Management Chapter 11

Front 1

Social contract

Back 1

reflects expectations in the employee-employer relationship

Front 2

human resource management (HRM)

Back 2

is the process of attracting, developing, and maintaining a high-quality workforce

Front 3

Three major responisbilities of HRM

Back 3

1. Attracting a quality work force
2. Developing a quality workforce
3. Maintaining a quality workforce

Front 4

Strategic HRM

Back 4

mobilizes human capital to implement organizational strategies

Front 5

Human capital

Back 5

economic value of people with job relevant abilities, knowledge, ideas, energies, and commitments

Front 6

Discrimination

Back 6

occurs when someone is denied a job or job assignment for reasons not job relevant

Front 7

Equal opportunity employment

Back 7

is the right to employment and advancement without regard to race, sex, religion, color, or nat. orgin

Front 8

Affirative action

Back 8

is an effort to give preference in employment to women and minority group memebers

Front 9

Bona Fide occupational qualifications

Back 9

are employment criteria justified by capacity to perform a job

Front 10

4 reasons you can't be descriminated against

Back 10

1. Disabilites
2. Age
3. Pregnancy
4. Family Matters

Front 11

Sexual Harrasment

Back 11

is behavior of a sexual nature that affects a person's employment situation

Front 12

Comparable worth

Back 12

holds that persons performing jobs of similar importance should be paid at comparable levels

Front 13

Independant contractors

Back 13

are hired as needed and are not part of the organization's permanent work force

Front 14

Workplace privacy

Back 14

is the right to privacy at work

Front 15

permatemps

Back 15

they work off and on without benefits

Front 16

Human resource planning

Back 16

analyzes staffing needs and identifies actions to fill those needs

Front 17

job analysis

Back 17

studies exactly what is done in a job and why

Front 18

job description

Back 18

details the duties and responsibilities of a job holder

Front 19

job specifications

Back 19

list the qualifications required of a job holder

Front 20

recruitment

Back 20

is a set of activities designed to attract a qualified pool of job applicants

Front 21

Ways to reruit people (3)

Back 21

1. advertisment of job vacancy
2. preliminary contact with potential job applicants
3. intitial screening to form a pool

Front 22

Internal recruitment

Back 22

seeks applicants from inside the organization

Front 23

Traditional recruitment

Back 23

the emphasis is selling the organization to job applicants

Front 24

Realistic job previews

Back 24

provide job candidates with all pertinent information about a job and organization

Front 25

Selection

Back 25

is choosing individuals to hire from a pool of qualified job applicants

Front 26

Selection process (the 6 steps)

Back 26

1. Formal application
2. Interviewing
3. Testing
4. Reference checks
5. Physical examination
6. Final analysis to hire

Front 27

Reliability

Back 27

means a selection device gives consistent results over repeated measures

Front 28

Validity

Back 28

means scores on a slection device have demonstrated links with future job performance

Front 29

assessment center

Back 29

examines how job candidates handle simulated work situations

Front 30

work sampling

Back 30

applicants are evaluated while performing actual work tasks

Front 31

Socialization

Back 31

systematically influences the expectations behavior and attitudes of new employees. "learn the ropes"

Front 32

orientation

Back 32

familiarizes new employees with jobs, co-workers, and organizational policies and services

Front 33

Training

Back 33

provides learing opportunities to acquire and improve job related skills

Front 34

Coaching

Back 34

occurs as an experienced person teachers a newbie

Front 35

Mentoring

Back 35

assigns early protogies to senior ones

Front 36

Modeling

Back 36

uses personal behavior to demonstrate performance of others

Front 37

Management development

Back 37

training to improve knowledge and skills in the management process

Front 38

middle management

Back 38

benefit from training for multifunctional viewpoints

Front 39

lower management

Back 39

teach them team leadership and communcation

Front 40

top managers

Back 40

need to be taught advanced techinques

Front 41

performance management system

Back 41

sets standards, assesses results, and plans for performance improvements

Front 42

performance appraisal

Back 42

is the process of formally evaluating performance and providing feedback to a job holder

Front 43

graphic rating scale

Back 43

uses a checklist of traits or charecteristics to evaluate performance

Front 44

behaviorally anchored rating scale

Back 44

uses specific descriptions of actual behaviors to rate various levels of performance

Front 45

critical incident technique

Back 45

keeps a log of someones effective and ineffective job behaviors

Front 46

multiperson comparison

Back 46

compares one person's performance with that of others

Front 47

career

Back 47

is a sequence of jobs that constitutes what a person does for a living

Front 48

career planning

Back 48

is the process of matching career goals and individual capabilities with opportunities for their fulfillment

Front 49

flexible benefits

Back 49

program allow employees to choose from a range of options

Front 50

labor union

Back 50

organization that deals with the employers on the workers collective behalf

Front 51

replacement decisions

Back 51

promotions, transfers, terminations, layoffs, and retirements

Front 52

labor contract

Back 52

formal agreement bw union and employer for the union members

Front 53

collective bargaining

Back 53

the process of negotiating, administering and intpreting a labor contract