Hr Mgmt Chapters 4-6

Front 1

job analysis

Back 1

the process of obtaining information about jobs by determining their duties, tasks, or activities

Front 2

job description

Back 2

a statement of the tasks, duties, and responsibilities of a job to be performed

Front 3

job specification

Back 3

a statement of the specific knowledge, skills, and abilities of a person who is to perform a job needs

Front 4

functional job analysis (FJA)

Back 4

a job-analysis approach that utilizes an inventory of the various types of work activities that can constitute any job

Front 5

position analysis questionnaire (PAQ)

Back 5

a questionnaire identifying approximately 200 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a job

Front 6

critical incident method

Back 6

a job analysis method by which important job tasks are identified for job success

Front 7

task inventory analysis

Back 7

an organization-specific list of tasks and their descriptions used as a basis to identify components of jobs

Front 8

industrial engineering

Back 8

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

Front 9

job design

Back 9

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

Front 10

ergonomics

Back 10

the process of studying and designing equipment and systems that are easy and efficient for people to use and that ensure their physical well-being

Front 11

job chracteristics model

Back 11

a job design theory that purports that three psychological states:
1. experiencing meaningfulness of the work performed,
2. responsibility for work outcomes, and
3. knowledge of the results of the work performed
of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover

Front 12

job enlargement

Back 12

the process of adding a greater variety of tasks to a job

Front 13

job rotation

Back 13

the process whereby employees rotate in and out of different jobs

Front 14

job enrichment

Back 14

enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying

Front 15

employee empowerment

Back 15

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

Front 16

job crafting

Back 16

a naturally occurring phenomenon whereby employees mold their tasks to fit their individual strengths, passions, and motives better

Front 17

employee engagement

Back 17

a situation in which workers are enthusiastic and immersed in their work to the degree that it improves the performance of their companies

Front 18

dejobbing

Back 18

refers to a process of structuring organizations not around jobs but around projects that are constantly changing

Front 19

employee teams

Back 19

an employee contributions technique whereby work functions are structured for groups rather than for individuals and team members are given discretion in maters traditionally considered management prerogatives, such as process improvements, product or service development, and individual work assignments

Front 20

virtual team

Back 20

a team that utilizes telecommunications technology to link team members who are geographically dispersed - often worldwide across cultures and across time zones

Front 21

flextime

Back 21

flexible 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

Front 22

job sharing

Back 22

the arrangement whereby two part time employees perform a job that otherwise would be held by one full time employee

Front 23

telecommuting

Back 23

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

Front 24

advantages of telecommuting

Back 24

1. increased flexibility for employees - better work/life balance
2. reduced absenteeism
3. retention of valued employees who might otherwise quit
4. reduced "carbon footprints" through minimizing daily commuting
5. increased productivity and reduced wasted office time.
6. lower overhead costs and reduced office space

Front 25

job characteristics model

Back 25

five components that enhance employee jobs:
skill variety
task identity
task significance
autonomy
feedback

Front 26

employee profile

Back 26

a profile of a worker developed by studying an organization's top performers in order to recruit similar types of people

Front 27

recruiting process outsourcing (RPO)

Back 27

the practice of outsourcing an organization's recruiting function to an outside firm

Front 28

internal labor market

Back 28

labor markets in which workers are hired into entry level jobs and higher levels are filled from within

Front 29

global sourcing

Back 29

the business practice of searching for and utilizing goods sources from around the world

Front 30

branding

Back 30

a company's efforts to help existing and prospective workers understand why it is a desirable place to work

Front 31

9-box grid

Back 31

a comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee's actual and potential performance

Front 32

passive job seekers

Back 32

people who are not looking for jobs but could be persuaded to take new ones given the right opportunity

Front 33

nepotism

Back 33

a preference for hiring relative of current employees

Front 34

re recruiting

Back 34

the process of keeping track of and maintaining relationships with former employees to see if they would be willing to return to the firm

Front 35

employee leasing

Back 35

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

Front 36

realistic job preview (RJP)

Back 36

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

Front 37

yield ratio

Back 37

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

Front 38

applicant tracking system (ATS)

Back 38

a software application recruiters use to post job openings, screen resumes, and contact via e-mail potential candidates for interviews, and track the time and costs related to hiring people

Front 39

job progressions

Back 39

the hierarchy of jobs a new employee might experience ranging from a staring job to jobs that successively require more knowledge and or skill

Front 40

career paths

Back 40

lines of advancement in an occupational field within an organization

Front 41

promotion

Back 41

a change of assignment to a job at a higher level in the organization

Front 42

transfer

Back 42

placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job

Front 43

relocation services

Back 43

services provided to an employee who is transferred to a new location, which might include help in moving, selling a home, orienting to a new culture, and/or learning a new language

Front 44

outplacement services

Back 44

services provided by organizations to help terminated employees find a new job

Front 45

career plateau

Back 45

a situation in which or either organizational or personal reasons the probability of moving up the career ladder is low

