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70 Cards in this Set
- Front
- Back
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HIGH PERFORMANCE WORK PRACTICES
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WORK PRACTICES THAT LEAD TO BOTH HIGH INDIVIDUAL & HIGH ORGANIZATIONAL PERFORMANCE
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HIGH PERFORMANCE WORK PRACTICES--COMMON THREAD
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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 |
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HUMAN RESOURCE MANAGEMENT PROCESS
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ACTIVITIES NECESSARY FOR STAFFING THE ORGANIZATION & SUSTAINING HIGH EMPLOYEE PERFORMANCE
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EXAMPLES OF HIGH PERFORMANCE WORK PRACTICES
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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 |
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HUMAN RESOURCE MANAGEMENT PROCESS
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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 |
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ENVIRONMENTAL FACTORS THAT MOST DIRECTLY INFLUENCE THE HRM PROCESS
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1. EMPLOYEE LABOR UNIONS
2. GOVERNMENTAL LAWS & REGULATIONS |
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LABOR UNION
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AN ORGANIZATION THAT REPRESENTS WORKERS & SEEKS TO PROTECT THEIR INTERESTS THROUGH COLLECTIVE BARGAINING
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AFFIRMATIVE ACTION
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PROGRAMS REFRAIN FROM DISCRIMINATION & ENHANCE THE STATUS OF MEMBERS OF PROTECTED GROUPS
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HUMAN RESOURCE PLANNING
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THE PROCESS BY WHICH MANAGERS ENSURE THAT THEY HAVE THE RIGHT PEOPLE IN THE RIGHT PLACES AT THE RIGHT TIMES
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2 STEPS OF HUMAN RESOURCE PLANNING
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1.ASSESSING CURRENT HUMAN RESOURCES
2.ASSESSING FUTURE HUMAN RESOURCE NEEDS & DEVELOPING A PROGRAM TO MEET THOSE NEEDS |
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HUMAN RESOURCE INVENTORY
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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
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JOB ANALYSIS
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ASSESSMENT THAT DEFINES JOBS & THE BEHAVIORS NECESSARY TO PERFORM THEM
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INFORMATION FOR A JOB ANALYSIS CAN BE GATHERED THROUGH THE FOLLOWING METHODS
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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 |
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JOB DESCRIPTION
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A WRITTEN STATEMENT OF WHAT A JOBHOLDER DOES, HOW IT IS DONE, & WHY IT IS DONE; DESCRIBES JOB CONTENT, ENVIRONMENT, & CONDITIONS OF EMPLOYMENT
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JOB SPECIFICATION
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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
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RECRUITMENT
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THE PROCESS OF LOCATING, IDENTIFYING, & ATTRACTING CAPABLE APPLICANTS
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3 FACTORS THAT INFLUENCE THE SOURCE OF POTENTIAL JOB CANDIDATES
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1. LOCAL LABOR MARKET
2. TYPE OR LEVEL OF POSITION 3. SIZE OF ORGANIZATION |
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REASONS WHY EMPLOYEE REFERRALS PRODUCE BEST CANDIDATES
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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 |
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SELECTION PROCESS
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THE PROCESS OF SCREENING JOB APPLICANTS TO ENSURE THAT THE MOST APPROPRIATE CANDIDATES ARE HIRED
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VALIDITY
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THE PROVEN RELATIONSHIP THAT EXISTS BETWEEN A SELECTION DEVICE & SOME RELEVANT JOB CRITERION
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RELIABILITY
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INDICATES WHETHER THE DEVICE MEASURES THE SAME THING CONSISTENTLY
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SELECTION DEVICES
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1.APPLICATION FORM
2.WRITTEN TESTS 3.PERFORMANCE-SIMULATION TESTS 4.INTERVIEW 5.BACKGROUND INVESTIGATIONS 6.PHYSICAL EXAMINATION |
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TYPICAL WRITTEN TESTS
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1.TESTS OF INTELLIGENCE
2.APTITUDE 3.ABILITY 4.INTEREST |
