Mgt 3310-Chapter 9-Human Resource Management

Front 1

Ability test

Back 1

These measure physical abilities, strength and stamina, mechanical ability, mental abilities, and clerical abilities.

Front 2

Personality tests

Back 2

These measure such things as adjustment, energy, sociability, independence and the need for achievement.

Front 3

Performance tests

Back 3

These measure performance on actual job tasks

Front 4

Ability test

Back 4

A test given to a telephone operator for hearing would be an example of what type of test?

Front 5

Performance test

Back 5

If a secretary were asked to perform a typing drill, this test would be an example of what common type of employment test?

Front 6

Validity

Back 6

The extent to which a test measures what it purports to measure.

Front 7

Valid test

Back 7

This type of test is one that measures what it purports to measure, and it must be free of bias.

Front 8

Establish the mission and the vision

Back 8

What is the first step in the strategic human resource process?

Front 9

Strategic Human Resource Management Process

Back 9

The purpose of this is to get the optimum work performance to help realize company’s mission and vision

Front 10

Equal Pay Act of 1963

Back 10

this act requires men and women be paid equally for performing equal work

Front 11

Civil Rights Act, Title VII of 1964

Back 11

This act prohibits discrimination on the basis of race, color, religion, national origin or sex

Front 12

Age Discrimination in Employment Act (ADEA)

Back 12

This act prohibits discrimination in employee over 40 years old

Front 13

OSHA Occupational Safety and Health Act of 1970

Back 13

This act establishes minimum health and safety standards in organizations

Front 14

ERISA Employee Retirement Income Security Act

Back 14

This act sets rules for managing pension plans

Front 15

PDA Pregnancy Discrimination Act of 1978

Back 15

This act broadens discrimination to cover pregnancy, childbirth, and related medical conditions, protects job security during maternity leave

Front 16

Mandatory Retirement Act of 1978

Back 16

this act prohibits forced retirement of employees under 70

Front 17

COBRA of 1986

Back 17

this act requires an extension of health insurance benefits after termination

Front 18

IRCA of 1986

Back 18

This act prohibits unlawful employment of aliens and unfair immigration-related employment practices

Front 19

WARN Worker Adjustment and Retraining Notification Act of 1988

Back 19

This act requires organizations with 100 or more employees to give 60 days notice for mass layoffs or plant closings

Front 20

ADA 1990

Back 20

this act prohibits discrimination against qualified employees with physical or mental disabilities or chronic illness

Front 21

Civil Rights Act of 1991

Back 21

This act amends and clarifies Title VII, the ADA and other laws

Front 22

FMLA of 1993

Back 22

This act requires employers to provide 12 weeks of unpaid leave for medical and family reasons, including for childbirth, adoption or family emergency.

Front 23

Employee referrals

Back 23

The most effective external sources of human resources are what.. according to HR professionals?

Front 24

Public employment agencies OR Unions

Back 24

According to HR professionals what are considered the least satisfactory sources for finding qualified applicants.

Front 25

Assessment (first step)

Back 25

Is training needed? Is a question answered in what step in the training process

Front 26

Objectives (second step)

Back 26

What should training achieve? Is a question answered in what step of the training process?

Front 27

Evaluation

Back 27

Is the training working? Is a questions answered in what step of the training process?

Front 28

Basic computer skills

Back 28

What is the one area wherein the largest percentage of organizations are offering formal training?

Front 29

Lectures, videotapes, and workbooks

Back 29

If people are to learn facts, such as work rules or legal matters name one of the methods the book recommends to use for that type of training?

Front 30

Coaching

Back 30

This is when a subordinate is taken under the wing of an experienced employee who points out what’s required in the new job

Front 31

Training positions

Back 31

This is when trainees are given positions as assistants to experienced managers

Front 32

Job rotation

Back 32

This is when employees are given lateral transfers to allow them to work at different jobs

Front 33

Planned work activities

Back 33

This is when trainees are given important work assignments to develop their experience

Front 34

Classroom programs

Back 34

What is the most frequently used kind of off-the-job instruction, according to a survey?

Front 35

Trait appraisals

Back 35

These types of appraisals are ratings of such subjective attributes as ‘attitude”, “initiative” and “leadership”.

Front 36

Behavioral appraisals

Back 36

These types of appraisals measure specific, observable aspects of performance, such as being on time for work.

Front 37

Promotion

Back 37

This refers to moving an employee to a higher-level position

Front 38

Transfer

Back 38

The movement of an employee to a different job with similar responsibility

Front 39

Demotion

Back 39

When an employee has his or her current responsibilities, pay and perquisites taken away or reduced

Front 40

Layoffs, Downsizing and Firings

Back 40

What are the three types of dismissals

Front 41

Layoff

Back 41

Where a person has been dismissed temporarily and may be recalled later when economic conditions improve

Front 42

Downsizing

Back 42

This is a permanent dismissal and there is no rehiring later

Front 43

Firings

Back 43

This is when a person is dismissed permanently for cause.

