Man3025 Test 3

Front 1

Human resources

Back 1

the activities managers perform to plan for, attract, and retain an effective workforce

Front 2

human capital

Back 2

the economic or productive potential of an employee or employee knowledge
--vitally important to a companys competitve advantage

Front 3

strategic human resources planning

Back 3

develop a systematic, comprehensive stratgey for understand employees needs and predicting future employees needs

Front 4

job analysis

Back 4

determine the basic elements of a job

Front 5

job description

Back 5

a few paragraphs about the specifics of a job, responsibilites of job holder and why

Front 6

job specification

Back 6

specific qualities to get the job

Front 7

predicting future employees

Back 7

the managers needs a good understand of what kind of personell the organization might need and likely sources for that personell

Front 8

human resource inventory

Back 8

tracks employees name, education, langage and other important info which is used when considering inside employees for future new positions

Front 9

recruitment

Back 9

the process of locating and attracting qualified applications for jobs open

Front 10

internal recruitment

Back 10

making people already employed aware of job openings

Front 11

external recruiting

Back 11

attracting job applicatants from outside the company

Front 12

most effect source of external recruiting

Back 12

referrals

Front 13

realistic job previews

Back 13

employee canidates are given both the positive and negative aspects of the job and the organization before being hired

Front 14

selection process

Back 14

the process of screening job applicants and picking the best person for the job

Front 15

3 types of selection tools

Back 15

background, interviewing, and employment test

Front 16

background

Back 16

application forms and resumes are basic source of information about job applicants

Front 17

interview

Back 17

can be unstructured (asking probing questions to find out about the person
or
structured (asking the same question to all applicants then comparing answers)

Front 18

3 types of employment test

Back 18

ability, perfomance, personality

Front 19

ability test

Back 19

--employment test

-measures physical abilites, strength, stamina

Front 20

performance test

Back 20

measures performance on actual job tasks

Front 21

personality tests

Back 21

measures personality traits like adjustment, energy, stability, independece..using tests like the Myers-Briggs assesment

Front 22

orientation

Back 22

helping newcomers fit smoothly into their job and organization

Front 23

training

Back 23

educating technical and operational employees how to better do their current jobs

Front 24

development

Back 24

educating professionals and managers in skills they need to do their job in the future

Front 25

5 steps in the training process

Back 25

1.) assessment
2.) Objective
3.) selection
4.) implementation
5.) Evaluating

Front 26

assessment training process

Back 26

is training needed?

--look at the skills people have and the skills people need for the job

Front 27

objective training process

Back 27

what should the training achieve?
---face to face? off the job training (classroom setting, videotapes) or computer training

Front 28

selection training process

Back 28

which training methods should i use?

Front 29

implementation training process

Back 29

how should training be effected?

Front 30

evaluating training process

Back 30

is the training working?
--watch peoples job performances and do testing; then make changes if goals are not accomplished

Front 31

performance appraisal

Back 31

tells employees how their doing (feedback)

Front 32

two types of apprasial

Back 32

objective and subjective

Front 33

objective apprasial

Back 33

facts and numbers, generally upper management gets report of these

Front 34

subjective apprasial

Back 34

attitudes/behaviors/inititative/traits--based on managers perceptions so the managers have to have backup as proof to what they say--document actual events

Front 35

compensation

Back 35

tied to the apprasial and performance system
--deciding who to promote, transfer or dismiss
--at the end of the assesment you give them a rating and make sure they are compensated to the rating

Front 36

promotion

Back 36

managers can recognize an employees superior performance

Front 37

transfer

Back 37

when an employee is moved to a different job with similar responsibility

Front 38

total compensation package

Back 38

-wages/salary
-incentives, bonuses
-benefits

Front 39

wages/salary

Back 39

basic wage or salary paid to employee in exchange for doing their job

Front 40

incentives

Back 40

-bonsus
-comissions, profit-sharing plans, stock options

Front 41

benefits

Back 41

additional, non-monetary forms of compensation: health insurance, retirement plans, and family leave

Front 42

layoffs

Back 42

a temporary dismissal

Front 43

downsizing/firing

Back 43

permanent

Front 44

Social securities act of 1935

Back 44

social security and benefits

Front 45

the Fair Labor Standards act 1938

Back 45

established a minimum wage and overtime pay regulations and a minimum standard of living for workers

Front 46

Wagner Act of 1935

Back 46

laws relating to unions
--allows president to stop a strik if it threatens national security

Front 47

1970 OSHA

Back 47

occupational safety and health act
--established a minimum health and safety standard in organizations

Front 48

Civil Rights Act 1964/1972

Back 48

prohibits discrimination on basis of race, color, religion, national origin, sex

Front 49

American Disabilites Act

Back 49

prohibits discrimination against essentially qualified employees with disabilities

Front 50

2003-sarbanes oxley act

Back 50

prohibits employees from demoting or firing employees who raise accusations of fraud to a federal agency

Front 51

Equal opportunity

Back 51

best person gets the job

Front 52

Affirmative Action

Back 52

to keep one group from rising to the top
--focuses on achieving equality of opportunity within an organization

Front 53

stress

Back 53

the tension people feel when they are facing or enduring extraordinary demands, constraints or opportunities and are uncertian about their ability to handle them differently

Front 54

stressors

Back 54

the source of stress
-hassles
-crises
-extreme physical comfort

Front 55

Type A Person

Back 55

very organizated, task focused

Front 56

Type B person

Back 56

very laidbaid, more analytical
--more likely to become a CEO because their easy to work with, not busy charging forward and less apt to burn themselves out

