Nke Study (2015) Definitions

Front 1

7-S Model (McKinsey's)

Back 1

Strategy' lays the route that the organization will take in the future. Organizational 'structure' is the framework in which activities of the organization members are coordinated. 'Systems' and processes are formal and informal procedures that govern everyday activities. 'Shared values' are guiding parameters for implementing strategies. 'Style' refers to the leadership approach of top managers and the way in which employs present themselves to the outside world. 'Skills' and 'staff' directly relate to implementation strategy.

Front 2

360-Degree Feedback

Back 2

Performance feedback is gained from a variety of sources - peers, superiors, internal and external customers, and employees

Front 3

9-box grid

Back 3

A comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance

Front 4

Absenteeism rate

Back 4

How frequently employees are absent from their work

Front 5

Affirmative action

Back 5

Includes quotas, which are not typically part of employment equity

Front 6

Agency shop (unions)

Back 6

Clause/agreement that provides for voluntary membership to the union

Front 7

Agency Theory

Back 7

Suggests that employees will always act in their own best self-interest, and not necessarily in the best interests of the enterprise, unless the extrinsic rewards (ie. money) are sufficient to refocus that self-interest to coincide more closely with the interest of the enterprise

Front 8

Alderfer (Motivation Theory)

Back 8

Motivation Theory based on Maslow's Hierarchy of Needs; reduced to three (3) levels. Bottom-Top: Existence, Relatedness, and Growth

Front 9

Alternation Ranking

Back 9

Rank employees from best to worst on the specific traits

Front 10

Alternative dispute resolution (ADR)

Back 10

A term applied to different types of employee complaint or dispute resolution procedures

Front 11

Ambiguity

Back 11

Involves unclear goals, responsibilities, roles and expectations (ie. conflict may arise from the ambiguous application of policies, programs, and procedures)

Front 12

Applicant tracking systems (ATS)

Back 12

A software application recruiters use to post job openings, screen resumes, contact potential candidates for interviews via email, and track the time and costs related to hiring people

Front 13

Appraisal performance

Back 13

Appraisal done by fellow employees, generally on forms that are compiled into a single profile for use in the performance interview conducted by the employee's manager

Front 14

Appraiser Biases

Back 14

Evaluation based on individual demographic differences

Front 15

Appreciative Inquiry

Back 15

An approach to continuous improvement that discovers the best of 'what already is' in order to imagine 'what can be' and then design 'what will be'; often explained using the four D's (Discovery, Dream, Design, & Deliver/Destiny)

Front 16

Apprenticeship training

Back 16

A system of training which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work

Front 17

Arbitration law

Back 17

A form of common-law which helps guide the interpretation and application of collective agreements

Front 18

Arbitration award

Back 18

Final and binding award issued by an arbitrator in a labor-management dispute

Front 19

Aspirational Goals

Back 19

Based on the company's core values, which include valuing diversity, following ethical national practices, and encouraging new behaviors, recognition, communications, and empowerment

Front 20

Assessment Centre

Back 20

A process, not a place, by which individuals are evaluated as they participate in a series of situations that resemble what they might need to handle the job

Front 21

Attribution Theory

Back 21

Suggests that people often act without knowing why, and then try to create rational reasons why they did do it; people who do things for intrinsic reasons (of natural value, or fun) will continue without more formal reward or recognition, while people who do things for extrinsic reasons (reward/recognition) do not

Front 22

Attrition

Back 22

A natural departure of employees from organizations through quits, retirements, and death

Front 23

Augmented skills

Back 23

Skills helpful in facilitating the efforts of expatriate managers

Front 24

Authorization card

Back 24

A statement signed by an employee authorizing a union to act as his or her representative for the purposes of collective-bargaining

Front 25

Autonomy

Back 25

The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out

Front 26

Awards

Back 26

Items used to recognize productivity gains, special contributions or achievements, and service to the organization

Front 27

Background Checks

Back 27

Typically undertaken by a contracted third party to validate the information contained within the applicant's resume

Front 28

Balanced Scorecard (BSC)

Back 28

A measurement framework that helps managers translate strategic goals into operational objectives; a strategic performance management tool for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy

Front 29

Balance-sheet approach

Back 29

A compensation system designed to match the purchasing power in the person's home country

Front 30

Bargaining power

Back 30

The power of labor and management to achieve their goals through economic, social, or political influence

Front 31

Bargaining unit

Back 31

Group of two or more employees who share common employment interest and conditions and may reasonably be grouped together for the purposes of collective-bargaining

Front 32

Bargaining zone

Back 32

Area within which the union and the employer are willing to concede when bargaining

Front 33

Behavior modeling

Back 33

An approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback

Front 34

Behavior Modification (aka Reinforcement Theory) - Skinner

Back 34

A technique that operates on the principle that behavior that is rewarded, or positively reinforced, will be exhibited more frequently in the future, whereas behavior that is penalized or unrewarded will decrease in frequency

Front 35

Behavior observation scale (BOS)

Back 35

A behavioral approach to performance appraisal that measures the frequency of observed behaviours

Front 36

Behavioral checklist method

Back 36

A behavioral approach to performance appraisal that consists of having the rater check the statements on the list that the rater believes are characteristic of the employee’s performance or behaviour

Front 37

Behavioral description interview (BDI)

Back 37

An interview in which an applicant is asked questions about what he or she did in a given situation in the past to predict future behaviour in the job

Front 38

Behaviour Observation Scale

Back 38

Measures how often behaviours are observed

Front 39

Behavioural approach

Back 39

The use of observations of an employee's behaviours for performance appraisals

Front 40

Behaviourally anchored rating scale (BARS)

Back 40

A behavioral approach to performance appraisal that consists of a series of 5-10 vertical scales, one for each important dimension of job performance which a committee (made up of subordinates and managers) has agreed to

Front 41

Benchmarking

Back 41

The process of measuring one's own services and practices against those of recognize leaders to identify areas for improvement; measurement of various processes and then the comparison of those metrics to those of competitors or comparing them internally over time

Front 42

Best-of-Breed

Back 42

The best software in a particular segment

Front 43

Big Five Characteristics

Back 43

Characteristics believed to predict work performance - agreeableness, conscientiousness, resourcefulness, emotional stability, and extraversion

Front 44

Blended learning

Back 44

The use of multiple training methods to achieve optimal learning on the part of trainees

Front 45

Bona fide occupational qualification (BFOQ)

Back 45

A justifiable reason for discrimination based on business necessity (reasons of safety or effectiveness) or a requirement that can be clearly defended as intrinsically required for the tasks an employee is expected to perform

Front 46

Bonus

Back 46

An incentive payment that is supplemental to the base wage

Front 47

Boycott

Back 47

A refusal to patronize the employer

Front 48

Branding

Back 48

The company's efforts to help existing and prospective workers understand why it is a desirable place to work

Front 49

Broadbanding

Back 49

The collapse of many traditional salary grades into a few wide salary bands

Front 50

Burnout

Back 50

The most severe stage of distress; which occurs when a person begins to question his or her own personal value and no longer feels that what he or she is doing is important; manifests itself into depression, frustration, and the loss of productivity

Front 51

Business agent

Back 51

Normally a paid labor official responsible for negotiating and administering the collective agreement and working to resolve union members' problems

Front 52

Business Strategy

Back 52

Focus on domain navigation, that is, how the company will compete against rival firms to create value for customers

Front 53

Calibration

Back 53

A process whereby managers meet to discuss the performance of individual employees to ensure that their employee appraisals are in line with one another

Front 54

Canadian Charter of Rights and Freedoms

Back 54

Cornerstone of Canada's legislation regarding equal opportunity and applies to all levels of government (Federal, Provincial, and Municipal) providing the following fundamental rights to every Canadian: Freedom of conscience and religion; Freedom of thought, belief, opinion, and expression (incl. freedom of the press and other media of communication); Freedom of peaceful assembly; Freedom of association; and Mobility rights

Front 55

Canadian Council of Human Resources Associations (CCHRA)

Back 55

Association that oversees Human Resources professionals in Canada since 2008 and collaborates with its member associations to develop and enforce high standards of ethical practice among all its members

Front 56

Career counselling

Back 56

The process of discussing with employees their current job activities and performance, personal and career interests and goals, personal skills, and suitable career development objectives

Front 57

Career networking

Back 57

The process of establishing mutually beneficial relationships with other business people, including potential clients and customers

Front 58

Career paths

Back 58

Lines of advancement in an occupational field within an organization

Front 59

Career plateau

Back 59

A situation in which, for either organizational or personal reasons, the probability of moving up the career ladder is low

Front 60

Central Tendency

Back 60

Rate all standards around the average

Front 61

Change Adopters

Back 61

Readily adopt the change and model the new behaviour or attitude for others in the organization

Front 62

Change Agent

Back 62

HR professional who continually monitors the external business environment in order to determine which issues, changes, and trends will have an impact on the business

Front 63

Change Generators

Back 63

Demonstrators, patrons, defenders, or leaders of change efforts

Front 64

Change Implementers

Back 64

Help to move the process along and keep the process vibrant after a specific change is identified

Front 65

Change Management

Back 65

A systematic way of bringing about and managing both organizational changes and changes on the individual level

Front 66

Chief ethics officer

Back 66

A high-ranking manager directly responsible for fostering ethical climate within the organization

Front 67

Chief learning officer

Back 67

A high-ranking manager directly responsible for fostering employee learning and development within the organization

Front 68

Client-Server Technology

Back 68

Consists of a 'client', usually a PC or workstation, which would communicate with a 'server' or larger database system