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BEST-KNOWN PERFORMANCE-SIMULATION TESTS
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1.WORK SAMPLING
2.ASSESSMENT CENTERS |
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WORK SAMPLING
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PRESENTING APPLICANTS WITH A MINIATURE MODEL OF A JOB & HAVING THEM PERFORM A SET OF TASKS CENTRAL TO IT
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ASSESSMENT CENTERS
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PLACES IN WHICH JOB CANDIDATES UNDERGO PERFORMANCE-SIMULATION TESTS THAT EVALUATE MANAGERIAL POTENTIAL
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ASSESSMENT CENTER ACTIVITIES
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1.INTERVIEWS
2.IN-BASKET PROBLEM-SOLVING EXERCISES 3.GROUP DISCUSSIONS 4.BUSINESS DECISION GAMES |
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2 TYPES OF BACKGROUND INVESTIGATIONS
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1.VERIFICATIONS OF APPLICATION DATA
2.REFERENCE CHECKS |
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INTERVIEW SUGGESTIONS
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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 |
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INTERVIEW QUESTIONS MANAGERS SHOULD NOT ASK
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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 |
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POTENTIAL NEGATIVE CONSEQUENCES OF A UNREALISTIC JOB PREVIEW
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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 |
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2 TYPES OF ORIENTATION
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1.WORK UNIT ORIENTATION
2.ORGANIZATION ORIENTATION |
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DECRUITMENT
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TECHNIQUES FOR REDUCING THE LABOR SUPPLY WITHIN AN ORGANIZATION
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ORGANIZATION ORIENTATION
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INFORMS THE NEW EMPLOYEE ABOUT THE ORGANIZATION'S OBJECTIVES, HISTORY, PHILOSOPHY, PROCEDURES, & RULES
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SUCCESSFUL ORIENTATION RESULTS
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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 |
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3 CATEGORIES OF EMPLOYEE SKILLS
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1.TECHNICAL
2.INTERPERSONAL 3.PROBLEM SOLVING |
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TECHNICAL SKILLS
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THE ABILITY TO READ, WRITE, & DO MATH COMPUTATIONS
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INTERPERSONAL SKILLS
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LEARNING HOW TO BE A BETTER LISTENER, HOW TO COMMUNICATE IDEAS MORE CLEARLY, & HOW TO REDUCE CONFLICT
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PROBLEM-SOLVING SKILLS
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PARTICIPATING IN ACTIVITIES TO SHARPEN LOGIC, REASONING, & SKILLS AT DEFINING PROBLEMS; ASSESSING CAUSATION; BEING CREATIVE IN DEVELOPING ALTERNATIVES; ANALYZING ALTERNATIVES; & SELECTING SOLUTIONS
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EMPLOYEE TRAINING METHODS
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1.ON-THE-JOB TRAINING
2.OFF-THE-JOB TRAINING |
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ON-THE-JOB TRAINING METHODS
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1.JOB ROTATION
2.UNDERSTUDY ASSIGNMENTS |
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OFF-THE-JOB TRAINING
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1.CLASSROOM LECTURES
2.FILMS & VIDEOS 3.SIMULATIONS & EXERCISES 4.VESTIBULE TRAINING |
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PERFORMANCE MANAGEMENT SYSTEM
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A PROCESS OF ESTABLISHING PERFORMANCE STANDARDS & APPRAISING EMPLOYEE PERFORMANCE IN ORDER TO ARRIVE AT HUMAN RESOURCE DECISIONS & PROVIDE DOCUMENTATION TO SUPPORT THOSE DECISIONS
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PERFORMANCE APPRAISAL METHODS
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1.WRITTEN ESSAYS
2.CRITICAL INCIDENTS 3.GRAPHIC RATING SCALES 4.BEHAVIORALLY ANCHORED RATING SCALES 5.MULTIPERSON COMPARISONS 6.OBJECTIVES 7.360 DEGREE FEEDBACK |
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WRITTEN ESSAY
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WHERE AN EVALUATOR WRITES OUT A DESCRIPTION OF AN EMPLOYEE'S STRENGTHS & WEAKNESSES, PAST PERFORMANCE, & POTENTIAL
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CRITICAL INCIDENTS
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WHERE THE EVALUATOR FOCUSES ON THE CRITICAL BEHAVIORS THAT SEPARATE EFFECIVE FROM INEFFECTIVE JOB PERFORMANCE
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GRAPHIC RATING SCALES
