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70 Cards in this Set

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HIGH PERFORMANCE WORK PRACTICES
WORK PRACTICES THAT LEAD TO BOTH HIGH INDIVIDUAL & HIGH ORGANIZATIONAL PERFORMANCE
HIGH PERFORMANCE WORK PRACTICES--COMMON THREAD
1.COMMITMENT TO IMPROVING THE KNOWLEDGE, SKILLS, & ABILITIES OF AN ORGANIZATION'S EMPLOYEES
2.INCREASING THEIR MOTIVATION
3.REDUCING LOAFING ON THE JOB
4.ENHANCING THE RETENTION OF QUALITY EMPLOYEES WHILE ENCOURAGING NONPERFORMERS TO LEAVE
HUMAN RESOURCE MANAGEMENT PROCESS
ACTIVITIES NECESSARY FOR STAFFING THE ORGANIZATION & SUSTAINING HIGH EMPLOYEE PERFORMANCE
EXAMPLES OF HIGH PERFORMANCE WORK PRACTICES
1.SELF-DIRECTED WORK TEAMS
2.JOB ROTATION
3.HIGH LEVELS OF SKILLS TRAINING
4.PROBLEM-SOLVING GROUPS
5.TQM PROCEDURES & PROCESSES
6.ENCOURAGEMENT OF INNOVATIVE BEHAVIOR
7.EXTENSIVE EMPLOYEE INVOLVEMENT
8.IMPLEMENTATION OF EMPLOYEE SUGGESTIONS
9.PAY BASED ON PERFORMANCE
10.COACHING
11.SIGNIFICANT INFORMATION SHARING
12.USE OF EMPLOYEE ATTITUDE SURVEYS
13.CROSS-FUNCTIONAL INTEGRATION
14.COMPREHENSIVE EMPLOYEE RECRUITMENT & SELECTION PROCEDURES
HUMAN RESOURCE MANAGEMENT PROCESS
1,2,3.ENSURE THAT COMPETENT EMPLOYEES ARE IDENTIFIED & SELECTED
4,5.INVOLVE PROVIDING EMPLOYEES WITH UP-TO-DATE KNOWLEDGE & SKILLS
6,7,8.ENTAIL MAKING SURE THAT THE ORGANIZATION RETAINS COMPETENT EMPLOYEES WHO ARE CAPABLE OF SUSTAINING HIGH PERFORMANCE
ENVIRONMENTAL FACTORS THAT MOST DIRECTLY INFLUENCE THE HRM PROCESS
1. EMPLOYEE LABOR UNIONS
2. GOVERNMENTAL LAWS & REGULATIONS
LABOR UNION
AN ORGANIZATION THAT REPRESENTS WORKERS & SEEKS TO PROTECT THEIR INTERESTS THROUGH COLLECTIVE BARGAINING
AFFIRMATIVE ACTION
PROGRAMS REFRAIN FROM DISCRIMINATION & ENHANCE THE STATUS OF MEMBERS OF PROTECTED GROUPS
HUMAN RESOURCE PLANNING
THE PROCESS BY WHICH MANAGERS ENSURE THAT THEY HAVE THE RIGHT PEOPLE IN THE RIGHT PLACES AT THE RIGHT TIMES
2 STEPS OF HUMAN RESOURCE PLANNING
1.ASSESSING CURRENT HUMAN RESOURCES
2.ASSESSING FUTURE HUMAN RESOURCE NEEDS & DEVELOPING A PROGRAM TO MEET THOSE NEEDS
HUMAN RESOURCE INVENTORY
INFORMATION DERIVED FROM FORMS FILLED OUT BY EMPLOYEES; WHICH INCLUDES ITEMS SUCH AS NAME, EDUCATION, TRAINING, PRIOR EMPLOYMENT, LANGUAGES SPOKEN, SPECIAL CAPABILITIES, & SPECIALIZED SKILLS; HR PLANNING BEGINS BY REVIEWING THE ORGANIZATION'S CURRENT HUMAN RESOURCE STATUS
JOB ANALYSIS
ASSESSMENT THAT DEFINES JOBS & THE BEHAVIORS NECESSARY TO PERFORM THEM
INFORMATION FOR A JOB ANALYSIS CAN BE GATHERED THROUGH THE FOLLOWING METHODS
