Hrm

Front 1

Development

Back 1

The acquisition of knowledge, skills, and behaviors that improve and employee's ability to meet changes in job requirements and in client and customer demands.

Front 2

Psychological Contract

Back 2

is the expectations that employers and employees have about each other.

Front 3

Traditional Career Pattern

Back 3

consists of a series of steps arranged in a linear hierarchy, with higher steps related to increased authority, responsibility, and compensation.

Front 4

Expert career pattern

Back 4

involves a lifelong commitment to a field or specialization (such as law, medicine, management)

Front 5

Today's Careers are boundaryless and often change

Back 5

careers may involve identifying more with a job or profession than with the present employer. Career plans or goals are influenced by personal or family demands or values.

Front 6

Formal Education Programs

Back 6

Employee development programs, including short courses offered by consultants or universities, executive MBA programs and university programs.

Front 7

Tuition Reimbursement

Back 7

the practice of reimbursing employees' costs for college and university courses and degree programs.

Front 8

Assessment

Back 8

Collecting information and providing feedback to employees about their behavior, communication, style, or skills.

Front 9

Myers-Briggs Type Indicator Personality Inventory

Back 9

A personality assessment tool used for team building and leadership development that identifies employees' preferences for energy, information gathering, decision making, and lifestyle.

Donovan you are INTJ
have original minds and great drive for implementing their ideas and achieving their goals. Quickly see patterns in external events and develop long-range explanatory perspectives. When committed, organize a job and carry it through. Skeptical and independent, have high standards of competence and performance - for themselves and others.

Front 10

Skills related to managerial success

Back 10

resourcefulness
doing whatever it takes
Being a quick study
Building and mending relationships
Leading subordinates
Compassion and sensitivity
Straightforward
Composure
Confronting problems
Decisive
Self-awareness
Hiring talented staff

Front 11

Job experience:

Back 11

relationships, problems, demands, tasks, or other features that employees face in their job.

Front 12

Employee development

Back 12

Deliberate effort to bring employees along.

Front 13

Peter Principle:

Back 13

You will be promoted to your level of incompetence. (you get promoted to the point where you can't do the job)

Front 14

Job Enlargement:

Back 14

Adding challenges or new responsibilities to an employee's current job.

Front 15

Job Rotation

Back 15

THe process of systematically moving a single individual from one job to another over the course of time. Job assignments may be various.

Front 16

Sabbatical

Back 16

A leave of absence from the company to renew or develop skills.

Front 17

Mentor

Back 17

An experienced, productive senior employee who helps develop a less experienced employee. (in a new position - find a mentor)

Front 18

Purpose of Mentoring Programs

Back 18

Mentor programs socialize new employees, increase the likelihood or skill transfer from training to the work setting, and provide opportunities for women and minoritites to gain the exposure and skills needed to evolve into managerial positions.

Front 19

Happy employees =

Back 19

Better company

Front 20

Involuntary turnover

Back 20

Turnover initiated by the organization (often among people who would prefer to stay)

Front 21

Voluntary turnover

Back 21

Turnover initiated by employees (often whom the company would like to stay)

Front 22

Employment-at-will Doctrine

Back 22

The doctrine that, in the absence of a specific contract, either an employer or employee could sever the employment relationship at any time.

Front 23

Wrongful dismissal =

Back 23

Lots of money.
and possible work retaliation.

Front 24

Outcome fairness

Back 24

the judgement that people make with respect to the outcomes received relative to the outcomes received by other people with whom they identify (referent others)

Front 25

Procedural Justice

Back 25

focuses specifically on the methods used to determine the outcomes received.

Front 26

Interactional Justice

Back 26

referes to the interpersonal nature of how the outcomes were implemented.

Front 27

How involved should you be in an employee's personal life?

Back 27

No involvement until it starts to affect work; then it becomes a problem.

Could be:
divorce
health
drugs
alcohol

Front 28

Progression of Withdrawl

Back 28

Theory that dissatisfied individuals enact a set of behaviors in succession to avoid their work situation.

Front 29

Turnover

Back 29

Turnover is set up by a general level of persistent dissatisfaction that then is triggered abruptly by some single disruptive event at work that pushes the employee away. (people don't quit companies, they quit manager's/boss's!)

Front 30

Pay structure

Back 30

The relative pay of different jobs (job structure) and how much they are paid (pay level)

Front 31

Pay level

Back 31

the average pay, including wages, salaries, and bonuses, of jobs in an organization.

Front 32

Equity theory

Back 32

Comparing yourself and what you put in and get out compared to co-workers or other people in industry.

Outcomes (pay, benefits, working conditions) / Inputs (effort, ability, experience) <,>, or = other persons equation?

Much of this is perceived.

Front 33

Advantage of paying above the market average

Back 33

ability to attract and retain the top talent available, which can translate into a highly effective and productive workforce. The disadvantage however is added cost.

Front 34

Efficiency Wage Theory

Back 34

A theory stating that wages influence worker productivity.

Front 35

Benchmarking

Back 35

A procedure in which an organization compares its own practices against those of the competition.

Front 36

Rate Ranges

Back 36

Different employees in the same job may have different pay rates.

Front 37

Skill-based pay

Back 37

Pay based on the skills employees acquire and are capable of using.

Training
Education
Experience

Front 38

Comparable Worth (pay equity)

Back 38

is a public policy that advocates remedies for any undervaluation of women's jobs.