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WHERE AN EMPLOYEE IS RATED ON A SET OF PERFORMANCE FACTORS
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MULTIPERSON COMPARISONS
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COMPARE 1 INDIVIDUAL'S PERFORMANCE WITH THAT OF 1 OR MORE OTHER INDIVIDUALS
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GROUP ORDER RANKING
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REQUIRES THE EVALUATOR TO PLACE EMPLOYEES INTO A PARTICULAR CLASSIFICATION
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INDIVIDUAL RANKING
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REQUIRES THE EVALUATOR TO LIST EMPLOYEES IN ORDER FROM LOWEST TO HIGHEST
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PAIRED COMPARISON
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WHERE EACH EMPLOYEE IS COMPARED WITH EVERY OTHER EMPLOYEE IN THE COMPARISON GROUP & RATED AS EITHER THE SUPERIOR OR WEAKER MEMBER OF PAIR
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360 DEGREE FEEDBACK
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UTILIZES FEEDBACK FRO SUPERVISORS, EMPLOYEES, & CO-WORKERS
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ORGANIZATION COMPENSATION
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1.BASE WAGES & SALARIES
2.WAGE & SALARY ADD-ONS 3.INCENTIVE PAYMENTS |
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FACTORS THAT INFLUENCE COMPENSATION & BENEFITS
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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 |
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CAREER
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A SEQUENCE OF POSITIONS HELD BY A PERSON DURING LIFETIME
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BOUNDARYLESS CAREER
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WHERE INDIVIDUALS RATHER THAN ORGANIZATIONS DEFINE CAREER PROGRESSION, ORGANIZATIONAL LOYALTY, IMPORTANT SKILLS, & MARKETPLACE VALUE
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CAREER DECISIONS
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1.CAREER CHOICE
2.INITIATE JOB SEARCH |
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NONTRADITIONAL RECRUITMENT SOURCES
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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 |
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DIVERSITY CHAMPIONS
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INDIVIDUALS WHO SUPPORT & PROMOTE THE BENEFITS OF DIVERSITY
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SEXUAL HARASSMENT
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ANY UNWANTED ACTIVITY OF A SEXUAL NATURE THAT AFFECTS AN INDIVIDUAL'S EMPLOYMENT
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BEHAVIORALLY ANCHORED RATING SCALES (BARS)
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APPRAISES AN EMPLOYEE ON EXAMPLES OF ACTUAL JOB BEHAVIOR
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FAMILY-FRIENDLY BENEFITS
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BENEFITS THAT ACCOMMODATE EMPLOYEES' NEEDS FOR WORK-LIFE BALANCE
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FAMILY-FRIENDLY BENEFITS
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1.FLEXTIME
2.CHILD CARE 3.PART-TIME EMPLOYMENT 4.RELOCATION PROGRAMS 5.SUMMER CAMPS FOR EMPLOYEE CHILDREN 6.PARENTAL LEAVE 7.ADOPTION BENEFITS |
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DUAL-CAREER COUPLES
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COUPLES IN WHICH BOTH PARTNERS HAVE PROFESSIONAL, MANAGERIAL, OR ADMINISTRATIVE OCCUPATIONS
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COLLECTIVE AGREEMENTS
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DEFINES SUCH THINGS AS RECRUITMENT SOURCES; CRITERIA FOR HIRING, PROMOTIONS, & LAYOFFS; TRAINING ELIGIBILITY; & DISCIPLINARY PRACTICES
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3 SITUATIONS IN WHICH SEXUAL HARASSMENT CAN OCCUR
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1.CREATES AN INTIMIDATING, OFFENSIVE, OR HOSTILE ENVIRONMENT
2.UNREASONABLY INTERFERES WITH AN INDIVIDUAL'S WORK 3.ADVERSELY AFFECTS AN EMPLOYEE'S EMPLOYMENT OPPORTUNITIES |
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WORK UNIT ORIENTATION
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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
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SKILL-BASED PAY
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PAY SYSTEM THAT REWARDS EMPLOYEES FOR THE JOB SKILLS THEY CAN DEMONSTRATE
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REALISTIC JOB PREVIEW (RJP)
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A PREVIEW OF A JOB THAT PROVIDES POSITIVE & NEGATIVE INFORMATION ABOUT THE JOB& COMPANY
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ORIENTATION
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INTRODUCTION OF A NEW EMPLOYEE TO JOB & THE ORGANIZATION
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