already affected performance

Back 28

Reactive change

Front 29

Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

Back 29

Reengineering

Front 30

A process used to translate customer needs into a set of optimal tasks that are performed in concert with one another.

Back 30

Six Sigma

Front 31

A set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement.

Back 31

Total Quality Management (TQM)

Front 32

Job analysis method by which job tasks are identified that are critical to job success

Back 32

Critical Incident Method

Front 33

Granting employees power to initiate change, thereby encouraging them to take charge of what they do

Back 33

Employee Empowerment

Front 34

Groups of employees who meet to resolve problems or offer suggestions for organizational improvement

Back 34

Employee Involvement Groups (EIs)

Front 35

An employee contributions technique whereby: Work functions are structured for groups rather than for individuals. Team members are given discretion in matters traditionally considered management prerogatives, such as process improvements, product or service development, and individual work assignments.

Back 35

Employee Teams

Front 36

An interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings

Back 36

Ergonomics

Front 37

Working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week

Back 37

Flextime

Front 38

Quantitative approach to job analysis that utilizes a compiled inventory of the various functions or work activities that can make up any job. Assumes that each job involves three broad worker functions: (1) data, (2) people, and (3) things.

Back 38

Functional Job Analysis (FJA)

Front 39

A field of study concerned with analyzing work methods and establishing time standards

Back 39

Industrial Engineering

Front 40

A group of related activities and duties

Back 40

Job

Front 41

The process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are.

Back 41

Job Analysis

Front 42

Job design that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.

Back 42

Job Characteristics Model (Hackman and Oldham)

Front 43

Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed

Back 43

Job Description

Front 44

An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction.

Back 44

Job Design

Front 45

Enhancing a job by adding more meaningful tasks and duties (vertical expansion) to make the work more rewarding or satisfying.

Back 45

Job Enrichment (Herzberg)

Front 46

Providing opportunities for achievement, recognition, growth, responsibility, and performance.

Back 46

Job Enrichment (2) (Herzberg)

Front 47

A group of individual jobs with similar characteristics

Back 47

Job Family

Front 48

Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform the job

Back 48

Job Specification

Front 49

A copyrighted questionnaire that is used to determine the degree to which different tasks are involved in performing a particular job.

Back 49

Position Analysis Questionnaire (PAQ)

Front 50

The different duties and responsibilities performed by only one employee

Back 50

Position

Front 51

The use of personal computers, networks, and other communications technology such as fax machines to do work in the home that is traditionally done in the workplace.

Back 51

Telecommuting

Front 52

A group with widely dispersed members linked together through computer and telecommunications technology.

Back 52

Virtual Team

Front 53

The process of comparing the organization’s processes and practices with those of other companies

Back 53

Benchmarking

Front 54

Audits of the culture and quality of work life in an organization.

Back 54

Cultural Audits

Front 55

The process of dismissing employees who are then hired by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees.

Back 55

Employee Leasing

Front 56

Process of anticipating and making provision for the movement (flow) of people into, within, and out of an organization.

Back 56

Human Resources Planning (HRP)

Front 57

Posting vacancy notices and maintaining lists of employees looking for upgraded positions.

Back 57

Job Posting and Bidding

Front 58

Area from which applicants are to be recruited.

Back 58

Labor Market

Front 59

The opinions (judgments) of supervisors, department managers, experts, or others knowledgeable about the organization’s future employment needs.

Back 59

Management Forecasts

Front 60

A method for tracking the pattern of employee movements through various jobs.

Back 60

Markov Analysis

Front 61

A preference for hiring relatives of current employees.

Back 61

Nepotism

Front 62

Capacity of the organization to act and change in pursuit of sustainable competitive advantage.

Back 62

Organizational Capability

Front 63

Informing applicants about all aspects of the job, including both its desirable and undesirable facets.

Back 63

Realistic Job Previews (RJP)

Front 64

Listings of current jobholders and persons who are potential replacements if an opening occurs.

Back 64

Replacement Charts

Front 65

Files of personnel education, experience, interests, skills, etc., that allow managers to quickly match job openings with employee backgrounds.

Back 65

Skill Inventories

Front 66

Graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements.

Back 66

Staffing Tables

Front 67

The process of identifying, developing, and tracking key individuals for executive positions.

Back 67

Succession Planning

Front 68

A quantitative approach to forecasting labor demand based on an organizational index such as sales.

Back 68

Trend analysis

Front 69

Percentage of applicants from a recruitment source that make it to the next stage of the selection process.

Back 69

Yield Ratio

Front 70

Measures of what a person knows or can do right now.

Back 70

Achievement tests

Front 71

Measures of a person’s capacity to learn or acquire skills.

Back 71

Aptitude tests

Front 72

An interview in which an applicant is asked questions about what he or she actually did in a given situation.

Back 72

Behavioral Description Interview (BDI)

Front 73

Permits a high score in one area to make up for a low score in another area.

Back 73

Compensatory Model

Front 74

The extent to which test scores (or other predictor information) match criterion data obtained at about the same time from current employees.

Back 74

Concurrent Validity

Front 75

The extent to which a selection tool measures a theoretical construct or trait.

Back 75

Construct validity

Front 76

The extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job.

Back 76

Content validity

Front 77

The extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior.

Back 77

Criterion-related Validity

Front 78

Verifying the results obtained from a validation study by administering a test or test battery to a different sample (drawn from the same population).

Back 78

Cross-validation

Front 79

Requires an applicant to achieve a minimum level of proficiency on all selection dimensions.

Back 79

Multiple Cutoff Model

Front 80

Only applicants with sufficiently high scores at each selection stage go on to subsequent stages in the selection process.

Back 80

Multiple Hurdle Model

Front 81

The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicant’s remarks.

Back 81

Nondirective Interview

Front 82

An interview in which a board of interviewers questions and observes a single candidate.

Back 82

Panel Interview

Front 83

The extent to which applicants’ test scores match criterion data obtained from those applicants/ employees after they have been on the job for some indefinite period.

Back 83

Predictive Validity

Front 84

The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures.

Back 84

Reliability

Front 85

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.

Back 85

Selection

Front 86

The number of applicants compared with the number of people to be hired.

Back 86

Selection Ratio

Front 87

An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it.

Back 87

Situational Interview

Front 88

An interview in which a set of standardized questions having an established set of answers is used.

Back 88

Structured Interview

Front 89

Degree to which a test or selection procedure measures a person’s attributes.

Back 89

Validity

Front 90

The extent to which validity coefficients can be generalized across situations.

Back 90

Validity generalization