Front 69

Clinical approach

Back 69

The mangers making the decision review all the data on the applicants, and make the decision

Front 70

Closed-shop Provision (unions)

Back 70

Persons are required to join a particular union as a precondition to employment and to remain union members for the duration of their employment; a business that will hire only union members by choice, or by agreement with the unions

Front 71

Code of Ethics

Back 71

Identifies and outlines the standards of behaviour relating to fairness, justice, truthfulness, and social responsibility

Front 72

Codetermination

Back 72

Representation of labor on the Board of Directors of a Company

Front 73

Collaborative Software

Back 73

Software that allows workers to interface and share information with one another electronically

Front 74

Collective agreement

Back 74

An employment contract between an employer and the union that sets of the terms of employment of a group of the employer’s employees represented by the union

Front 75

Collective bargaining process

Back 75

Process of negotiating a collective agreement, including the use of economic pressures by both parties

Front 76

Collective Liability

Back 76

Pertains to WCB; employers in the industries in each group share liability for the payment of the compensation to the workers employed in those industries

Front 77

Combined salary and commission plan

Back 77

A compensation plan that includes a straight salary and a commission

Front 78

Common-law of employment

Back 78

the body of case law in which courts interpret employment contracts and the legal principles taken from those cases that guide the interpretation of employment contracts

Front 79

Communication (conflict)

Back 79

Involves the medium chosen to communicate, the environment where the communication takes place, withholding of information, interpretation of verbal and non-verbal information, and cultural differences such as language barriers.

Front 80

Compa-ratio

Back 80

Actual pay divided by mid-point

Front 81

Comparable Worth

Back 81

Concept that jobs which require comparable abilities, knowledge, and skills, should be paid the same wage/salary rate irrespective of the employee's age, race, sex or any other difference

Front 82

Compensable factors

Back 82

Quantitative factors or elements such as skills, efforts, responsibilities, working conditions, fiscal accountability, leadership, teamwork, project accountability, etc.

Front 83

Compensation

Back 83

Direct and indirect components to the employee's pay package

Front 84

Compensatory model

Back 84

A selection decision model in which a high score in one area can make up for a low score in another

Front 85

Competence-based pay

Back 85

Pay based on an employee's skill level, variety of skills possessed, or increased job knowledge

Front 86

Competencies

Back 86

Broad categories that are defined by an integrative mix of knowledge, skill, and abilities (KSAs) - things people have to be, know, and do, to achieve the outputs required in their job

Front 87

Competency assessment

Back 87

Analysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs

Front 88

Competency-based approach

Back 88

Relies on building job profiles that look at the responsibilities and activities of jobs and the worker competencies necessary to accomplish them; goal is to identify key competencies for organizational success; information can be collected through focus groups, surveys, or interviews

Front 89

Competitive Benchmarking

Back 89

The continuous process of comparing a firm's practices and performance measures with that of its most successful competitors

Front 90

Complex Metrics

Back 90

Deal with strategic issues, such as, measuring human capital, skills forecasting, and ROI of the workforce

Front 91

Composition of the Workforce

Back 91

Determining whether people are available internally or externally to execute an organization strategy

Front 92

Comprehensive Structured Interview

Back 92

combines questions from the situational interview with additional job knowledge and worker awareness-type questions; answers are rated against a scoring matrix

Front 93

Compressed workweek

Back 93

The number of days in the workweek is shortened by lengthening the number of hours worked per day

Front 94

Compulsory binding arbitration

Back 94

Binding method of resolving collective-bargaining deadlocks by a neutral third-party

Front 95

Concentration

Back 95

Term applied to designated groups whose numbers in a particular occupation or level are high relative to their numbers in the labour market

Front 96

Concurrent validity

Back 96

The extent to which test scores or other predictor information match criterion data obtained at about the same time from current employees

Front 97

Confidentiality Agreement

Back 97

A document that outlines how information will be used, stored, and disposed of and provides assurance that all information is confidential and private; and asks for the individual's consent

Front 98

Conflict

Back 98

Occurs when there is a mismatch involving expectations resulting in friction between the organization and individuals or groups of individuals - not always apparent, nor acted upon when they become apparent

Front 99

Construct validity

Back 99

The extent to which a selection tool measures a theoretical construct or trait

Front 100

Constructive dismissal

Back 100

When an employer commits a fundamental breach of the contract, such as by unilaterally changing a key term of the contract, the employee can treat the breach of the termination

Front 101

Consumer Price Index (CPI)

Back 101

A measure of the average change in prices over time in a fixed "market basket" of goods and services

Front 102

Content plateau

Back 102

Occurs when a person has learned a job too well and is bored with day-to-day activities

Front 103

Content validity

Back 103

The extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job

Front 104

Contingency Theory

Back 104

An organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation

Front 105

Contract Workers

Back 105

Paid workers with a specified end date for their job or completion of a task or project

Front 106

Contrast Error

Back 106

A performance rating error in which an employee evaluation as biased your upward or downward because of comparison with another employee just previously evaluated

Front 107

Contributory plan

Back 107

A pension plan in which contributions are made jointly by employees and employers

Front 108

Control Test

Back 108

Evaluates the employer's control over the employee: has the employer retained the right to control and direct the way the work is done, how the employee is paid, how the employee is disciplined

Front 109

Cooperative training

Back 109

Training program that combines practical on-the-job experience with formal educational classes

Front 110

Coordination Flexibility

Back 110

Rapid reallocation of resources to new or changing needs

Front 111

Core Capabilities

Back 111

Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers

Front 112

Core Employees

Back 112

Employees who have skills that are quite valuable to the company but are not particularly unique or difficult to replace; since their skills are transferable it's quite possible that they could leave to go to another firm (salesman, finance)

Front 113

Core skills

Back 113

Skills considered critical to the employee's success abroad

Front 114

Core Values

Back 114

The strong and enduring beliefs and principles that the company uses as a foundation for its decisions

Front 115

Corporate Governance

Back 115

An internal system encompassing policies, processes, and people which serves the needs of shareholders and other stakeholders, by directing and controlling management activities with good business savvy, objectivity, and integrity

Front 116

Corporate Social Responsibility

Back 116

The responsibility of the firm to act in the best interest of the people and communities affected by its activities

Front 117

Corporate Strategic Planning

Back 117

Process by which a corporate strategy is formalized

Front 118

Corporate Strategy

Back 118

Focus on domain selection, that is, the markets in which an organization will compete and how

Front 119

Cost/Benefit Scenario

Back 119

Value = Benefits - Costs

Front 120

Craft unions

Back 120

Unions that represent skilled craftworkers

Front 121

Criterion contamination

Back 121

Elements that affect the appraisal measures that are not part of the actual performance

Front 122

Criterion deficiency

Back 122

Aspects of actual performance that are not measured

Front 123

Criterion-related validity

Back 123

The extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior

Front 124

Critical Incidence Method

Back 124

Evaluates critical successes and failures

Front 125

Critical incident method

Back 125

A job analysis method by which important job tasks are identified for job success from information collected through interviews or self-report statements

Front 126

Critical incident

Back 126

An unusual event that denotes superior or inferior employee performance in some part of the job

Front 127

Cross training

Back 127

The process of training employees to do multiple jobs within an organization

Front 128

Cross validation

Back 128

Verifying the results obtained from a validation study by administering a test or test battery to a different sample (drawn from the same population)

Front 129

Cultural Audits

Back 129

Audits of the culture and quality of work life in organization examining values, assumptions, beliefs, and expectations (VABEs)

Front 130

Cultural Change

Back 130

Involves an overhaul of the beliefs and behaviours within the organization due to management's recognition that the organization as a whole is not thinking and acting in a way that is consistent with the vision, values, and leadership styles they want to reflect

Front 131

Cultural environment

Back 131

The communications, religion, values and ideologies, education, and social structure of a country

Front 132

Culture shock

Back 132

Perpetual stress experienced by people who settle overseas

Front 133

Cumulative trauma disorders (or repetitive motion injuries)

Back 133

Musculoskeletal disorders (MSDs) are injuries involving tendons of the fingers, hands, and arms that become inflamed from repeated stresses and strains

Front 134

Customer appraisal

Back 134

Performance appraisal that, like team appraisals, is based on total quality management concepts and seeks evaluation from both external and internal customers

Front 135

Customer Perspective

Back 135

Measures how HR is viewed by key customer segments

Front 136

Data Warehousing

Back 136

A common data pool in which data is placed from various sources

Front 137

Defined-benefit plan

Back 137

A pension plan in which the amount an employee is to receive on retirement is specifically set forth

Front 138

Defined-contribution plan

Back 138

A pension plan that establishes the basis on which an employer will contribute to the pension fund

Front 139

Delphi Technique

Back 139

Attempts to decrease the subjectivity of forecasts by soliciting and summarizing the judgments of a preselected group of individuals

Front 140

Demand Considerations

Back 140

Based on forecasted trends in business activity

Front 141

Depression

Back 141

Negative emotional state marked by feelings of low spirits, gloominess, sadness, and loss of pleasure in ordinary activities

Front 142

Designated groups

Back 142

Women, visible minorities, aboriginal people, and persons with disabilities who have been disadvantaged in employment

Front 143

Desperation bias

Back 143

Choosing to hire an unqualified applicant because the organization/manager is in a pinch

Front 144

Development

Back 144

Tends to be oriented more towards broadening an individual's skills for future responsibilities

Front 145

Differential piece rate

Back 145

A compensation rate under which employees whose production exceeds the standard amount of output receive a higher rate for all of their work than the rate paid to those who do not exceed the standard amount

