Human Resource Mgt.

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

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selection

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

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reliability

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the degree to which a test or selection procedure measures a persons attributes.

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validity

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the extent to which a selection tool credits, or significantly correlates with, important elements of work behavior

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criterion-related validity

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applicants test scores match criterion data obtained from those applicant/employees after they have been on the job for some indefinite period

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predictive validity

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verifying the results obtained from a validation study by giving a test or test battery to a different sample

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cross validation

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the extent to which validity coefficients can be generalized across situations

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validity generalization

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

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content validity

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a selection tool measures a theoretical construct or trait.

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construct validity

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

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negligent hiring

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measure of persons capacity to learn or acquire skills

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aptitude test

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measures what a person knows or can do right now

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achievement test

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interview where applicant is allowed the max amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicants remarks.

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non directive interview

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

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structured interview

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interview where and applicant is given a hypothetical incident and is asked ho they would respond to it

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situational interview

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

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behavioral description interview (BDI)

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interview where a board of interviewers questions and observes a single candidate

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panel interview

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selection decision model where a high score in one area can make up for a low score in another area

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compensatory model

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model that requires an applicant to achieve some minimum level of proficiency on all selection dimensions

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multiple cutoff model

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sequential strategy in which only the applicants with the highest scores at an initial test stage go on to subsequent stages.

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multiple hurdle model

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

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selection ratio

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a high ranking manager directly responsible for fostering employee learning and development within the firm

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chief learning officer

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examination of the environment strategies and resources of the organization to determine where training emphasis should be placed

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organization analysis

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process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job

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task analysis

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analysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs

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competency assessment

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determination of the specific individuals who need training

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person analysis

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desired outcomes of a training program

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instructional objectives

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programs that award employees "on the spot" when the do something particularly well during the training or on the job

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spot rewards

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technique that operates on the principle that behavior that is rewarded, or positively reinforced, will be exhibited more frequently in the future, whereas behavior that is penalized or unrewarded will decrease in frequency

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behavior modification

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method by which employees are given hands-on experience with instructions from their supervisor or other trainer

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on the job training (OJT)

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a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work

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apprenticeship training

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a training program that combines practical on-the-job experience with formal educational classes

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cooperative training

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use of multiple training methods to achieve optimal learning on the part of trainees

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blended learning

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learning that takes place via electronic media

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e-learning

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training delivered to trainees when and where they need it to do their jobs, usually via computer or internet

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just in time training

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Online system that provides a variety of assessment communication teaching and learning opportunities

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learning management system (LMS)

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An approach that demonstrates desired behavior and gives trainees the chance to practice and role play those behaviors and receive feedback

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behavior modeling

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Effective application of principles learned to what is required on the job

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transfer of training

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process of measuring one's own services and practices against the recognized leaders in order to identify areas for improvement

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benchmarking

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formal process of familiarizing new employees with the organization their jobs and their work units

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orientation

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process of training employees to do multiple tasks within an organization

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cross-training

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high ranking manager directly responsible for fostering the ethical climate within the firm

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chief ethics officer

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performed annually by a supervisor for a subordinate, designed to help employees understand their roles objectives expectations and performance success

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performance appraisal

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process of creating a work environment i where people can perform their best

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performance management

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managers meet to discuss the performance of individual employees to ensure their employee appraisals are in line with one another

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calibration

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performance appraisal done by an employee's manager and often reviewed by a manger one level higher

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manager and or supervisor appraisal

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appraisal done by the employee being evaluated

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self appraisal

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performance appraisal of a superior by an employee, which is more appropriate for developmental than for administrative purposes

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subordinate appraisal

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performance appraisal done by a fellow employee, generally compiled into a single profile for use of manager's performance interview

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peer appraisal

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performance appraisal based on total quality management concepts that recognizes team accomplishments

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team appraisal

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based on total quality management concepts and seeks evaluation from both external and internal customers

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customer appraisal

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performance rating error in which all employees are rated about average

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error of central tendency

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performance rating error where the appraiser tends to give employees either unusually high or low ratings

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leniency or strictness error

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based largely on employee's most recent behavior rather than on behavior throughout appraisal period

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recency error

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employee's evaluation is biased either upward or downward cus of comparison with another employee just previously evaluated

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contrast error

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appraiser inflates the evaluation of an employee because of a mutual personal connection

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similar to me error

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trait approach to performance appraisal where each employee is rated according to a scale of characteristics

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graphic rating scale method

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based on comparison with better than equal to or worse than a standard

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mixed-standard scale method

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requires rater to choose from statements designed to distinguish between successful and unsuccessful performance

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forced choice method

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requires the rater to make a statement describing employee behavior

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essay method

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an unusual event denotes superior or inferior employee performance in some part of the job

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critical incident

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consists of a series of vertical scales one for each important dimension of job performance

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behavior anchored rating scale (BARS)

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measures the frequency of observed behavior

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behavior observation scale (BOS)

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philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager

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management by objectives (MBO)

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standard where managers tie compensation to employee effort and performance

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pay for performance standard

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an employees perception that compensation received is equal to the value of the work performed

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pay equity

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employees covered by the overtime provisions of the fair labors act

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nonexempt employees

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employees not covered by the overtime provisions of the fair labors act

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exempt employees

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measure of the average change in prices over time in a fixed market basket of goods and services

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consumer price index

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clauses in labor agreements that provide for quarterly cost of living adjustments in wages, basing adjustments off of the changes in CPI

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escalator clauses

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wage increases larger than rises in the cpi that is the real earning power of wages

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real wages

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jobs are arrayed on the basis of their relative worth

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job ranking system

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jobs are classified and grouped according to a series of predetermined wage grades

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job classification system

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procedure that determines the relative value of a job by the total points assigned to it

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point system

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seeks to measure a job's worth through its value to the organization

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work valuation

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uses three factors, knowledge, mental activity and accountability to evaluate executive and managerial positions

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hay profile method

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survey of the wages paid to employees of other employers in the surveying organization's relevant labor market

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wage and salary survey

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a curve in a scattergram representing the relationship between relative worth of jobs and wage rates

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wage curve

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groups of jobs within a particular class that are paid the same rate

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pay grades

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payment rates above the max of the pay range

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red circle rates

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pay based on an employee's skill level, variety of skills possessed, or increased job knowledge, typically use broadbanding

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competence-based pay

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male and female jobs are dissimilar, but equal in terms of value or worth to the employer, should be paid the same

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comparable worth

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tying pay to some measure of individual group or organizational performance

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variable pay

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incentive plan where employees receive a certain rate for each unit produced

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straight piecework

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employees whose production exceeds the standard amount of output, receive a higher rate

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differential piece rate

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incentive plan that sets rates based on the completion of a job in a predetermined standard time

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standard hour plan

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incentive payment that is supplemental to the base wage

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bonus

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unplanned bonus for employee effort unrelated to an established performance measure

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spot bonus

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guidelines for warding merit raises that are tied to performance objectives

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merit guidelines

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employees receive a year end merit payment which is not added to their base pay

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lump sum merit program

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special non-monetary benefits given to executives; often referred to as perks

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perquisites

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a gainsharing program under which bonuses are based on the overall productivity of the work team

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Improshare

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stock plans where an organization contributes shares of its stock to an established trust for the purpose of stock purchases by its employees

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employee stock ownership plans (ESOP)