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53 Cards in this Set

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Development
Development- The acquisition of knowledge, skills and behaviors that improve an employees ability to meet changes in job requirements and in client and customer demands, includes formal education, job experience, relationships and assessments of personality and is future based
Training
Focuses more on preparing an employee for a certain task in their current job
Training vs. Development
Training- Current, Low use of work experience, Goal is preparation for current job, participation required
Development- Future based, high use of work experience, preparation for changes, voluntary participation
4 Approaches to employee development
Formal Education
Assessment
Job Experiences
Interpersonal Relationships
Formal Education
First Employee development approach, short courses offered by consultants or universities to help employees, formal education style development
Assessments
Second employee development approach, Collecting information and providing feedback to employees about their behavior, communication style, or skills, includes MBTI, Benchmarking
Job Experiences
The relationships, problems, demands, tasks, and other features that employees face in their jobs, includes job enlargement, job enrichment, transfers, promotions...
Interpersonal Relationships
Learning through developing a personal relationship with a more experienced co-worker.
MBTI
Meyers Briggs type Indicator, A personality assessment tool used for team building and leadership development that identifies employees preferences for energy, information gathering, decision making, and lifestyle.
In-basket exercise
A simulation of the administration tasks of a manager's job.
Leaderless group discussion
Process in which a team of five to seven employees solves an assignment problem together within a specific amount of time.
Benchmarks
An instrument designed to measure the factors that are important to managerial success.
360 degree feedback
A performance appraisal system for managers that includes evaluations from a wide range of persons who interact with the manager. the process includes self-evaluation as well as evaluations from the managers boss, subordinates, peers, and customers.
Transfers and willingness to accept
The movement of an employee to a different job assignment in a different area of the company, employees must be willing to transfer for the company or request it.
Reality Check
Evaluating an employee's performance and comparing it to where the company is headed and if it will be useful or not.
Succession planning
The identification and tracking of high potential employee's capable of filing higher-level managerial goals.
Characteristics of mentoring programs.
Mentoring programs must use talented mentors, good leaders, employee development must be rewarded.
Employment at-will doctrine
The doctrine that, in the absence of a specific contract, either an employer or employee could sever the employment contract
The law allowing for damages in wrongful discharge lawsuits.
The law allows for damages when wrongful discharge is proven
Outcome Fairness
The judgement that people make with respect to the outcomes received relative to the outcomes received by other people with whom they identify.
Interactional Justice
A concept of justice referring to the interpersonal nature of how the outcomes were implemented
Procedural Justice
A concept of justice focusing on the methods used to determine the outcomes received.
ADR Technologies
A method of resolving disputes that does not rely on the legal system. Often proceeds through the four stages of open door policy, peer review, mediation, and arbitration.
Disciplinary programs use
First offense- verbal
second- written
Third- threat of temporary suspension
Fourh- suspension
Fifth- Termination
Outplacement
Counseling to help displaced employees manage the transition from one job to another.
Job and psychological withdrawal
Job withdrawal is when the job becomes dissatisfying and they find another, psychological withdrawal is when you become bored of a job and mentally withdrawal from it.
Job satisfaction
A pleasurable feeling that results from the the perception that one's job fulfils or allows for the fulfilment of ones important job values.
Exit interviews
When an employee is leaving or terminated there is generally an exit interview to gain input from the employee about the company.
pay Level
The average pay, including wages, salaries, and bonuses, of jobs in an organization.
Internal vs. External equity
Internal is getting employees from within the company, promotion, transfer...
External is attracting and retaining new emloyees.
Pay structure
The relative pay of different jobs and how much they are paid.
Efficiency wage theory
A theory stating that wages influence worker productivity
Rate ranges
Different employees in the same job may have different pay rates
Compensable factors
The characteristics of jobs that an organization values and chooses to pay for
Job analysis
The analysis of a job, what he the job en.tailes
Pay grades
Jobs of similar worth or content grouped together for pay administration purposes.
Compa-ratio
an index of the correspondence between actual and intended pay.
Minimum federal wage
$7.25
FLSA on overtime
The FLSA requires companies to pay overtime for any hours worked over 40 hours a week
Exempt vs. nonexempt FLSA
Exempt means they need not comply, agriculture, water...
non-exempt means they must comply.
Expectancy theory
The theory that says motivation is a function of valance, instrumentality and expectancy.
Reinforcement theory
a response followed by a reward makes the action more likely to occur in the future.
Principal
In agency theory a person who seeks to direct another person's behavior
Agent
in agency theory, a person who is expected to act on behalf of a principal ie manager company.
Intrinsic vs. extrinsic motivation
Intrinsic is motivation found within, driven from good feelings and other.
Extrinsic is externally cultivated motivation, promotions, raises...
Agency theory
Linking the agent and the principal interests, supplying the stakeholders with what will benefit them and the company
Gain-sharing
A form of compensation based on group or plant performance that does not become part of the employees base salary, like year end bonus.
Merit pay
Annual increases of employees are linked to performance appraisal ratings
Merit increase grid
A grid that combines an employee's performance rating with the employees position in a pay range to determine the size and frequency of his or her pay increase.
Demmings concerns
Concerns for merit based compensation range from motivation for the wrong reasons, too much emphasis on personal performance, performance measurements not accurate.
Individual Incentive system
similar to merit pay, individual performance is rewarded by individual incentives. earned and re-earned.
Profit sharing plans
Profit sharing comes as a bonus or benefit to employees, where the company shares profits with employees, usually annually. encouraged because it is based on organizational performance.
Stock options
An employee ownership plan that gives employees the opportunity to buy the companies stock at previously fixed price. Generally better options for executives.