Front 146

Differentiation

Back 146

Refers to the possibility that individuals or departments within organizations may have different values, ethics, morals, attitudes, cultures, and standards - that may lead to conflict

Front 147

Differentiation Strategy (Value Added)

Back 147

Based on a high product quality, innovative features, speed to market, or superior service

Front 148

Discretionary Bonuses

Back 148

Paid at the discretion of management, but not tied to specifically pre-assigned results being achieved

Front 149

Direct compensation

Back 149

Encompasses employee wages (piecework, hourly, or salary), incentives, bonuses, and commissions

Front 150

Disputes

Back 150

Conflicts that require action because they have manifested themselves into some form of official complaint (written, grievance, or lawsuit)

Front 151

Distress

Back 151

Harmful stress characterized by a loss of feelings of security and adequacy

Front 152

Distributional errors

Back 152

Errors that involve a group of ratings given across various employees

Front 153

Distributive bargaining

Back 153

The approach to bargaining or negotiation that is used when the parties are trying to divide something up (distribute something)

Front 154

Diversity Management

Back 154

Optimization of an organization's multicultural workforce to reach business objectives; it is voluntary

Front 155

Downsizing

Back 155

Planned elimination of jobs

Front 156

Downward transfer (demotion)

Back 156

Moving an individual into a lower-level job that can provide developmental opportunities

Front 157

Dues checkoff

Back 157

A standard union security provision which gives the employer the responsibility of withholding union dues from the paychecks of union members who agreed to such a deduction

Front 158

Earnings Philosophy

Back 158

Pensions are now seen as deferred income that employees accumulate during their working lives - the pension belongs to the employee after a specified number of years of service whether or not she or he remains with the employer until retirement

Front 159

Economic Theory

Back 159

Theory that the best results are directly tied to extrinsic or economic return, and that intrinsic reward (ie. praise) is meaningless - best reflection is piecework

Front 160

Eldercare

Back 160

Care provided to an elderly relative by an employee who remains actively at work

Front 161

E-learning

Back 161

Learning that takes place via electronic media (includes delivery of content via the Internet, intranets and extranets, mobile devices, DVDs, CD-ROMs, MP3 players, and virtual classrooms found in the gaming platform Second Life)

Front 162

E-mentoring

Back 162

Mentoring done via email or using software or online programs

Front 163

Emergency action plan

Back 163

A plan an organization develops that contains step-by-step procedures for dealing with various emergency situations

Front 164

Employee assistance programs (EAPs)

Back 164

Services provided by employers to help workers cope with a wide variety of problems that interfere with the way they perform their jobs

Front 165

Employee associations

Back 165

Labor organizations that represent various groups of professional and white-collar employees in labor-management relations

Front 166

Employee Benefits

Back 166

Indirect form of compensation intended to improve the quality of work lives and personal lives of employees

Front 167

Employee empowerment

Back 167

Granting employee’s power to initiate change, thereby encouraging them to take charge of what they do

Front 168

Employee Involvement

Back 168

A situation in which employees have a share in some aspect of a business decision

Front 169

Employee involvement groups (EIs)

Back 169

A group of employees doing similar or related work who meet regularly to identify, analyze, and suggest solutions to shared problems for organizational improvement

Front 170

Employee Leasing

Back 170

The process of dismissing employees who are then hired back by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees

Front 171

Employee Portal

Back 171

Comprised of several basic functionalities and purposes, such as communications and provision of company information to reinforce brand and cultures

Front 172

Employee profile

Back 172

Profile of a worker developed by studying an organization's top performers to recruit similar types of people

Front 173

Employee Relations (ER)

Back 173

A broad umbrella that includes HR and LR; the policies and practices that are concerned with the management and regulation of relationship in both unionized and non-unionized environments; dealing with the general rights and processes between employers and employees.

Front 174

Employee Self-Service (ESS)

Back 174

Employees have access to pre-defined and pre-authorized data within the HRMS

Front 175

Employee stock bonus plan

Back 175

An employer provides company shares to employees at no cost to the employee by just granting them or by linking the granting to some kind of performance pay plan

Front 176

Employee stock option plan

Back 176

Employees are given the option to purchase shares in the company, at some future date, at a set price, which they would exercise if the market price rises to exceed this price

Front 177

Employee stock ownership plans (ESOPs)

Back 177

Stock plans in which an organization contributes shares of its stock to an established trust for the purpose of stock purchases by employees

Front 178

Employee stock purchase plan

Back 178

Employers purchase shares, but not pay full market price for the shares,

Front 179

Employee Surveys

Back 179

Used to gather employee opinions and feedback

Front 180

Employee teams

Back 180

An employee contributions technique whereby work functions are structured for groups rather than for individuals and team members are given discretion in matters traditionally considered management prerogatives, such as process improvements, product or service development, and individual assignments

Front 181

Employee Turnover

Back 181

The movement of employees out of an organization

Front 182

Employment Equity Act

Back 182

Legally obligates employers regulated by the Federal government to be proactive in their efforts to employ women, visible minorities, people with disabilities, and aboriginal people

Front 183

Employment equity

Back 183

The employment of individuals in a fair and nonbiased manner

Front 184

Employment Standards Act

Back 184

Provincial legislation that establishes minimum employee entitlements including wages, paid holidays and vacations, parental and bereavement leave, termination notice and overtime pay, and hours of work

Front 185

Employment systems or employment practices

Back 185

The means by which employers carry out personnel activities such as recruitment, hiring, training and development, promotion, job classification, discipline, and termination

Front 186

Enterprise Directory

Back 186

Used to achieve goals such as a single sign-on to multiple software applications and/or networks

Front 187

Enterprise Employee Portal

Back 187

An element of a state-of-the-art HR system design which provides a user interface with access to global information and content

Front 188

Enterprise incentive plans

Back 188

Reward employees on the basis of the success of the organization over an extended time period

Front 189

Enterprise Resource Planning (ERP)

Back 189

A vendor who offers a number of different software application packages, assuming that the integration of the whole provides more overall value than a number of individual best-of-breed applications

Front 190

Entrepreneur

Back 190

Someone who starts, organizes, manages, and assumes responsibility for a business or other enterprise

Front 191

Environmental Scanning

Back 191

Systematic monitoring of the major external forces influencing the organization

Front 192

Equity theory

Back 192

A motivation theory that explains how people respond to situations in which they feel they have received less (or more) than they deserve

Front 193

Equity

Back 193

Fairness and impartiality

Front 194

Ergonomics

Back 194

An interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings

Front 195

Error of central tendency

Back 195

A performance rating error in which all employees are rated above average

Front 196

Escalator clauses

Back 196

Clauses in collective agreements that provides for quarterly cost-of-living adjustments in wages, basing the adjustments on changes in the consumer price index

Front 197

Essay method

Back 197

A trait approach to performance appraisal that requires the rater to compose a statement describing employee behaviour

Front 198

Ethics

Back 198

A set of standards of conduct and moral judgments that help determine right and wrong behavior

Front 199

Eustress

Back 199

Positive stress that accompanies achievement and exhilaration

Front 200

Exit Interview

Back 200

Conducted to understand why employees are exiting the organization

Front 201

Expatriates (home-country nationals)

Back 201

Employees from the home country who are on an international assignment

Front 202

Expectancy theory

Back 202

A motivation theory that refines the reinforcement theory and predicts that one’s level of motivation depends on the attractiveness of the rewards sought and the probability of obtaining those rewards; depends on three factors - value of the consequences that may result from the behaviours (valence), perception that the behaviour will lead to those consequences (instrumentality), and perception of actually being able to behave in that way (expectancy)

Front 203

Explicit Knowledge

Back 203

Knowing that has been or can be articulated, codified, and stored in certain media - it can be readily transmitted to others

Front 204

External Pay Equity

Back 204

Exists when the organization is paying wages that are relatively equal to what other employers are paying for similar types of work

Front 205

External Perspective

Back 205

Companies benchmark themselves against their competitors to ensure that they remain competitive within the industry

Front 206

Face Validity

Back 206

Not valid as it unscientifically relies on the belief that the assessment is valid

Front 207

Fact-Based Questions

Back 207

Designed to gather information about an applicant's credentials, education, work history, and skills, to establish facts and demonstrate knowledge

Front 208

Failure rate

Back 208

The percentage of expatriates who do not perform satisfactorily

Front 209

Fast-Track program

Back 209

A program that encourages new managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential

Front 210

Feedback

Back 210

the degree to which carrying out the work activities required by the job result in the individual being given direct and clear information about the effectiveness of his or her performance

Front 211

Field Investigations

Back 211

A more thorough type of background check, and more costly; used for more 'sensitive' or 'high profile' positions

Front 212

Final offer arbitration

Back 212

Method of resolving collective-bargaining deadlocks whereby the arbitrator has no power to compromise but must select one or another of the final offers submitted by the two parties

Front 213

Financial Perspective

Back 213

Addresses how HR adds measurable financial value to the organization

Front 214

Flexible benefits plan (cafeteria plans)

Back 214

Benefits plans that enable individual employees to choose the benefits that are best suited to their particular needs

Front 215

Flexible work schedules

Back 215

Alteration of the normal work week (5 8hr days) in an attempt to improve organizational productivity and morale by giving employees increased control over the hours they work

Front 216

Flextime

Back 216

Flexible working hours that permit employees the option of choosing daily starting and quitting times provided that they work a set number of hours per day or week

Front 217

Flow data

Back 217

Data that provides a profile of the employment decisions affecting designated groups

Front 218

Focal performance appraisal

Back 218

An appraisal system in which all of the organization's employees are reviewed at the same time of the year rather than on the anniversaries of the individual hire dates

Front 219

Focus Groups

Back 219

A form of qualitative research in which a group of people are asked about their perceptions, opinions, beliefs, and attitudes towards a product, service, concept, advertisement, idea, or packaging.

