Unit 4

Front 1

an alternative to job analysis methods that recognize the changing nature of work, and a demand for workers who are able to bring a wider range of skills to an ever-changing job and who will likely change careers several times in their lives

Back 1

competency-based human resource systems

Front 2

reliability, validity and practicality of techniques employed

Back 2

measurment criteria

Front 3

groups of related behaviours that are needed for successful job performance in a particular organization

Back 3

competency

Front 4

core competencies or core proficiencies that are deemed to be important to functioning effectively in today's workplace, e.g., mobilizing, innovation and change; managing people and tasks; communicating; and managing self

Back 4

generic skills

Front 5

methods that infer employee specifications from job analysis data

Back 5

worker trait inventories

Front 6

a more general, enduring trait or capability that an individual possesses at the time he or she first begins to perform a task

Back 6

ability

Front 7

one worker trait inventory method to extract employee specifications from job analysis data

Back 7

job element method

Front 8

a system for identifying employee characteristics that might influence performance according to specific job demands

Back 8

Fleishman job analysis survey

Front 9

a resource that provides generic lists of standardized competencies

Back 9

competency dictionaries

Front 10

independent organizations, either public or private, that attempt to find a match between a person and a job

Back 10

employment agencies

Front 11

work-oriented surveys that break jobs down into constituent tasks, e.g., functional job analysis or critical incident technique

Back 11

task inventories

Front 12

a method of mapping jobs in an organization, with information on their incumbents and likely replacements

Back 12

replacement chart

Front 13

the knowledge, skills, abilities and other attributes necessary for a worker to do well in a job; also known as employment or worker specifications

Back 13

KSAOs

Front 14

an individual's level of proficiency or competency in performing a specific task; level of competency is typically expressed in numerical terms

Back 14

skill

Front 15

characteristics that every member of an organization is expected to possess, regardless of position, function or level of responsibility within the organization

Back 15

core competencies

Front 16

job analysis methods (e.g., position analysis questionnaires, common metric questionnaires, work profiling systems) for which workers respond to written questions about the activities and tasks, tools and equipment, and working conditions of their jobs

Back 16

structure job anaylsis questionnaires and inventories

Front 17

the competence and opportunity brought to an organization by its people, viewed as an essential component of system capabilities

Back 17

human capital

Front 18

the study of the organizational system and its components (subsystems)

Back 18

organizational analysis

Front 19

a job analysis method that distinguishes between what a worker does and what is accomplished

Back 19

functional job analysis

Front 20

job analysis method in which the analyst observes employees carrying out their job activities

Back 20

direct observation

Front 21

job analysis method that generates behaviourally focused descriptions of work activities

Back 21

critical incident technique

Front 22

emphasizing elements of the job that describe perceptual, interpersonal, sensory, cognitive or physical activities (page 131)

Back 22

worker oriented job analysis

Front 23

the process of collecting information about jobs, beginning with organizational analysis to determine and assess goals, environmental constraints, internal functions and relationships, capabilities and gaps

Back 23

job analysis

Front 24

job analysis technique that involves questioning of individuals or groups of employees about the work that gets done

Back 24

interview

Front 25

individual behaviours that are linked to organizational goals

Back 25

performance dimensions

Front 26

decision by a potential employee to abandon a job application

Back 26

self-selecting out

Front 27

a strategy to provide job candidates with accurate information about the job and the organization

Back 27

realistic job preview

Front 28

comprises all the potential employees who have indicated an interest in a job or a position

Back 28

applicant pool

Front 29

set of job performance dimensions that are relevant to the organization or unit in which the particular individual works

Back 29

job performance domain

Front 30

a statement of an organization's mission, philosophy, goals and objectives

Back 30

business plan

Front 31

intended to raise the profile of an organization in an attempt to attract job applicants

Back 31

image advertising

Front 32

observable behaviour that accomplishes organizational goals and is established through valid measures

Back 32

job performace

Front 33

an explanation of the way that people make job choices based upon their perception of the attributes of the job and the organization

Back 33

expectancy theory

Front 34

refers to internal or external advertising of job vacancies

Back 34

position bulletins

Front 35

a group of employees in a firm, plant or industry that have been recognized by the employer and certified by a labour relations board as appropriate to be represented by a union for the purposes of collective bargaining

Back 35

bargaining unit

Front 36

a practice where employees with greater seniority enjoy more rights to job security and advantages in promotions and holiday selection, even to the extent of taking a job that results in the lay-off of an employee with less seniority

Back 36

bumping

Front 37

a system designed to create a hierarchy of and valuation for jobs based on such factors as skill, responsibility or experience, and time and effort as the basis for arriving at a system of wage differentials between jobs or categories of jobs

Back 37

classification

Front 38

job duties that have been assigned to a specific group of employees in a firm, plant or industry that have been certified by a labour relations board for collective bargaining

Back 38

bargaining unit work

Front 39

an indication of an employee's standing in an organization based on length of continuous employment

Back 39

seniority

Front 40

independent organizations that attempt to find a match between a person and a job; they are either public or private enterprises and provide either general or specialized employment services

Back 40

employment agencies or brokers

Front 41

the use by employers of workers outside their own workforce to perform tasks that were previously performed by the employers' own employees

Back 41

contracting out