Front 57

6 sources of stress on the job

Back 57

1.) demands created by individual differences (may rise from type A person)
2.) individual task demands (stress created by job itself)
3.) group demands ( stress created by co-workers or managers)
4.) individual role demands (stress created by other peoples expectations of you)
5.) organizational demands (stresses created by enviornment and culture of the organization
6.) non-work demands--stresses created by forces outside the organization

Front 58

positive stress

Back 58

can be constructive

Front 59

negative stress

Back 59

can be harmful, (burnt out state of mind, mental and even physical exhaustion)
--shows up physiologically, psychologically and behaviorally

Front 60

buffers

Back 60

administrative changes to reduce the stressors that lead to employee burnout (typically managers)

--managers can create a supportive organizational climate, make jobs interesting, carear counseling

Front 61

why is motivation important?

Back 61

so that employees are compelled to work above and beyond expectations

Front 62

motivation

Back 62

the psychological process that arouse and direct goal-oriented behavior

Front 63

intrinsic reward

Back 63

the satisfaction, accomplishment, that a person recieves from performing a particular task itself

Front 64

extrinisic reward

Back 64

the payoff a person recieves from others for performing a particular task

Front 65

4 perspectives of motivation

Back 65

1.) content
2.) process
3.) job design
4.) reinforcement

Front 66

content perspecitve of motivation

Back 66

the needs to motivate people
-maslows hierarchy of needs, (McClelland's Acquried need theory, Herzberg's 2 factor theory)

Front 67

process perspective of motivation

Back 67

how employees behave to meet their needs-- the thought process in which people decide how to act

Front 68

needs

Back 68

psychological or physological deficiencies that arouse behavior

Front 69

3 process perspectives on motivation

Back 69

expectancy theory, equity theory, goal oriented theory

Front 70

expectancy theory

Back 70

How much they want something and how likely they are to get it
--expectancy: probability that effort will lead to performance
--instrumentanlty- probability that a given amount of effort will lead to certain outcomes (will that lead to rewards)
--valence -the probability that i will get the reward and i will like it

Front 71

job design perspective of motivation

Back 71

fit the jobs to the people (it's this way today)
-designing a job correctly will affect the type and level of outcome that is neceassry in encouraging empployees

Front 72

reinforcement perspective of motivation

Back 72

explains behavior changes by suggesting tthat behavior with positive consequences tends to be repeated whereas behavior with negative consequences tends to not be repeated (positive, negative, extincition, punishment)

Front 73

equity theory of process perspective of motivation

Back 73

how fairly do you think you're being treated compared to others
--motivation is based on a persons assessment of the ratio of outcome rewards he recieves for input of a job compared w/ the same ratio for a comparison other

--my outputs/ my inputers = others outcomes/others inputs

Front 74

goal setting theory of process perspective of motivation

Back 74

suggests that employees can be motivated by goals are specific and challanging but achievable

Front 75

SMART goals

Back 75

specific
measurable
attainable
realistic
time specific

Front 76

job simplification

Back 76

the number of tasks a worker performs is reduced to improve productivity

Front 77

5 core job characteristics

Back 77

1.) skill variety-how many different skills does this job require
2.) task identity-how extensive is my role as part of a whole project
3.) task signifiance-how many others are affected by what i do
4.) Autonomy- how much decision making do i have
5.) feedback-how much do i know about how I'm doing

Front 78

negative conflict

Back 78

aka dysfunctional
--hinders the organizations performance or threatens interest

Front 79

reinforcement

Back 79

anything that causes a behavior to be repeated or inhibited

Front 80

conflict

Back 80

a process in which one party percieves that its interests are being opposed or negatively affected by another party

Front 81

constructive conflict

Back 81

fractional/cooperative
--benefits the main purposes of the organization and serves its interests

Front 82

organizations with little conflict

Back 82

are apathetic, lack creativity, indecisive and miss deadlines

Front 83

firms with too much conflict

Back 83

are poor performers because of the poitical infighting, dissatsifcation and lack of teamwork

Front 84

7 causes of conflict

Back 84

1.) competiion for scarce resources
2.) time pressure
3.) inconsistent goals or reward system
4.) ambiguous juristictions
5.) status differences
6.) personality clashes
7.) communcation faliures

Front 85

inconsistent goals or reward system--reason of conflict

Back 85

conflict can rise when people are pursuing different objectives

Front 86

ambiguous jursidictions--reason of conflict

Back 86

when task responsibilites are unclear, conflict can emerge and people fight over resources and tasks

Front 87

3 devices to stimulate constructive conflict

Back 87

1.) spurring competition for employees (to encourage competition companies offer bonuses, trips)
2.) changing the organizations culture and procedurs (by making announcements about new policies and revamping procedures)
3.) bringin in outsiders for new perspectives (without new people companies become complacant to change

Front 88

dialetic method

Back 88

--used to obtain different opinions without eliciting personal feelings
---two people or groups play opposing roles in a debate to better understand a proposal

Front 89

McCelland's aquired needs theory

Back 89

need for achievement, need for afiliation and need for power

Front 90

Herzbergs 2 factor theory

Back 90

focuses on the rewards or outcomes of performance that satisfy peoples needs
--theres job satisfiers and job dissatisfiers (hygenes) must eliminate all dissatisfiers