Front 220

Forced distribution system

Back 220

Managers are required to place a certain percentage of employees in the various performance category

Front 221

Forced-choice method

Back 221

A trait approach to performance appraisal that requires the rater to choose from statements designed to distinguish between successful and unsuccessful performance

Front 222

Four Fold Test

Back 222

More robust than the control test and measures four factors: (1) control, (2) ownership, (3) chance of profit, and (4) risk of loss

Front 223

Functional turnover

Back 223

Refers to when poor employees leave an organization

Front 224

Furloughing

Back 224

A situation in which an organization asks or requires employees to take time off for either no pay or reduced pay

Front 225

Gainsharing plans

Back 225

Programs under which both employees and the organization share financial gains according to a predetermined formula that reflects improved productivity and profitability

Front 226

General Agreement on Tariffs and Trade (GATT)

Back 226

A multilateral agreement regulating international trade whose purpose was the "substantial reduction of tariffs and other trade barriers and the elimination of preferences, on a reciprocal and mutually advantageous basis." Negotiated during the United Nations Conference on Trade and Employment as an outcome of the failure of negotiating governments to create the International Trade Organization (ITO). GATT was signed by 23 nations in Geneva on October 30, 1947 and took effect on January 1, 1948; until the signature by 123 nations in Marrakesh on April 14, 1994 of the Uruguay Round Agreements, which established the World Trade Organization (WTO) on January 1, 1995. The original GATT text is still in effect under the WTO framework, subject to the modifications of GATT 1994.

Front 227

Global compensation system

Back 227

a centralized pay system whereby host country employees are offered a full range of training programs, benefits, and pay comparable to those of a firm's domestic employees but adjusted for local differences

Front 228

Global Corporation

Back 228

A firm that has integrated worldwide operations through a centralized home-office

Front 229

Global manager

Back 229

A manager equipped to run an international business

Front 230

Global sourcing

Back 230

The business practice of searching for and utilizing goods and services from around the world

Front 231

Globalization

Back 231

The trend to opening up foreign markets to international trade and investment

Front 232

Goal Incompatibility

Back 232

Occurs when one person's or a department's goal(s) are incompatible with another person's or department's goal(s)

Front 233

Golden handcuffs

Back 233

A type of incentive that serves to retain key executive personnel when exercising the options and links it to a specified vesting period

Front 234

Graphic rating scale method

Back 234

A trait approach to performance appraisal whereby each employee is rated according to a scale of characteristics

Front 235

Grievance procedure

Back 235

Formal procedure that provides for the union to represent members and non-members in processing a grievance

Front 236

Groundworkers

Back 236

Those with little education and outdated skills; suffer from job insecurity and lack of benefit programs

Front 237

Guest workers

Back 237

Foreign workers invited to perform needed labor

Front 238

Halo error

Back 238

Occurs when the manager focuses on one positive aspect of an employee and generalizes it into an overall good appraisal rating

Front 239

Hay profile method

Back 239

A job evaluation technique using three factors - knowledge, mental activity, and accountability - to evaluate executive and managerial positions

Front 240

Hertzberg (Motivation Theory)

Back 240

Motivation Theory that supports Maslow's theory, which believes that there are two key ideas: job satisfaction and work motivation. Things that cause dissatisfaction are "hygiene" and things that make people feel positive are "motivators"

Front 241

Highly structured interview

Back 241

An interview where the interviewer determines the course the interview will follow as each question is asked

Front 242

Hiring Freeze

Back 242

A practice whereby new workers are not hired as planned or workers who have left the organization are not replaced

Front 243

Hits

Back 243

Accurate predictions

Front 244

Home-based pay

Back 244

Pay based on the patriots home country's compensation practices

Front 245

Homeshoring

Back 245

The process of bringing jobs back to their domestic markets

Front 246

Horizontal Fit (or Alignment)

Back 246

Ensures that HR practices are all aligned with one another internally to establish a configuration that is mutually reinforcing

Front 247

Horn error

Back 247

Occurs when the manager focuses on one negative aspect about employee and generalizes it into an overall poor appraisal rating

Front 248

Host country nationals

Back 248

Employees who are natives of the host country

Front 249

Host country

Back 249

A country in which an international Corporation operates

Front 250

Host-based pay

Back 250

Expatriate pay comparable to that earned by employees in a host country

Front 251

Hot Jobs

Back 251

Jobs that are enjoying significant interest within a range of time

Front 252

Hourly employees

Back 252

Employees compensated on an hourly basis

Front 253

Hourly work

Back 253

Work paid on an hourly basis

Front 254

HR Metrics

Back 254

Assess the performance of the HR function itself

Front 255

Human Capital

Back 255

The knowledge, skills, and capabilities of individuals that have economic value to an organization

Front 256

Human Capital Management (HCM)

Back 256

The strategy of attracting, retaining, and leveraging the skills and knowledge of the workforce

Front 257

Human Capital Metrics

Back 257

Assess aspects of the workforce

Front 258

Human Capital Readiness

Back 258

The process of evaluating the availability of critical talent in a company and comparing it to the firm's supply

Front 259

Human Resources (HR)

Back 259

The HR group/department/function and acts performed by that group; deals specifically with the work relationship between employers and individual employees focusing on efficiency of the employment relationship and, to a lesser extent, considers equity

Front 260

Human Resources Information System (HRIS)

Back 260

A computerized system that provides current and accurate data for purposes of control and decision-making

Front 261

Human Resources Management (HRM)

Back 261

The process of managing human talent within a framework that is established by HR to achieve the organizations objectives

Front 262

Human Resources Planning (HRP)

Back 262

The process of anticipating and providing for the movement of people into, within, and out of an organization; the number of individuals required and the skills and experience needed for an organization to function properly

Front 263

Human Rights Legislation

Back 263

Legislation that attempts to limit discrimination based on race and color, age, sex, marital status, religion, sexual orientation, physical and mental disability, family status, and criminal record and encompasses all aspects of HRM (recruitment, HRM planning, performance appraisal, compensation, etc.)

Front 264

Idiosyncratic

Back 264

No two plans will be the same

Front 265

Implied contract terms

Back 265

Terms judges read into employment contracts when the written contract does not expressly deal with the matter

Front 266

Improshare

Back 266

A gainsharing program based on the number of finished goods that the employee work teams complete in an established period

Front 267

Indirect compensation

Back 267

Comprises the many benefits supplied by employers

Front 268

Industrial disease

Back 268

A disease resulting from exposure to a substance relating to a particular process, trade, or occupation in industry

Front 269

Industrial engineering

Back 269

The field of study concerned with analyzing work methods and establishing time standards

Front 270

Industrial unions

Back 270

Unions that represent all workers - skilled, semiskilled, and unskilled - employed long industry lines

Front 271

Informational interview

Back 271

An informal meeting with someone in an occupation that interests you

Front 272

Institutionalized Sex Discrimination

Back 272

Caused when jobs performed predominantly by women are paid less than those performed by men

Front 273

Instructional objectives

Back 273

Desired outcomes of the training program

Front 274

Insured Pension Plan

Back 274

Contributions are used to purchase insurance annuities; the funds are administered by the insurance company that is providing the annuities

Front 275

Integrated Systems

Back 275

Designed so that they do not require an interface, therefore, the components or modules communicate with each other

Front 276

Interdependent Relationship

Back 276

HR professional recognizes that the HRP initiates must contribute to the overall growth and development of the organization, and that the HR policies and initiatives must foster the organization's strategic mission and objectives

Front 277

Interest-based bargaining (IBB) aka Integrative bargaining

Back 277

Problem-solving bargaining based on a win-win philosophy and the development of a positive long-term relationship; parties are trying to make more of something

Front 278

Interfaces

Back 278

Programs that allow communication between two software applications to facilitate data exchange

Front 279

Internal customers

Back 279

Anyone inside the organization who depends on an employees' work output

Front 280

Internal labor market

Back 280

Labor market in which workers are hired into entry-level jobs and higher levels are filled from within

Front 281

Internal Perspective

Back 281

Provides an evaluation of the company's performance

Front 282

Internally equitable

Back 282

Employees believe that the wage rates for their jobs approximate the job's worth to the organization

Front 283

International Corporation

Back 283

A domestic firm that uses its existing capabilities to move into overseas markets

Front 284

Internship programs

Back 284

Programs jointly sponsored by colleges, universities, and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work in organizations

Front 285

Interrater Reliability

Back 285

An agreement among two or more raiders which measures a method's consistency

Front 286

Involuntary separations

Back 286

When management initiates the termination of the employee

Front 287

Job absence

Back 287

The failure of employees to report to work when their schedules require it, whether or not such failure to report is excused

Front 288

Job analysis

Back 288

The process of obtaining information about jobs by determining the duties, tasks, or activities of jobs

Front 289

Job Characteristics Theory (created by Hackman and Oldham)

Back 289

A job design theory that purports that 5 core job dimensions (skill variety, task identity, task significance, economy, and feedback) produce 3 psychological states (experiencing meaningfulness of the work performed, responsibility for the work outcomes, and knowledge of the results of the work performed) of a jobholder which results in improved work performance, internal motivation, and lower absenteeism and turnover

Front 290

Job classification system

Back 290

A system of job evaluation in which jobs are classified and grouped according to series of predetermined wage grades

