Human Resources Final

Front 1

Benefits

Back 1

other rewards and things of value beyond wages & salaries (e.g., paid time off, health insurance)

“Nonmonetary”
“Indirect”

Front 2

Cafeteria-style benefits plan

Back 2

allows employees to choose those benefits they really want.

Front 3

Compensation

Back 3

wages, salaries, & other forms of financial compensation

“Monetary”
“Direct”

Front 4

Defined benefit plans

Back 4

private pension plans in which the size of the benefit is precisely known and is usually based on a simple formula using input such as years of service.

Front 5

Defined contribution plans

Back 5

private pension plans in which the size of the benefit depends on how much money is contributed to the plan.

Front 6

External equity

Back 6

Perceptions of fairness based on comparisons made by employees to others employed by different organizations doing similar jobs

Front 7

Internal equity

Back 7

Perception of fairness based on comparisons made by employees to other employees within the same organization

Front 8

Job evaluation

Back 8

A method for determining the relative value or worth of a job to the organization

Front 9

Pay compression

Back 9

Employees with different levels of experience, performance, or both are paid relatively equal salaries/wages

Front 10

Pay inversion

Back 10

New employees are paid more than experienced employees because the external market rate has increased so rapidly

Front 11

Pay surveys

Back 11

surveys of compensation paid to employees by other employers in a particular geographic area, industry, or occupational group.

Front 12

Private pension plans

Back 12

prearranged plans administered by the organization that provide income to employees at their retirement.

Front 13

Social security

Back 13

originally designed to provide limited income to retired individuals to supplement their personal savings, private pensions, part-time work, and so forth.

Front 14

Unemployment insurance

Back 14

a mandated protection plan, is intended to provide a basic subsistence payment to employees who are between jobs.

Front 15

Wellness program

Back 15

special benefits programs that concentrate on keeping employees from becoming sick rather than simply paying expenses when they do become sick.

Front 16

Workers' compensation

Back 16

another mandated protection program, is insurance that covers individuals who suffer a job-related illness or accident.

Front 17

Career

Back 17

set of experiences and activities that people engage in related to their job and livelihood over the course of their working life.

Front 18

Career counseling

Back 18

interaction between an individual employee or manager in the organization and either a line manager or a human resource manager.

Front 19

Contrast error

Back 19

occurs when we compare people against one another instead of against an objective standard.

Front 20

Distributional error

Back 20

occurs when the rater tends to use only one part of the rating scale.

Front 21

Halo error

Back 21

occurs when one positive performance characteristic causes the manager to rate all other aspects of performance positively.

Front 22

Horn error

Back 22

occurs whenthe manager downgrades other aspects of an employee's performance because of a single performance dimension.

Front 23

Individual assessment phase

Back 23

requires that individuals analyze carefully what they perceive to be their own abilities, competencies, skills, and goals.

Front 24

Performance appraisal

Back 24

specific and formal evaluation of an employee to determine the degree to which the employee is performing his or her job effectively.

Front 25

Performance management

Back 25

general set of activities carried out by the organization to change (improve) employee performance.

Front 26

360-degree appraisal

Back 26

performance information is gathered from people on all sides of the manager: above, beside, below, and so forth.

Front 27

Base salary

Back 27

a guaranteed amount of money that the individual will be paid.

Front 28

Compressed workweek

Back 28

arrangements in which the employee works the required number of hours (typically 40) but does so in fewer than 5 days. For example, a 4-day, 10-hour-a-day work schedule is fairly common.

Front 29

Development

Back 29

refers to teaching managers and professionals the skills needed for both current and future jobs.

Front 30

Employee Stock Ownership Plans (ESOPs)

Back 30

group-level reward systems in which employees are gradually given a major stake in the ownership of a corporation.

Front 31

Flexible work hours

Back 31

plans in which employees usually must still work 40 hours per week and typically 5 days a week but in which they have control over the starting and ending times for work on each day.

Front 32

Gainsharing

Back 32

team-and group-based incentive system designed to share the cost savings from productivity improvements with employees.

Front 33

Individual incentive plans

Back 33

reward individual performance on a real-time basis.

Front 34

Job characteristics approach

Back 34

an alternative to job specialization that takes into account the work system and employee preferences; it suggests that jobs should be diagnosed and improved along five core dimensions.

Front 35

Job enlargement

Back 35

developed to increase the total number of tasks workers perform based on the assumption that doing the same basic task over and over is the primary cause of worker dissatisfaction.

Front 36

Job enrichment

Back 36

attempts to increase both the number of tasks a worker does and the control the worker has over the job.

Front 37

Job rotation

Back 37

systematically moving employees from one job to another.

Front 38

Merit pay

Back 38

pay awarded to employees on the basis of the relative value of their contributions to the organization.

Front 39

Profit sharing

Back 39

an incentive system in which, at the end of the year, some portion of the company's profits is paid into a profit-sharing pool, which is then distributed to all employees.

Front 40

Sales commission

Back 40

incentive paid to salespeople.

Front 41

Stock-option plan

Back 41

an incentive plan established to give senior managers the option to buy company stock in the future at a predetermined fixed price.

Front 42

Training

Back 42

planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors.

Front 43

Work team

Back 43

an arrangement in which a group is given responsibility for designing the work system to be used in performing an interrelated set of jobs.