Front 44

Alcoholism

Back 44

A chronic, progressive and potentially fatal disease characterized by a growing compulsion to drink.

Front 45

Quid pro quo sexual harassment

Back 45

This type of harassment refers to where the person to whom the unwanted sexual attention is directed is put in the position of jeopardizing being hired for a job or obtaining job benefits or opportunities unless he or she implicitly or explicitly acquiesces

Front 46

Hostile environment sexual harassment (offensive work environment)

Back 46

In this type of harassment the person being sexually harassed doesn’t risk economic harm but experiences an offensive or intimidating work environment, as might be the case when one has to put up with lewd jokes or sexually oriented graffiti.

Front 47

360-degree assessment

Back 47

With this employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients.

Front 48

Affirmative action

Back 48

This focuses on achieving equality of opportunity within an organization.

Front 49

Assessment center

Back 49

This is where management candidates participate in activities for a few days while being assessed by evaluators.

Front 50

Base pay

Back 50

This consists of the basic wage or salary paid to employees in exchange for doing their jobs.

Front 51

Behavioral-description interview

Back 51

In this interview, the interviewer explores what applicants have actually done in the past.

Front 52

The behaviorally anchored rating scale (BARS)

Back 52

This rates employee gradations in performance according to scales of specific behaviors.

Front 53

Benefits, or fringe benefits

Back 53

These are additional non-monetary forms of compensation designed to enrich the lives of all employees in the organization.

Front 54

Collective bargaining

Back 54

This consists of negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security.

Front 55

Compensation

Back 55

This has three parts: (1) wages or salaries, (2) incentives, and (3) benefits.

Front 56

In computer-assisted instruction (CAI)

Back 56

In this computers are used to provide additional help or to reduce instructional time.

Front 57

Development

Back 57

This is the term describing educating professionals and managers in the skills they need to do their jobs in the future.

Front 58

Discrimination

Back 58

This occurs when people are hired or promoted—or denied hiring or promotion—for reasons not relevant to the job.

Front 59

Employment tests

Back 59

These consist of any procedure used in the employment selection decision process.

Front 60

Equal Employment Opportunity (EEO) Commission

Back 60

The job of this is to enforce anti-discrimination and other employment-related laws.

Front 61

External recruiting

Back 61

This means attracting job applicants from outside the organization.

Front 62

Formal appraisals

Back 62

These are conducted at specific times throughout the year and are based on performance measures that have been established in advance.

Front 63

Human resource (HR) management

Back 63

This consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce.

Front 64

Informal appraisals

Back 64

These are conducted on an unscheduled basis and consist of less rigorous indications of employee performance.

Front 65

Internal recruiting

Back 65

This means making people already employed by the organization aware of job opening.

Front 66

Job analysis

Back 66

The purpose of this is to determine, by observation and analysis, the basic elements of a job.

Front 67

A job description

Back 67

This summarizes what the holder of the job does and how and why he or she does it.

Front 68

Job posting

Back 68

This refers to placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organization’s intranet.

Front 69

A job specification

Back 69

This describes the minimum qualifications a person must have to perform the job successfully.

Front 70

National Labor Relations Board

Back 70

Legislation passed in 1935 resulted in the the creation of this, which enforces procedures whereby employees may vote to have a union and for collective bargaining.

Front 71

Objective appraisals, also called results appraisals

Back 71

These are appraisals based on facts and are often numerical.

Front 72

Orientation

Back 72

The helping of newcomers to fit smoothly into the job and the organization.

Front 73

Performance appraisal

Back 73

This consists of (1) assessing an employee’s performance and (2) providing him or her with feedback.

Front 74

realistic job preview

Back 74

this gives a candidate a picture of both positive and negative features of the job and organization before he or she is hired.

Front 75

Recruiting

Back 75

This is the process of locating and attracting qualified applicants for jobs open in the organization.

Front 76

The selection process

Back 76

the screening of job applicants to hire the best candidate.

Front 77

Sexual harassment

Back 77

This consists of unwanted sexual attention that creates an adverse work environment.

Front 78

Situational interview

Back 78

In this interview, the interviewer focuses on hypothetical situations.

Front 79

Strategic human resource planning

Back 79

This consists of developing a systematic, comprehensive strategy for (a) understanding current employee needs and (b) predicting employee needs.

Front 80

The structured interview

Back 80

This involves asking each applicant the same questions and comparing their responses to a standardized set of answers.

Front 81

Subjective appraisals

Back 81

These are based on a manager’s perceptions of an employee’s (1) traits or (2) behaviors.

Front 82

Training

Back 82

This refers to educating technical and operational employees in how to better do their current jobs.

Front 83

An unstructured interview

Back 83

This involves asking probing questions to find out what the applicant is like.