Front 291

Job description

Back 291

A statement of the tasks, duties, and responsibilities of a job to be performed

Front 292

Job design

Back 292

An outgrowth of job analysis that improves jobs through technological and human considerations to enhance organizational efficiency and employee job satisfaction

Front 293

Job enrichment

Back 293

Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfied; five factors are achievement, recognition, growth, responsibility, and performance of the whole job versus only parts of the job

Front 294

Job evaluation

Back 294

A systematic process of determining the relative worth of jobs to establish which jobs should be paid more than other jobs within an organization - also known as internal work evaluation

Front 295

Job family

Back 295

A group of individual jobs with similar characteristics

Front 296

Job knowledge tests

Back 296

A type of achievement test that is designed to measure a person's level of understanding about a particular job, usually developed by government agencies and licensing boards

Front 297

Job progressions

Back 297

The hierarchy of jobs a new employee might experience, ranging from a starting job two jobs that successfully require more knowledge and/or skill

Front 298

Job ranking system

Back 298

The simplest and oldest system of job evaluation by which jobs are arrayed on the basis of their relative worth

Front 299

Job Rate

Back 299

The 5th step in a pay grade at which an employee's hourly salary would not go any higher

Front 300

Job shadowing

Back 300

The process of observing an employee in his or her work environment to obtain a better understanding of what the employee does

Front 301

Job sharing

Back 301

The arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee

Front 302

Job simulation

Back 302

An online, video-based job simulation that tests applicants’ competencies to do the job

Front 303

Job specification

Back 303

Statement of the needed knowledge, skills, and abilities of the person who is to perform the job

Front 304

Job

Back 304

A group of related activities and duties

Front 305

Just in time training

Back 305

Training delivered to trainees when and where they needed to do their jobs, usually via computer or the Internet

Front 306

Kaizen

Back 306

A system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership

Front 307

Knowledge Workers

Back 307

Workers whose responsibilities extend beyond the physical execution of work to include planning, decision-making, and problem solving

Front 308

Labor arbitrator

Back 308

The person assigned to interpret and decide disputes ('grievances') about the meaning, interpretation, and application of the collective agreement governing employees in a unionized workplace

Front 309

Labor market

Back 309

The area from which employers obtain certain types of workers; can be local, regional, or national, depending on the job

Front 310

Labour Relations (LR)

Back 310

Regulating the employment relationship between organized labour and management, covering topics such as collective bargaining and unions, with an emphasis placed on finding the balance between equity and efficiency in the employment relationship

Front 311

Labor Relations process

Back 311

A logical sequence of four events: (1) workers desire collective representation; (2) the union begins its organizing campaign, which may lead to certification and recognition; (3) collective negotiations lead to a contract; and (4) the contract is administered

Front 312

Learning curve

Back 312

The measure in terms of either mistakes or successes plotted on a chart to track a person's training progress

Front 313

Learning management system (LMS)

Back 313

Online system that provides a variety of assessment, communication, teaching, and learning opportunities

Front 314

Leniency or strictness error

Back 314

A performance rating error in which the appraiser tends to give employees either unusually high or unusually low ratings

Front 315

Less structured interview

Back 315

An interview in which the applicant plays a larger role in determining the course the discussion will take

Front 316

Life plateau

Back 316

Is more profound and may feel like a midlife crisis; generally individuals have allowed work or some other major factor to become the most significant aspect of their lives and they experience a loss of identity and self-esteem when they're no longer advancing in their careers

Front 317

Limited Resources

Back 317

Refers to the conflict that arises due to the availability of scarce resources (ie. employees are motivated to maximize their wages and minimize their effort, organizations are motived to maximize their productivity and minimize their costs)

Front 318

Line Managers

Back 318

Non- HR managers who are responsible for overseeing the work of other employees

Front 319

Localization

Back 319

Adapting pay and other compensation benefits to match that of a particular country

Front 320

Lockout

Back 320

A bargaining strategy in which the employer denies employees the opportunity to work by closing its operations

Front 321

Low-Cost Strategy

Back 321

Keeping your costs low enough so that you can offer an attractive price to customers, relative to competitors

Front 322

Lump-sum merit program

Back 322

A program under which employees receive a year-end merit payment, which is not added to their base pay

Front 323

Make or Buy

Back 323

Decision about whether an organization should develop the capabilities in-house or contract externally

Front 324

Management by Objectives (MBO)

Back 324

A philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager

Front 325

Management Forecast

Back 325

Opinions (judgments) of supervisors, department managers, experts, or others knowledgeable about the organizations future employment needs

Front 326

Management rights

Back 326

Decisions regarding organizational operations over which management claims exclusive rights

Front 327

Manager and/or supervisor appraisal

Back 327

A performance appraisal done by an employee's manager and often reviewed by a manager one level higher

Front 328

Manager Self-Service (MSS)

Back 328

Managers have access to pre-defined and pre-authorized data within the HRMS

Front 329

Markov Analysis

Back 329

A method for tracking the pattern of employee movements through various jobs

Front 330

Maslow's Hierarchy of Needs

Back 330

Motivation Theory based on the premise that people have five (5) fundamental hierarchical needs that motivate them; lower needs must be satisfied before higher level needs become relevant. Bottom-Top: Survival/Physiological, Safety/Security, Social Needs, Ego/Esteem, and Self-Actualization

Front 331

Mediation

Back 331

The use of an impartial third-party neutral to reach a compromise decision in employment dispute

Front 332

Mediator

Back 332

A third-party in an employment dispute who meets with one party and then the other to suggest compromise solutions or to recommend concessions from each side that will lead to an agreement

Front 333

Mentors

Back 333

Individuals who coach, advise, and encourage individuals of lesser rank

Front 334

Merit guidelines

Back 334

Guidelines for awarding merit raises that are tied to performance objectives

Front 335

Merit raise

Back 335

A merit pay program that links an increase in base pay to how successfully an employee performs his or her job

Front 336

Metrics

Back 336

Measurement or evaluation tool - similar to quantitative assessment

Front 337

Misses

Back 337

Inaccurate predictions

Front 338

Mission

Back 338

The basic purpose of the organization as well as its scope of operations

Front 339

Mixed-standard scale method

Back 339

A trait approach to performance appraisal similar to other scale methods but based on comparison with (better than, equal to, or worse than) a standard

Front 340

Mobile recruiting

Back 340

The process of recruiting candidates via their mobile devices

Front 341

Motivation Theory

Back 341

Theory that there are underlying items that motivate people

Front 342

Multinational Corporation (MNC)

Back 342

A firm with independent business units operating in multiple countries

Front 343

Multiple cut-off model

Back 343

A selection decision model that requires an applicant to achieve a minimum level of proficiency on all selection dimensions

Front 344

Multiple hurdle model

Back 344

A sequential strategy in which only the applicants with the highest scores at an initial test stage to go on to subsequence stages

Front 345

Myers-Briggs Type Indicators (MBTI)

Back 345

Personality test used to describe an individual's preferences on four dimensions: (1) Extroverted vs Introverted, (2) Sensing vs Intuitive, (3) Thinking vs Feeling, and (4) Judging vs Perceiving

Front 346

Nearshoring

Back 346

The process of moving jobs closer to one's home country

Front 347

Nepotism

Back 347

Preference for hiring relatives of current employees

Front 348

Nominal Group Technique

Back 348

A decision-making technique that involves a group of experts meeting face to face. Steps include independent idea generation, clarification and open discussion, and private assessment.

Front 349

Non-contributory plan

Back 349

A pension plan in which contributions are made solely by the employer

Front 350

Nondirective interview

Back 350

An interview in which the applicant is allowed the maximum amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicant’s remarks

Front 351

Non-financial compensation

Back 351

Includes employee recognition programs, rewarding jobs, organizational support, work environment, and flexible work hours to accommodate personal needs

Front 352

North American Free Trade Agreement (NAFTA)

Back 352

An agreement signed by Canada, Mexico, and the United States, creating a trilateral rules-based trade bloc in North America. The agreement came into force on January 1, 1994. It superseded the Canada–United States Free Trade Agreement between the U.S. and Canada.

Front 353

Occupational illness

Back 353

Any abnormal condition or disorder, other than one resulting from an occupational injury, caused by exposure to environmental factors associated with employment

Front 354

Occupational injury

Back 354

Any cut, fracture, sprain, or amputation resulting from a workplace accident or from an exposure involving an accident in the work environment

Front 355

Offshoring

Back 355

The business practice of sending jobs to other countries

Front 356

Ombudsperson

Back 356

A designated individual from whom employees may seek council for resolution of their complaints

Front 357

Onboarding

Back 357

The process of systematically socializing new employees to help them go 'on board' with an organization

Front 358

On-the-job training (OJT)

Back 358

A method by which employees are given hands-on experience with instructions from their supervisor or other trainer

Front 359

Open-door policy

Back 359

A policy of settling grievances that identifies various levels of management above the immediate supervisor for employee contact

Front 360

Open-shop Provision (unions) aka Merit shop

Back 360

A place of employment at which one is not required to join or financially support a union as a condition of hiring or continued employment

Front 361

Operational Change

Back 361

Relatively low level of change which occurs when an organization recognizes that what they are doing is right, but they need to 'take it to the next level' and make it better

Front 362

Operational Effectiveness

Back 362

Performing similar activities better than rivals

Front 363

Operations Perspective

Back 363

Measures HR's success in operational excellence

Front 364

Opinion-Based Questions

Back 364

Used to determine what the applicant thinks about a given topic

Front 365

Organization analysis

Back 365

Examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed

Front 366

Organization Design

Back 366

Layout of the overall structure of the organization outlining the complexity and structure of the 'levels' of the organization and it's strategies, goals, and objectives

Front 367

Organization Test

Back 367

Asks questions such as: is the activity integral to the ongoing nature of the organization or is it peripheral to the normal activities of the organization? How integrated is the worker into the company's activities?

