Mgmt 300 Exam #3 (Chapter 12)

Front 1

All the activities managers engage in to attract and retain employees and ensure that they perform at a high level and contribute to the accomplishment of organizational goals.

Back 1

Human Resource Management

Front 2

How many components are there to a human resource management system?

Back 2

5

Front 3

What are the components of a human resource management system?

Back 3

1.) Recruitment and Selection
2.) Labor Relations
3) Pay and Benefits
4.) Performance and Appraisal and feedback
5.) Training and Development

Front 4

The process by which managers design the components of an HRM system to be consistent with each other, with other elements of the organizational architecture, and with the organization's strategy and goals.

Back 4

Strategic Human Resource Management

Front 5

This component of the human resource management system deals with attracting and hiring new people to help a company gain competitive advantage.

Back 5

Recruitment and Selection

Front 6

______ is used to ensure that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and in the future.

Back 6

Training and Development

Front 7

This component serves two purposes:
1.) Provides managers with information they need to make good human resource decisions.
2.) Gives employees appropriate feedback on their performances.

Back 7

Performance Appraisal and Feedback

Front 8

On the basis of performance appraisal and feedback, employers determine someones ________.

Back 8

Pay and Benefits

Front 9

This component of the HRM system often deals with employee labor unions.

Back 9

Labor Relations

Front 10

The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.

Back 10

Equal Employment Opportunity

Front 11

This is the division of the Department of Justice that enforces most of the EEO laws and handles discrimination complaints.

Back 11

The Equal Employment Opportunity Commission

Front 12

This law requires that men and women be paid equally if they were performing equal work.

Back 12

Equal Pay Act

Front 13

This law prohibits discrimination in employment decsions on teh basis of race, religion, sex, color, or national origin; covers a wide range of employment decisions, including hiring, firing, pay, promotion, and working conditions.

Back 13

Title V11 of the Civil Rights Act

Front 14

Prohibits discrimination against women in employment decisions on the basis of pregnancy, childbirth, and related medical decisions.

Back 14

Pregnancy Discrimination Act

Front 15

Prohibits discrimination against individuals with disabilities in employment decisions and requires that employers make accomodations for such workers to enable them to perform their jobs.

Back 15

Americans with Disabilities Act

Front 16

This prohibits discrimination (as does Title V11) and allows for the awarding of punitive and compensatory damages, in addition to back pay, in case of intentional discrimination.

Back 16

Civil Rights Act

Front 17

Requires that employers provide 12 weeks of unpaid leave for medical and family reasons including paternity and illness of a family member.

Back 17

Family and Medical Leave Act

Front 18

All the activities managers engage in to develop a pool of qualified candidates for open positions.

Back 18

Recruitment

Front 19

The process by which amangers determine the relative qualifications of job applicants and their potential for performing well in a particular job.

Back 19

Selection

Front 20

The activities that managers engange in to develop a pool of qualified candidates for open positions.

Back 20

Recruitment

Front 21

These estimate the qualifications and numbers of employees an organization will need given its goals and strategies.

Back 21

Demand Forecasts

Front 22

These estimate employees an organization will need given its goals and strategies.

Back 22

Supply Forecasts

Front 23

________ing means using oustide suppliers and manufacturers to produce goods and services.

Back 23

Outsourceing

Front 24

When managers recruit ______ to fill open positions, they look outside the organization for people who have not worked for the organization before.

Back 24

External Recruiting

Front 25

When recruiting is _______, managers turn to existing employees to fill open positions.

Back 25

Internal

Front 26

______ is a type of job change that entails no major changes in responsibility or authority levels.

Back 26

Lateral Move

Front 27

An honest assesment of the advantages and disadvantages of a job and organization.

Back 27

Realistic Job Preview

Front 28

In a _______, managers ask each applicant the same standard questions. Particularly informative questions may involve situational interview questions.

Back 28

A structured interview

Front 29

A ________ proceeds more like an ordinary conversation.

Back 29

An Unstructured Interview

Front 30

The evaluation of employee's job performance and contributions to the organization.

