Mgmt Chapter 9

Front 1

Human resource management

Back 1

activities undertaken to attract, develop, and maintain an effective workforce within an organization.

Front 2

Human capital

Back 2

economic value of the knowledge, experience, skills, and capabilities of employees.

Front 3

Human resource information system

Back 3

an integrated computer system designed to provide data and information used in HR planning and decision making.

Front 4

Discrimination

Back 4

the hiring or promoting of applicants based on criteria that are not job relevant.

Front 5

Affirmative action

Back 5

a policy requiring employers to take positive steps to guarantee equal employment opportunities for people within protected groups.

Front 6

Contingent workers

Back 6

are people who work for an organization but not on a permanent or full-time basis, including temporary placements, contracted professionals, or leased employees.

Front 7

Virtual team

Back 7

a team made up of members who are geographically or organizationally dispersed, rarely meet face to face, and do their work using advanced information technologies.

Front 8

Telecommuting

Back 8

using computers and telecommunication equipment to perform work from home or another remote location.

Front 9

Downsizing

Back 9

intentional, planned reduction in the size of a company’s workforce.

Front 10

Matching model

Back 10

an employee election approach in which the organization and the applicant attempt to match each other’s needs, interest, and values.

Front 11

Human resource planning

Back 11

the forecasting of HR needs and the projected matching of individuals with expected job vacancies.

Front 12

Recruiting

Back 12

the activities or practices that define the desired characteristics of applicants for specific jobs.

Front 13

Job analysis

Back 13

the systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job.

Front 14

Job description

Back 14

a concise summary of the specific tasks and responsibilities of a particular job.

Front 15

Job specification

Back 15

an outline of the knowledge, skills, education, and physical abilities needed to adequately perform a job.

Front 16

Realistic job preview (RJP)

Back 16

a recruiting approach that gives applicants all pertinent and realistic information about the job and the organization.

Front 17

Selection

Back 17

the process of determining the skills, abilities, and other attributes a person needs to perform a particular job.

Front 18

Validity

Back 18

the relationship between an applicant’s score on a selection device and his or her future job performance.

Front 19

Application form

Back 19

a device for collecting information about an applicant’s education, previous job experience, and other background characteristics.

Front 20

Employment test

Back 20

a written or computer-based test designed to measure a particular attribute such as intelligence or aptitude.

Front 21

Assessment center

Back 21

a technique for selecting individuals with high managerial potential based on their performance on a series of simulated managerial tasks.

Front 22

On-the-job training

Back 22

type of training in which an experienced employee adopts a new employee to teach him or her to perform job duties.

Front 23

Corporate university

Back 23

an in-house training and education facility that offers broad-based learning opportunities for employees.

Front 24

Workforce optimization

Back 24

implementing strategies to put the right people in the right jobs, make the best use of employee talent and skills, and develop human capital for the future.

Front 25

Performance appraisal

Back 25

the process of observing and evaluating an employee’s performance, recording the assessment, and providing feedback to the employee.

Front 26

360-degree feedback

Back 26

a process that uses multiple raters, including self-rating, to appraise employee performance and guide development.

Front 27

Stereotyping

Back 27

placing an employee into a class or category based on one or a few traits or characteristics.

Front 28

Halo effect

Back 28

a type of rating error that occurs when an employee receives the same rating on his or her performance on individual ones.

Front 29

Behaviorally anchored rating scale (BARS)

Back 29

a rating technique that relates an employee’s performance to specific job-related incidents.

Front 30

Compensation

Back 30

monetary payments and nonmonetary goods/commodities used to reward employees.

Front 31

Job evaluation

Back 31

the process of determining the value of jobs within an organization through an examination of job content.

Front 32

Wage and salary surveys

Back 32

surveys that show what other organizations pay incumbents in jobs that match a sample of key jobs selected by the organization.

Front 33

Pay-for-performance

Back 33

incentive pay that ties at least port of compensation to employee effort and performance.

Front 34

Exit interview

Back 34

an interview conducted with departing employees to determine the reasons for their termination.

Front 35

Ethnocentrism

Back 35

the belief that one’s own group or subculture is inherently superior to other groups or cultures.

Front 36

Monoculture

Back 36

a culture that accepts only one way of doing things and one set of values and beliefs.

Front 37

Ethno relativism

Back 37

the belief that groups and subcultures are inherently equal.

Front 38

Pluralism

Back 38

an environment in which the organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored.

Front 39

Glass ceiling

Back 39

an invisible barrier that separates woman and minorities from top management positions.