Front 368

Organizational Capability

Back 368

The capacity of the organization to act and change in pursuit of sustainable competitive advantage

Front 369

Organizational Climate

Back 369

Perceptions of organizational practices reported by people who work there

Front 370

Organizational Culture

Back 370

Values, norms, and ways of behaving (which organization members share) that reflect the way members think about and interpret their work setting

Front 371

Organizational Development (OD)

Back 371

The process of developing and implementing planned, systemic, change in organizations for the purpose of improving performance, allowing the opportunity to create organizational effectiveness at the individual, department, functional, and organizational levels

Front 372

Organizational Effectiveness

Back 372

Measures how successfully organizations achieve their missions through their core strategies

Front 373

Organizational Politics

Back 373

Includes a firm's culture, orientation of its managers, history, current competitive conditions

Front 374

Orientation

Back 374

The formal process of familiarizing new employees with the organization, their jobs, and their work units

Front 375

Outplacement services

Back 375

Services provided by organizations to help terminated employees find a new job and provide emotional support

Front 376

Outsourcing

Back 376

Contracting out work that was formerly done by employees

Front 377

Panel interview

Back 377

An interview in which a board of interviewers questions and observes a single candidate

Front 378

Paradigm Change

Back 378

The hardest and most overwhelming type of change in which the entire organization needs to be re-created in order to survive

Front 379

Partners and Complementary Skills

Back 379

Individuals having skills that are unique but frequently are not directly related to the company’s core strategy (lawyer, accountant)

Front 380

Passive job seekers

Back 380

People who are not looking for jobs but could be persuaded to take new ones given the right opportunity

Front 381

Pattern bargaining

Back 381

A process in labour relations, where a trade union gains a new and superior entitlement form one employer and then uses that agreement as a precedent to demand the same entitlement or a superior one from other employers

Front 382

Pay equity

Back 382

Equal pay for work of equal value

Front 383

Pay for Performance Practice

Back 383

Basing employees pay on their achievements

Front 384

Pay grades

Back 384

Groups of jobs within a particular class that are paid the same rate

Front 385

Peer ranking

Back 385

A system whereby employees in a workgroup are ranked against one another from best to worst

Front 386

Peer-review system

Back 386

a system for reviewing employee complaints that utilizes a group composed of equal numbers of employee representatives and management appointees, which functions as a jury because its members way evidence, consider arguments, and, after deliberation, vote independently to render a final decision

Front 387

Performance appraisals

Back 387

the result of an annual or biannual process in which a manager evaluates and employees performance relative to the requirements of his or her job and uses the information to show the person where improvements are needed and why

Front 388

Performance management

Back 388

The process of creating a work environment in which people can perform to the best of their abilities

Front 389

Performance Shares

Back 389

Grants of actual stock or phantom stock units. Value is contingent on both pre-determined performance objectives over a specified period of time and the stock market.

Front 390

Performance Units

Back 390

Grants analogous to annual bonuses except that the measurement period exceeds one year. The value of the grant can be expressed as a flat dollar amount or converted to a number of "units" of equivalent aggregate value.

Front 391

Permanency Test

Back 391

The degree to which the individual's tenure with the employer is of a permanent nature (ie. an independent contractor with very long service may be considered, by the court, to be an employee of the company)

Front 392

Perquisites (perks)

Back 392

Special nonmonetary benefits given to executives

Front 393

Person Analysis

Back 393

Analysis dealing with potential participants and instructors involved in the process to answer the question of who will receive the training and their level of existing knowledge on the subject, what their learning style is, and who will conduct the training

Front 394

Personal Information Protection and Electronic Documents Act (PIPEDA)

Back 394

Minimum standards in Canada relating to the management of privacy and personal information; designed to control the collection, storage, and use of most personal information

Front 395

PEST Analysis

Back 395

Provides an external macro perspective to the factors shaping the organization's environment (Political - Economic - Social - Technology)

Front 396

Peter Principle

Back 396

A common problem in organizations that promotes primarily on past performance and seniority

Front 397

Phantom Stock

Back 397

Grant of units equal in value to the fair market value or book value of a share of stock; on a specified date, the executive will be paid the appreciation in the value of the units up to that time

Front 398

Piecework

Back 398

Work paid according to the number of units produced

Front 399

Plateau

Back 399

A fairly straight horizontal line on the learning curve that shows the times when progress does not occur

Front 400

Point Factor Analysis

Back 400

Each job is examined using a job evaluation tool that describes the organization's desired compensable factors (ie. Skill, effort, accountability, and working conditions); also sometimes known as "Hay"

Front 401

Point manual

Back 401

A handbook that contains a description of the compensable factors and the degrees to which these factors may exist within the jobs

Front 402

Point system

Back 402

A quantitative job evaluation procedure that determines the relative value of a job by the total points assigned to it

Front 403

Position analysis questionnaire (PAQ)

Back 403

A quantifiable data questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job

Front 404

Position

Back 404

The different duties and responsibilities performed by only one employee

Front 405

Positive (or non-punitive) discipline

Back 405

A system of discipline that focuses on early correction of employee misconduct, with the employee taking total responsibility for correcting the problem

Front 406

Predictive validity

Back 406

The extent to which applicants' test scores match criterion data obtained from those applicants/employees after they've been on the job for an indefinite

Front 407

Proactive Change

Back 407

Change initiated to take advantage of targeted opportunities

Front 408

Profit sharing

Back 408

Any procedure by which an employer pays, or makes available to all regular employees, in addition to base pay, special current or deferred sums based on the profits of the enterprise

Front 409

Programmed instruction or self-directed learning

Back 409

Involves the use of books, manuals, or computers to break down subject matter content in a highly organized, logical sequences the demand a continual response on the part of the trainee

Front 410

Progressive discipline

Back 410

Application of corrective measures by increasing degrees

Front 411

Project Management

Back 411

Certain practices, procedures, tools, software, and people that need to be aggregated for a specific task that has a start and end date

Front 412

Promotion

Back 412

A change of assignment to a job at a higher level in the organization

Front 413

Psychological harassment

Back 413

Any repeated, hostile, or unwanted conduct; verbal comments; actions; or gestures that effect and employees dignity or psychological or physical integrity

Front 414

Quality Circle

Back 414

A group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems.

Front 415

Quality of Fill

Back 415

A metric designed to assess how well new hires are performing on the job

Front 416

Quantitative Approach

Back 416

Use of statistical or mathematical techniques for forecasting

Front 417

Reactive Change

Back 417

Change occurs after external forces have already affected performance

Front 418

Real wages

Back 418

Wage increases larger than rises in the consumer price index, that is, the real earning power of wages

Front 419

Realistic job preview (RJP)

Back 419

Informing applicants about all aspects of the job including both its desirable and undesirable facets

Front 420

Reasonable accommodation

Back 420

Attempt expected by employers to adjust the working conditions or schedules of employees with disabilities or religious preferences so that no individual is denied benefits, disadvantaged in employment, or prevented from carrying out the essential components of a job because of grounds prohibited in human rights legislation

Front 421

Recency error

Back 421

A performance rating error in which the appraisals based largely on the employee's most recent behavior rather than on behavior throughout the appraisal

Front 422

Recent Errors

Back 422

Recent behaviour influences the appraiser

Front 423

Reciprocal (two-way) Relationship

Back 423

Means that senior management recognizes and understands that the strategic planning decisions affect and are affected by the organization's HR functions

Front 424

Recognition

Back 424

A conduit that shows employees that the company appreciate their efforts, their unique gifts, and their contributions

Front 425

Recruiting process outsourcing (RPO)

Back 425

The practice of outsourcing organizations recruiting function to an outside firm

Front 426

Recruitment

Back 426

The process of generating a pool of qualified candidates for a particular job

Front 427

Red circle rates

Back 427

Payments made to individuals that are above the maximum in the pay range; generally paid when employees have high seniority or promotional opportunities are scarce - and results in a rate 'freeze' until all ranges shift upwards

Front 428

Reengineering

Back 428

The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed

Front 429

Reliability

Back 429

The degree to which interviews, tests, and other selection procedures yield comparable data over time - measures that are consistent across raters and over time

Front 430

Reliability Coefficient

Back 430

(1) indicates perfect reliability and (.1) indicates low reliability

Front 431

Relocation services

Back 431

Services provided to an employee who is transferred to a new location, which might include help in moving in the real world, selling home, orienting to a new culture, and/or learning a new language

Front 432

Repatriation

Back 432

The process of employee transition home from an international assignment

Front 433

Replacement Charts

Back 433

Listings of current jobholders and people who are potential replacements if an opening occurs

Front 434

Request for Proposal (RFP)

Back 434

A detailed description of the opportunity, company and its culture, scope of project, etc. to look for job bids

Front 435

Requisition

Back 435

A comprehensive form that identifies all of the key information about the open position and triggers the staffing action

Front 436

Rerecruiting

Back 436

The process of keeping track of and maintaining relationships with former employees to see if they would be willing to return to the firm

Front 437

Resource Flexibility

Back 437

Having people who can do many different things in different ways

Front 438

Restricted Stock

Back 438

Grant of stock or stock units at a reduced price with the condition that the stock not be transferred or sold (by risk of forfeiture) before a specified employment date

Front 439

Results method

Back 439

Evaluating employee accomplishments, the results they achieve through work, to provide performance appraisals