1.DIRECTLY OBSERVING INDIVIDUALS
2.INTERVIEWING EMPLOYEES
3.HAVING EMPLOYEES COMPLETE A QUESTIONNAIRE
4. HAVING JOB "EXPERTS" IDENTIFY A JOB'S SPECIFIC CHARACTERISTICS
5.HAVING EMPLOYEES RECORD THEIR DAILY ACTIVITIES IN A NOTEBOOK
JOB DESCRIPTION
A WRITTEN STATEMENT OF WHAT A JOBHOLDER DOES, HOW IT IS DONE, & WHY IT IS DONE; DESCRIBES JOB CONTENT, ENVIRONMENT, & CONDITIONS OF EMPLOYMENT
JOB SPECIFICATION
STATES THE MINIMUM QUALIFICATIONS THAT A PERSON MUST POSSESS TO PERFORM A GIVEN JOB SUCCESSFULLY; IDENTIFIES THE KNOWLEDGE, SKILLS, AND ATTITUDES NEEDED TO DO THE JOB EFFECTIVELY
RECRUITMENT
THE PROCESS OF LOCATING, IDENTIFYING, & ATTRACTING CAPABLE APPLICANTS
3 FACTORS THAT INFLUENCE THE SOURCE OF POTENTIAL JOB CANDIDATES
1. LOCAL LABOR MARKET
2. TYPE OR LEVEL OF POSITION
3. SIZE OF ORGANIZATION
REASONS WHY EMPLOYEE REFERRALS PRODUCE BEST CANDIDATES
1.APPLICANTS REFERRED BY CURRENT EMPLOYEES ARE PRESCREENED BY THESE EMPLOYEES
2.CURRENT EMPLOYEES REFER OTHERS ONLY WHEN THEY ARE CONFIDENT THAT THE REFERRAL WILL NOT MAKE THEM LOOK BAD
SELECTION PROCESS
THE PROCESS OF SCREENING JOB APPLICANTS TO ENSURE THAT THE MOST APPROPRIATE CANDIDATES ARE HIRED
VALIDITY
THE PROVEN RELATIONSHIP THAT EXISTS BETWEEN A SELECTION DEVICE & SOME RELEVANT JOB CRITERION
RELIABILITY
INDICATES WHETHER THE DEVICE MEASURES THE SAME THING CONSISTENTLY
SELECTION DEVICES
1.APPLICATION FORM
2.WRITTEN TESTS
3.PERFORMANCE-SIMULATION TESTS
4.INTERVIEW
5.BACKGROUND INVESTIGATIONS
6.PHYSICAL EXAMINATION
TYPICAL WRITTEN TESTS
1.TESTS OF INTELLIGENCE
2.APTITUDE
3.ABILITY
4.INTEREST
BEST-KNOWN PERFORMANCE-SIMULATION TESTS
1.WORK SAMPLING
2.ASSESSMENT CENTERS
WORK SAMPLING
PRESENTING APPLICANTS WITH A MINIATURE MODEL OF A JOB & HAVING THEM PERFORM A SET OF TASKS CENTRAL TO IT
ASSESSMENT CENTERS
PLACES IN WHICH JOB CANDIDATES UNDERGO PERFORMANCE-SIMULATION TESTS THAT EVALUATE MANAGERIAL POTENTIAL
ASSESSMENT CENTER ACTIVITIES
1.INTERVIEWS
2.IN-BASKET PROBLEM-SOLVING EXERCISES
3.GROUP DISCUSSIONS
4.BUSINESS DECISION GAMES
2 TYPES OF BACKGROUND INVESTIGATIONS
1.VERIFICATIONS OF APPLICATION DATA
2.REFERENCE CHECKS
INTERVIEW SUGGESTIONS
1.FIXED SET OF QUESTIONS
2.DETAILED INFORMATION ABOUT THE JOB
3.MINIMIZE ANY PRIOR KNOWLEDGE OF APPLICANT
4.ASK BEHAVIORAL QUESTIONS
5.STANDARDIZED EVALUATION FORM
6.TAKE NOTES
7.AVOID SHORT INTERVIEWS
INTERVIEW QUESTIONS MANAGERS SHOULD NOT ASK
1.DATE OF BIRTH
2.HAVE FILED A WORKERS COMPENSATION CLAIM
3.PLACE OF BIRTH
4.HOME-OWNER
5.NATIVE LANGUAGE
6.CHILDREN
7.DISABILITY
8.RELIGION