Back 30

Performance Appraisal

Front 31

The process through which managers share share performance appraisal information with their subordinates.

Back 31

Performance Appraisal

Front 32

Managers and superiors are the most likely to complete performance appraisals. True or False?

Back 32

True

Front 33

Self appraisals, peer abraisal, subordinates, and clients DONT complete appraisals. True or False?

Back 33

False

Front 34

The process through which managers share share performance appraisal information with their subordinates.

Back 34

Performance Appraisal

Front 35

These types of appraisals are based on facts, and is likely to be numerical.

Back 35

Objective Appraisal

Front 36

These are based on manager's perceptions of traits, behaviors, or results.

Back 36

Subjective Appraisals

Front 37

Managers and superiors are the most likely to complete performance appraisals. True or False?

Back 37

True

Front 38

Self appraisals, peer abraisal, subordinates, and clients DONT complete appraisals. True or False?

Back 38

False

Front 39

The process through which managers share share performance appraisal information with their subordinates.

Back 39

Performance Appraisal

Front 40

Managers and superiors are the most likely to complete performance appraisals. True or False?

Back 40

True

Front 41

These types of appraisals are based on facts, and is likely to be numerical.

Back 41

Objective Appraisal

Front 42

These are based on manager's perceptions of traits, behaviors, or results.

Back 42

Subjective Appraisals

Front 43

Self appraisals, peer abraisal, subordinates, and clients DONT complete appraisals. True or False?

Back 43

False

Front 44

These types of appraisals are based on facts, and is likely to be numerical.

Back 44

Objective Appraisal

Front 45

These are based on manager's perceptions of traits, behaviors, or results.

Back 45

Subjective Appraisals

Front 46

These are based on managers' perceptions of traits, behaviors, or results.

Back 46

Subjective Appraisals

Front 47

With a _______ perfromance is assessed along a scale with clearly defined scale points containing examples of specific behaviors.

Back 47

BARS

Front 48

With a ______ performance is assessed by how often specific behaviors are performed.

Back 48

BOS

Front 49

To improve motivation and performance, some organizations include ______ appraisals and feedback in their performance appraisal systems.

Back 49

360 Degree Performance

Front 50

A performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager's performance.

Back 50

360 Degree Performance Appraisal

Front 51

This is a broad comparative concept that refers to how an organization's pay incentives compare, in general, to those of other organizations in the same industry employing similar kinds of workers.

Back 51

Pay Level

Front 52

This clusters jobs into categories refvlecting their relative importance to the organization and its goals, levels of skill required, and other characteristics managers consider to be important.

Back 52

Pay Structure

Front 53

A plan from which employees can choose the benefits that they want.

Back 53

Cafeteria-Style Benefit Plan

Front 54

The activities that managers engage in to ensure that they hae effective working relationships with the labor unions that represent their employees'interests.

Back 54

Labor Relations

Front 55

These exist to represent workers' interests in organizations.

Back 55

Unions

Front 56

Negotiating between labor unions and managers resolve conflicts and disputes about important issues such as working hours, wages, working conditions, and job security.

Back 56

Collective Bargaining

Front 57

What are the steps in the collective bargaining process?

Back 57

1.) Go on strike
2.) Negotiations are agreed upon through a mediator
3.) Union leaders and managers sign a contract

Front 58

Negotiating between labor unions and managers resolve conflicts and disputes about important issues such as working hours, wages, working conditions, and job security.

Back 58

Collective Bargaining

Front 59

A neutral third party called in to resolve the conflict.

Back 59

Arbitrator

Front 60

What are the steps in the collective bargaining process?

Back 60

1.) Go on strike
2.) Negotiations are agreed upon through a mediator
3.) Union leaders and managers sign a contract

Front 61

This is a procedure through which workers who believe they are not being fairly treated are allowed to voice their concerns and have their interests represented by the union.

Back 61

Grievance Procedures

Front 62

A neutral third party called in to resolve the conflict.

Back 62

Arbitrator

Front 63

This is a procedure through which workers who believe they are not being fairly treated are allowed to voice their concerns and have their interests represented by the union.

Back 63

Grievance Procedures