Front 440

Resume padding

Back 440

When applicants misrepresent their information on their resume, to make themselves appear more qualified

Front 441

Resume stripping

Back 441

When candidates lie on their resume by dropping experience and educational qualifications

Front 442

Reward Philosophy

Back 442

Employers view pensions mainly as a reward to employees who stayed with them until retirement - if they quit or were terminated before retirement, then they did not receive the benefits

Front 443

Rights arbitration

Back 443

Arbitration over interpretation of the meaning of contract terms or employee work grievances

Front 444

Sabbatical

Back 444

An extended period of time in which an employee leaves an organization to pursue other activities and later returns to his or her job

Front 445

Salaried employees

Back 445

Employees who are compensated on the basis of a weekly, biweekly, or monthly pay period

Front 446

Salary draw

Back 446

A cash advance that must be paid back as commissions are earned

Front 447

Salary plus bonus plan

Back 447

A compensation plan that pays a salary plus a bonus achieved by reaching targeted sales goals

Front 448

Salary 'Steps'

Back 448

Used by organizations with a large hourly workforce, that may or may not be unionized, to provide different hourly rates within a pay grade for an employee to 'move up' - changes over time to account for cost-of-living-adjustments (COLA)

Front 449

Salience

Back 449

Degree of urgency attached by an individual to satisfy a particular need at any given point of time

Front 450

Sandwich technique

Back 450

The use of taking positive statements and following them up with negative ones which is followed again by positive statements

Front 451

Sarbanes-Oxley

Back 451

A US federal law that set new or enhanced standards for all US public company boards, management and public accounting firms; covering responsibilities of a public corporation's board of directors, criminal penalties for certain misconduct, regulations to define how public corporations are to comply with the law.

Front 452

Scanlon plan

Back 452

Emphasizes participative management and encourages cost reduction by sharing with employees any savings resulting from those reductions

Front 453

Selection ratio

Back 453

The number of applicants compared to the number of people to be hired

Front 454

Selection

Back 454

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings

Front 455

Self-appraisal

Back 455

A performance appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance interview

Front 456

Self-directed teams (aka autonomous work groups, self-managed teams, or high-performance teams)

Back 456

Groups of employees who are accountable for a "whole" work process or segment that delivers a product or service to an internal or external customer

Front 457

Sequential interview

Back 457

The format in which a candidate is interviewed by multiple people, one right after another

Front 458

Severance Pay

Back 458

A lump sum payment given to terminated employees, calculation based on years of service and salary

Front 459

Sexual-harassment

Back 459

Unwelcome advances, requests for sexual favors, and other verbal or physical contact of a sexual nature in the working environment

Front 460

Shared Values

Back 460

One of the Soft S's in McKinsey's 7-S Model; the values and beliefs of the company which guide employees towards 'valued' behaviour

Front 461

Shortage ("Deficit")

Back 461

When labour supply is less than the demand for labour

Front 462

Silver handshake

Back 462

An early retirement incentive in the form of increased pension benefits for several years or a cash bonus

Front 463

Similar-to-me error

Back 463

A performance rating error in which an appraiser inflates the evaluation of an employee because of a mutual personal connection

Front 464

Simple Metrics

Back 464

Include figures that focus on operational effectiveness, such as, turnover rates, hiring time, training costs, average number of sick days, etc.

Front 465

Situational interview

Back 465

An interview in which an applicant is given a hypothetical incident that the applicant would likely experience on the job and asked how he or she would respond to it; the answer is then measured against a previously prepared scoring guide

Front 466

Six Sigma

Back 466

A set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement

Front 467

Skill Inventories

Back 467

Files of personnel education, experience, interests, and skills that allow managers to quickly matched job openings with employee backgrounds; when data is gathered on managers, it's called management inventories

Front 468

Skill variety

Back 468

The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder

Front 469

Skills

Back 469

Learned mental or physical activities that can be measured in terms of performance

Front 470

Skywalkers

Back 470

Employees working in white-collar jobs, in high-rise buildings, well educated, knowledge workers, well-trained, earn good incomes, jobs are secure, and receive full benefits

Front 471

Social Capital

Back 471

Networks among individuals and the norms of reciprocity and trust that arise from them

Front 472

Socio-Technical Systems

Back 472

An approach to complex organizational work design that recognizes the interaction between people and technology in workplaces

Front 473

Software as a Service (SaaS)

Back 473

Designed around the 'pay-as-you-go' principle - eliminating the costly purchase or license agreement and are based on usage

Front 474

Spill-over Effect

Back 474

A secondary effect that follows from a primary effect, and may be far removed in time or place from the event that caused the primary effect

Front 475

Split pay

Back 475

a system whereby expatriates are given a portion of their pay in the local currency to cover their day-to-day expenses and a portion of their pay in their home currency to safeguard their earnings from changes in inflation or foreign exchange rates

Front 476

Spot bonus

Back 476

An unplanned bonus given for employee effort unrelated to an established performance measure

Front 477

Spot rewards

Back 477

Programs that award employees 'on the spot' when they do something particularly well during training or on the job

Front 478

Staff

Back 478

One of the Soft S's in McKinsey's 7-S Model; the company's human resources and how they are developed, trained, and motivated

Front 479

Staffing Tables

Back 479

Graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements

Front 480

Standard hour plan

Back 480

An incentive plan that sets rates based on the completion of the job in a predetermined standard time

Front 481

Statistical approach

Back 481

Involves identifying the most valid predictors and weighting them using statistical methods

Front 482

Statutory rights

Back 482

Legal entitlements that derive from government legislation

Front 483

Step-review system

Back 483

A system for reviewing employee complaints and disputes by successfully higher levels of management

Front 484

Stock Appreciation Rights (SARs)

Back 484

Cash or stock award determined by an increase in stock price during any time chosen by the executive in the option period; does not require executive financing

Front 485

Stock data

Back 485

Data showing the status of designated groups in occupational categories and compensation levels

Front 486

Stock Options

Back 486

Rights granted to executives to purchase shares of their organization's stock at an established price for a fixed period of time; stock price is usually set at the market value at the time the option is granted.

Front 487

Stock Purchase

Back 487

Opportunities for executives to purchase shares of their organization's stock valued at full market or a discount price, often with the organization providing financial assistance

Front 488

Straight commission plan

Back 488

A compensation plan based on a percentage of sales

Front 489

Straight piecework

Back 489

An incentive plan under which employees receive a certain rate for each unit produced

Front 490

Straight salary plan

Back 490

A compensation plan that permits salespeople to be paid for performing various duties that are not reflected immediately in their sales volume

Front 491

Strategic Change

Back 491

Occurs when the organization needs to re-focus or reposition the business and can involve changing the objectives, strategies, and even the mission of the organization

Front 492

Strategic Choice

Back 492

The role that leaders or leading groups play in influencing an organization through making choices in a dynamic political process

Front 493

Strategic compensation

Back 493

The compensation of employees in ways that enhance motivation and growth while at the same time aligning their efforts with the objectives, philosophies, and culture of the organization

Front 494

Strategic Formulation Process

Back 494

Provides a set of input in terms of what is possible whether firm has a types and number of people available to pursue a given strategy

Front 495

Strategic Human Resources Management (SHRM)

Back 495

The pattern of human resources deployments and activities that enable an organization to achieve its strategic goals; a set of distinct but interrelated practices, policies, and philosophies whose goal is to enable the achievements of the organization strategy

Front 496

Strategic Knowledge Workers

Back 496

Employees who tend to have unique skills that are directly linked to the company strategy and are difficult to replace (R&D, managers)

Front 497

Strategic Perspective

Back 497

Measures organizational success in alignment with the corporate strategy.

Front 498

Strategic Planning

Back 498

Performing different activities than rivals or performing similar activities differently

Front 499

Strategic Planning

Back 499

Procedures for making decisions about the organization's long-term goals and strategies

Front 500

Strategic relevance

Back 500

Performance standards linked to organizational goals and competencies

Front 501

Strategic Vision

Back 501

A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent

Front 502

Strategy

Back 502

A long-term plan or map for an organization, assisting it to become increasingly adaptable and competitive

Front 503

Strategy Implementation

Back 503

Once the firm has devised its strategy executives must make a resource allocation decisions to implement that strategy

Front 504

Stress

Back 504

Any adjustive demand caused by physical, mental, or emotional factors that require coping behaviours

Front 505

Strike

Back 505

The refusal of a group of employees to perform the jobs

Front 506

Structural Functionalism

Back 506

A sociological theory that attempts to explain why society functions the way it does by focusing on the relationships between the various social institutions that make up society (e.g., government, law, education, religion, etc.).

Front 507

Structural plateau

Back 507

Marks the end of promotions

Front 508

Structure

Back 508

One of the Hard S's in McKinsey's 7-S Model; the basic organization of the company, its departments, reporting lines, areas of expertise and responsibility

Front 509

Structured interview

Back 509

An interview in which a set of standardized questions with an established set of answers is used

Front 510

Style

Back 510

One of the Soft S's in McKinsey's 7-S Model; the leadership approach of top management and the company's overall operating approach

Front 511

Subordinate appraisal

Back 511

A performance appraisal of a superior by an employee, which is more appropriate for developmental and for administrative purposes

Front 512

Succession Planning

Back 512

The process of identifying, developing, and tracking key individuals for executive positions

Front 513

Suggestion Programs

Back 513

A program implemented by an organization to tap into employee ideas in hopes of improving the organization’s processes and/or products.