POTENTIAL NEGATIVE CONSEQUENCES OF A UNREALISTIC JOB PREVIEW
1.MISMATCHED APPLICANTS ARE LESS LIKELY TO WITHDRAW FROM THE SELECTION PROCESS
2.NEW EMPLOYEES ARE LIKELY TO BECOME DISSATISFIED & LEAVE THE ORGANIZATION
3.NEW HIRES ARE PRONE TO BECOMING DISILLUSIONED WHEN THEY FACE THE REALITIES OF THE JOB
2 TYPES OF ORIENTATION
1.WORK UNIT ORIENTATION
2.ORGANIZATION ORIENTATION
DECRUITMENT
TECHNIQUES FOR REDUCING THE LABOR SUPPLY WITHIN AN ORGANIZATION
ORGANIZATION ORIENTATION
INFORMS THE NEW EMPLOYEE ABOUT THE ORGANIZATION'S OBJECTIVES, HISTORY, PHILOSOPHY, PROCEDURES, & RULES
SUCCESSFUL ORIENTATION RESULTS
1.OUTSIDER-INSIDER TRANSITION THAT MAKES THE NEW MEMBER FEEL COMFORTABLE
2.LOWERS THE LIKELIHOOD OF POOR WORK PERFORMANCE
3.REDUCES THE PROBABILITY OF A SURPRISE RESIGNATION BY THE NEW EMPLOYEE
3 CATEGORIES OF EMPLOYEE SKILLS
1.TECHNICAL
2.INTERPERSONAL
3.PROBLEM SOLVING
TECHNICAL SKILLS
THE ABILITY TO READ, WRITE, & DO MATH COMPUTATIONS
INTERPERSONAL SKILLS
LEARNING HOW TO BE A BETTER LISTENER, HOW TO COMMUNICATE IDEAS MORE CLEARLY, & HOW TO REDUCE CONFLICT
PROBLEM-SOLVING SKILLS
PARTICIPATING IN ACTIVITIES TO SHARPEN LOGIC, REASONING, & SKILLS AT DEFINING PROBLEMS; ASSESSING CAUSATION; BEING CREATIVE IN DEVELOPING ALTERNATIVES; ANALYZING ALTERNATIVES; & SELECTING SOLUTIONS
EMPLOYEE TRAINING METHODS
1.ON-THE-JOB TRAINING
2.OFF-THE-JOB TRAINING
ON-THE-JOB TRAINING METHODS
1.JOB ROTATION
2.UNDERSTUDY ASSIGNMENTS
OFF-THE-JOB TRAINING
1.CLASSROOM LECTURES
2.FILMS & VIDEOS
3.SIMULATIONS & EXERCISES
4.VESTIBULE TRAINING
PERFORMANCE MANAGEMENT SYSTEM
A PROCESS OF ESTABLISHING PERFORMANCE STANDARDS & APPRAISING EMPLOYEE PERFORMANCE IN ORDER TO ARRIVE AT HUMAN RESOURCE DECISIONS & PROVIDE DOCUMENTATION TO SUPPORT THOSE DECISIONS
PERFORMANCE APPRAISAL METHODS
1.WRITTEN ESSAYS
2.CRITICAL INCIDENTS
3.GRAPHIC RATING SCALES
4.BEHAVIORALLY ANCHORED RATING SCALES
5.MULTIPERSON COMPARISONS
6.OBJECTIVES
7.360 DEGREE FEEDBACK
WRITTEN ESSAY
WHERE AN EVALUATOR WRITES OUT A DESCRIPTION OF AN EMPLOYEE'S STRENGTHS & WEAKNESSES, PAST PERFORMANCE, & POTENTIAL
CRITICAL INCIDENTS
WHERE THE EVALUATOR FOCUSES ON THE CRITICAL BEHAVIORS THAT SEPARATE EFFECIVE FROM INEFFECTIVE JOB PERFORMANCE
GRAPHIC RATING SCALES
WHERE AN EMPLOYEE IS RATED ON A SET OF PERFORMANCE FACTORS
MULTIPERSON COMPARISONS
COMPARE 1 INDIVIDUAL'S PERFORMANCE WITH THAT OF 1 OR MORE OTHER INDIVIDUALS
GROUP ORDER RANKING
REQUIRES THE EVALUATOR TO PLACE EMPLOYEES INTO A PARTICULAR CLASSIFICATION
INDIVIDUAL RANKING
REQUIRES THE EVALUATOR TO LIST EMPLOYEES IN ORDER FROM LOWEST TO HIGHEST
