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31 Cards in this Set

  • Front
  • Back
Human resource management
Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.
Strategic human resource management
The process by which managers design the components of a human resource management system to be consistent with one another, with other elements of organizational architecture, and with the organization's strategy and goals.
Equal employment opportunity
The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
Activities that managers engage in to develop a pool of qualified candidates for open positions.
The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.
Human resource planning
Activities that managers engage in to forecast their current and future needs for human resources.
To use outside suppliers and manufacturers to produce goods and services.
Job Analysis
Identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job.
Lateral Move
A job change that entails no major changes in responsibility or authority levels.
Realistic job preview
An honest assessment of the advantages and disadvantages of a job and organization.
The degree to which a tool or test measures the same thing each time it is used.
The degree to which a tool or test measures what it purports to measure.
Teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers.
Building the knowledge and skills of organizational members so that they will be prepared to take on new responsibilities and challenges.
Needs assessment
An assessment of which employees need training or development and what type of skills or knowledge they need to acquire.
On-the-job training
Training that takes place in the work setting as employees perform their job tasks.
Performance appraisal
The evaluation of employees' job performance and contributions to their organization.
Performance feedback
The process through which managers share performance appraisal information with subordinates, give subordinates an opportunity to reflect on their own performance, and develop, with subordinates, plans for the future.
Objective appraisal
An appraisal that is based on facts and is likely to be numerical.
Subjective appraisal
An appraisal that is based on perceptions of traits, behaviors, or results.
360-degree appraisal
A performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager's performance.
Formal appraisal
An appraisal conducted at a set time during the year and based on performance dimensions and measures that were specified in advance.
Informal appraisal
An unscheduled appraisal of ongoing progress and areas for improvement.
Pay Level
The relative position of an organization's pay incentives in comparison with those of other organizations in the same industry employing similar kinds of workers.
Pay Structure
The arrangement of jobs into categories reflecting their relative importance to the organization and its goals, level of skill required, and other characteristics.
Cafeteria-style benefit plans
A plan from which employees can choose the benefits that they want.
Labor relations
The activities that managers engage in to ensure that they have effective working relationships with the labor unions that represent their employees' interests.
Collective bargaining
Negotiations between labor unions and managers to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.
Steps of Human Resource Management
1. Recruitment and Selection
2. Training and Development
3. Performance Appraisal and Feedback
4. Pay and Benefits
5. Labor Relations
Objective of Strategic HRM
To enhance the organization’s efficiency, quality, innovation, and responsiveness to customers
Problems with Outsourcing
Loss of control over output; outsource contractors are not committed to the firm.
Unions are against outsourcing that has potential to eliminate member’s jobs.