Front 514

Summary dismissal

Back 514

When a non-union employer terminates an employee without notice because the employee has committed a serious breach of contract

Front 515

Supply Considerations

Back 515

Determining where and how candidates with the required qualifications can be found to fill firms' vacancies

Front 516

Supporting Workers

Back 516

Employees with skills that are of less strategic value to the firm and are generally available in the labor market (cleaners, clerical/admin)

Front 517

Surplus

Back 517

When labour supply is greater than the demand for labour

Front 518

Sustainability

Back 518

A company's ability to produce a good or service without damaging the environment or depleting a resource

Front 519

SWOT Analysis

Back 519

A strategic tool used to evaluate the internal (strengths and weaknesses) and external (opportunities and threats) environment for strategy formulation purposes

Front 520

Synergy

Back 520

Occurs when the interaction an outcome of team members are greater than the sum of the individual effort

Front 521

Systemic discrimination

Back 521

The exclusion of members of certain groups through the application of employment policies or practices based on criteria that are neither job-related nor required for the safe and efficient operation of the business; the application of different job evaluation plans to different levels within an organization

Front 522

Systems

Back 522

One of the Hard S's in McKinsey's 7-S Model; formal and informal procedures that govern everyday activity, covering everything from management information systems through to the systems at the point of contact with the customer

Front 523

Tacit Knowledge

Back 523

Knowledge that is difficult to be transferred to another person by means of writing down or verbalizing it

Front 524

Task analysis

Back 524

The process of determining what the content of the training program should be on the basis of the study of the tasks and duties involved in the job

Front 525

Task Force

Back 525

Team of employees convened to solve a problem

Front 526

Task identity

Back 526

The degree to which the job requires completion of a whole and identifiable piece of work that is, getting a job from beginning to end with a visible outcome

Front 527

Task Interdependence

Back 527

Refers to the inherent interdependence of individuals and departments on each other (such as workflow interdependence and information interdependence)

Front 528

Task inventory analysis

Back 528

An organization-specific list of tasks and their descriptions used as a basis to identify components of jobs (aka job analysis) - seek to specify the main duties and skill level required

Front 529

Task significance

Back 529

The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment

Front 530

Team appraisal

Back 530

A performance appraisal, based on total quality management concepts, that recognizes team accomplishment rather than individual performance

Front 531

Team incentive plan

Back 531

A compensation plan in which all team members receive an incentive bonus payment when production or service standards are met or exceeded

Front 532

Telecommuting

Back 532

Use of personal computers, networks, and other communications technology to do work in the home that is traditionally done in the workplace

Front 533

Temporal rating

Back 533

Errors where the performance review is biased either favorably or unfavorably, depending on the way performance information is selected, evaluated, and organized by the rater over time

Front 534

Termination

Back 534

Practice initiated by an employer to separate an employee from the organization permanently

Front 535

The Personal Information Protection and Electronic Documents Act (PIPEDA)

Back 535

A federal law that deals with the collection, use, and disclosure of personal information

Front 536

Third country nationals

Back 536

Employees who are natives of a country other than the home country or the host country

Front 537

Time-to-fill metric

Back 537

The number of days from when a job opening is approved to the date the candidate is selected

Front 538

Total quality management (TQM)

Back 538

A control system that involves setting standards, measuring the firm's performance against those standards, and identifying opportunities for continuous improvement

Front 539

TOWES (Test of Workplace Essential Skills)

Back 539

Testing and training that uses workplace documents to accurately measure the three essential skills that are needed for safe and productive employment: reading text, document use, and numeracy.

Front 540

Town Hall Meetings

Back 540

Used to communicate information concerning the organization's objectives, goals, and current projects to employees

Front 541

Trainee motivation

Back 541

Making employees understand the link between the efforts they put into training and the payoff

Front 542

Trainee readiness

Back 542

Refers to whether or not the experience of trainees has made them receptive to the training that they will receive

Front 543

Training

Back 543

Any effort initiated by an organization to foster learning among it’s' members, which tends to be more narrowly focused and oriented toward short-term performance concerns

Front 544

Trait approach

Back 544

Designed to measure the extent to which employee possesses certain characteristics - such as dependability, creativity, initiative, and leadership - that are viewed as important for the job and the organization in general

Front 545

Transfer of training

Back 545

Effective application of principles learned to what is required on the job

Front 546

Transfer

Back 546

Placement of the individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job

Front 547

Transnational Corporation

Back 547

A firm that attempts to balance local responsiveness and global scale via a network of specialized operating units

Front 548

Transnational teams

Back 548

Teams composed of members of multiple nationalities working on projects that span multiple countries

Front 549

Trend Analysis

Back 549

A quantitative approach to forecasting labor demand based on an organizational index, such a sale

Front 550

Trusted Pension Plan

Back 550

The pension contributions are placed in a trust fund which is then invested and administered by trustees who are appointed by the employer (or sometimes the union)

Front 551

Underutilization

Back 551

Term applied to designate groups that are not utilized to represent in the employer's workforce proportional to their numbers in the labor market

Front 552

Undue Hardship

Back 552

Prove that the financial cost of accommodating the individual or the potential risks from accommodating the individual would make the accommodation impossible

Front 553

Unfair labor practices (ULPs)

Back 553

Specific employer and Union illegal practices that deny employees their rights and benefits under federal and provincial labour law

Front 554

Union's Instrumentality

Back 554

Employee's perceptions of the union as being likely to be effective in improving various economic conditions of employment

Front 555

Union (shop) steward

Back 555

Employee who as a nonpaid union official represents the interests of members in their relations with management

Front 556

Union shop

Back 556

Provision of the collective agreement that requires employees to join the union as a condition of their employment; a form of a union security clause under which the employer agrees to hire either labor union members or nonmembers but all non-union employees must become union members within a specified period of time or lose their jobs

Front 557

Validity

Back 557

The degree to which a test or selection procedure measures a person's attributes

Front 558

Validity Coefficient

Back 558

(1) indicates perfect validity and (.1) indicates low validity

Front 559

Value Creation

Back 559

What the firm adds to a product or service by virtue of making it; the amount of benefits provided by the product or service once the costs of making it are subtracted

Front 560

Values-Based Hiring

Back 560

Process of outlining the behaviors that exemplify a firm's corporate culture and then hiring people who are fit for them

Front 561

Variable pay (long term)

Back 561

Typically more complex and are designed for the most senior executives (usually in private sector, publicly-traded organizations); time period reflected is usually more than 12 months and often several years; usually done through stock options or deferred profit plans

Front 562

Variable pay (short term)

Back 562

Tying pay to some measure of individual, group, or organizational performance; typically over and above base pay, and paid out at certain intervals based up on the achievement of pre-established objectives; includes discretionary payments, profit or gain sharing, team/group or individual incentives

Front 563

Verbal learners

Back 563

Individuals who absorb information best through spoken or written works

Front 564

Vertical Fit (or Alignment)

Back 564

Focuses on the connection between the business objectives and the major initiatives in HR

Front 565

Vesting

Back 565

A guarantee of accrued benefits to participants at retirement age, regardless of their employment status at the time

Front 566

Video resumes

Back 566

Short video clips that highlight applicants' qualifications beyond what they can communicate on their resume

Front 567

Virtual office

Back 567

A variant of telecommuting where employees are in the field helping customers or are stationed at other remote locations working as if they were in the home-office

Front 568

Virtual team

Back 568

A team with widely dispersed members linked together through computer and telecommunications technology; extensive attention must be given to training team members has the move through the four stages of team development: forming, storming, forming, and performing

Front 569

Visual learners

Back 569

Individuals who absorb information best through pictures, diagrams, and demonstrations

Front 570

Voluntary

Back 570

No sense of coercion

Front 571

Voluntary separations

Back 571

When an employee decides for personal or professional reasons to end the relationship with the employer

Front 572

Wage and salary survey

Back 572

A survey of the wages paid to employees of other employers in the serving organizations relevant labor market

Front 573

Wage curve

Back 573

A curve in the scattergram representing the relationship between the relative worth of jobs and wage rates

Front 574

Wage rate compression

Back 574

Compression of differentials between job classes, particularly the differential between hourly workers and their managers

Front 575

Wallace Damages

Back 575

The recognition that dismissals which occur in bad faith or where the employer bullies the employee through the dismissal, will call for unique damages

Front 576

Weighted application blank (WAB)

Back 576

The use of a common standardized employment application that is designed to distinguish between successful and unsuccessful employees

Front 577

Whole Jobs Ranking

Back 577

Job Evaluation method where each job is compared in its entirety to all others to come up with a ranking; sometimes a paired comparison approach is used where jobs are paired up and compared to each other to determine their relative worth

Front 578

Work permit or Visa

Back 578

A government document granting a foreign individual the right to seek employment

Front 579

Work valuation

Back 579

A job evaluation system that seeks to measure a job's worth through its value to the organization

Front 580

Work/job sample tests

Back 580

Tests that require the applicant to perform tasks that are actually part of the work required on the job

Front 581

Workers' Compensation insurance

Back 581

Insurance provided to workers to defray the loss of income and cost of treatment resulting from work-related injuries or illness

Front 582

Workflow

Back 582

The movement of data and/or forms with data through one or more business processes

Front 583

Workplace emergency

Back 583

An unforeseen situation that threatens employees, customers, or the public; disrupts or shuts down operations; or causes physical or environmental damages

Front 584

Wrongful dismissal

Back 584

A lawsuit filed in the court by an employee alleging that he or she was dismissed without proper contractual or reasonable notice

Front 585

Yield ratio

Back 585

The percentage of applicants from a recruitment source that make it to the next stage of the selection process