PAIRED COMPARISON
WHERE EACH EMPLOYEE IS COMPARED WITH EVERY OTHER EMPLOYEE IN THE COMPARISON GROUP & RATED AS EITHER THE SUPERIOR OR WEAKER MEMBER OF PAIR
360 DEGREE FEEDBACK
UTILIZES FEEDBACK FRO SUPERVISORS, EMPLOYEES, & CO-WORKERS
ORGANIZATION COMPENSATION
1.BASE WAGES & SALARIES
2.WAGE & SALARY ADD-ONS
3.INCENTIVE PAYMENTS
FACTORS THAT INFLUENCE COMPENSATION & BENEFITS
1.EMPLOYEE TENURE & PERFORMANCE
2.KIND OF JOB PERFORMED
3.UNIONIZATION
4.LABOR OR CAPITAL INTENSIVE
5.MANAGEMENT PHILOSOPHY
6.GEOGRAPHICAL LOCATION
7.COMPANY PROFITABILITY
8.SIZE OF COMPANY
CAREER
A SEQUENCE OF POSITIONS HELD BY A PERSON DURING LIFETIME
BOUNDARYLESS CAREER
WHERE INDIVIDUALS RATHER THAN ORGANIZATIONS DEFINE CAREER PROGRESSION, ORGANIZATIONAL LOYALTY, IMPORTANT SKILLS, & MARKETPLACE VALUE
CAREER DECISIONS
1.CAREER CHOICE
2.INITIATE JOB SEARCH
NONTRADITIONAL RECRUITMENT SOURCES
1.WOMEN'S JOB NETWORKS
2.OVER-50 CLUBS
3.URBAN JOB BANKS
4.TRAINING CENTERS FOR PHYSICALLY CHALLENGED
5.ETHNIC NEWSPAPERS
6.GAY RIGHTS ORGANIZATIONS
DIVERSITY CHAMPIONS
INDIVIDUALS WHO SUPPORT & PROMOTE THE BENEFITS OF DIVERSITY
SEXUAL HARASSMENT
ANY UNWANTED ACTIVITY OF A SEXUAL NATURE THAT AFFECTS AN INDIVIDUAL'S EMPLOYMENT
BEHAVIORALLY ANCHORED RATING SCALES (BARS)
APPRAISES AN EMPLOYEE ON EXAMPLES OF ACTUAL JOB BEHAVIOR
FAMILY-FRIENDLY BENEFITS
BENEFITS THAT ACCOMMODATE EMPLOYEES' NEEDS FOR WORK-LIFE BALANCE
FAMILY-FRIENDLY BENEFITS
1.FLEXTIME
2.CHILD CARE
3.PART-TIME EMPLOYMENT
4.RELOCATION PROGRAMS
5.SUMMER CAMPS FOR EMPLOYEE CHILDREN
6.PARENTAL LEAVE
7.ADOPTION BENEFITS
DUAL-CAREER COUPLES
COUPLES IN WHICH BOTH PARTNERS HAVE PROFESSIONAL, MANAGERIAL, OR ADMINISTRATIVE OCCUPATIONS
COLLECTIVE AGREEMENTS
DEFINES SUCH THINGS AS RECRUITMENT SOURCES; CRITERIA FOR HIRING, PROMOTIONS, & LAYOFFS; TRAINING ELIGIBILITY; & DISCIPLINARY PRACTICES
3 SITUATIONS IN WHICH SEXUAL HARASSMENT CAN OCCUR
1.CREATES AN INTIMIDATING, OFFENSIVE, OR HOSTILE ENVIRONMENT
2.UNREASONABLY INTERFERES WITH AN INDIVIDUAL'S WORK
3.ADVERSELY AFFECTS AN EMPLOYEE'S EMPLOYMENT OPPORTUNITIES
WORK UNIT ORIENTATION
FAMILIARIZES THE EMPLOYEE WITH THE GOALS OF THE WORK UNIT, HOW JOB CONTRIBUTES TO THE UNIT'S GOALS, & INCLUDES AN INTRODUCTION TO NEW CO-WORKERS
SKILL-BASED PAY
PAY SYSTEM THAT REWARDS EMPLOYEES FOR THE JOB SKILLS THEY CAN DEMONSTRATE
REALISTIC JOB PREVIEW (RJP)
A PREVIEW OF A JOB THAT PROVIDES POSITIVE & NEGATIVE INFORMATION ABOUT THE JOB& COMPANY
ORIENTATION
INTRODUCTION OF A NEW EMPLOYEE TO JOB & THE ORGANIZATION