Front 46

sabbatical

Back 46

an extended period oft time in which an employee leaves an organization to pursue other activities and later returns to his or her job

Front 47

career counseling

Back 47

the process of discussing with employees their current job activities and performance, personal and career interests and goals, personal skills, and suitable career development objectives

Front 48

mentors

Back 48

individuals who coach, advise, and encourage individuals of lesser rank

Front 49

career networking

Back 49

the process of establishing mutually beneficial relationships with other business people, including potential clients and customers

Front 50

dual career partnerships

Back 50

couples in which both members follow their own careers and actively support each other's career development

Front 51

entrepreneur

Back 51

one who starts, organizes, manages, and assumes responsibility for a business or other enterprise

Front 52

selection

Back 52

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

Front 53

reliability

Back 53

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

Front 54

validity

Back 54

the degree to which a test or selection procedure measures a person's attributes

Front 55

video resumes

Back 55

short video clips that highlight applicants' qualifications beyond what they can communicate on their resumes

Front 56

nondirective interview

Back 56

an interview in which the applicant is allowed the maximum amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicant's remarks - asks open ended questions

Front 57

structured interview

Back 57

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

Front 58

situational interview

Back 58

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

Front 59

behavioral description interview (BDI)

Back 59

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

Front 60

panel interview

Back 60

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

Front 61

sequential interview

Back 61

a format in which a candidate is interviewed by multiples people, one right after another

Front 62

virtual interview

Back 62

interviews conducted via videoconferencing or over the web

Front 63

negligent hiring

Back 63

the failure of an organization to discover, via due diligence, that an employee it hired had the propensity to do harm to others

Front 64

preemployment test

Back 64

an objective and standardized measure of a samples of behavior that is used to gauge a person's knowledge, skills, abilities, and other characteristics (KSAOs) relative to other individuals

Front 65

assessment center

Back 65

a process by which individuals are evaluated as they participate in a series of situations that resemble what they might needs to handles on the job

Front 66

competency based analysis

Back 66

relies on building job profiles that look not only at the responsibilities and activities currently but to do them well

Front 67

problems with job descriptions

Back 67

1. may be poorly written, vague or give little guidance
2. may not be updated as job duties or specs change
3. may violate law with duties not related to job success
4. can limit the scope of activities of the jobholder, reducing an organization's flexibility

Front 68

labor market

Back 68

how many people are available in the population

Front 69

strategic human resources management (SHRM)

Back 69

the pattern of human resources deployments and activities that enable an organization to achieve it strategic goas

Front 70

staffing tables

Back 70

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

Front 71

quality of fill

Back 71

a metric designed to measure how well new hires that fill positions are performing on the job

Front 72

skill inventories

Back 72

files of personnel education, experience, interests, skills, and so on that allow managers to quickly match job openings with employee backgrounds

Front 73

time to fill

Back 73

number of days from when a job is approved to the date a person is ultimately hired

Front 74

personalization fit

Back 74

hire the right person for the right job

Front 75

The Peter Principle

Back 75

refers to the situation in which individuals are promoted as long as they have done a good job in their previous jobs. The situation continues until someone does poorly in his or her new job, then they are no longer promoted. This results in people being promoted to their level of incompetence

Front 76

boundaryless career

Back 76

available to work in any field/any company as long as he or she can move up

Front 77

fast track

Back 77

helping young, high potential employees move up the ladder quickly

Front 78

Selection process

Back 78

50% hits: we hired the right person or we didn't hire the wrong person
50% misses: we didn't hire the right person or we hired the wrong person

Front 79

Interviewer training (11 steps)

Back 79

understand the job, establish an interview plan, establish and maintain rapport and listen actively, pay attention to nonverbal cues, provide information as freely and honestly as possible, use questions effectively, separate facts from inferences, recognize stereotypes and biases, avoid the "halo effect", control the course of the interview, standardize the questions asked

Front 80

halo error

Back 80

judging an individual favorably or unfavorably overall on the basis of only one strong point (or weak point) on which you place high value

Front 81

extroversion

Back 81

talkative, sociable, active, aggressive, and excitable
best for sales, customer service, greeters

Front 82

agreeableness

Back 82

trusting, amiable, generous, tolerant, honest, cooperative, flexible
teacher, healthcare worker

Front 83

conscientiousness

Back 83

dependable and organized and perseveres in tasks

Front 84

neuroticism

Back 84

secure, calm, independent, and autonomous
doctors, paramedics

Front 85

openness to experience

Back 85

intellectual, philosophical, insightful, creative, artistic, and curious
marketing, design

Front 86

Polygraph Protection Act

Back 86

prohibits prehire and random testing

Front 87

physical ability test

Back 87

is legal if part of the job

Front 88

medical exams

Back 88

law prohibits this before a pre-employment offer has been made

Front 89

drug testing

Back 89

can only be given after a job offer has been extended