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31 Cards in this Set
- Front
- Back
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Human resource management
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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.
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Strategic human resource management
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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.
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Equal employment opportunity
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The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
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Recruitment
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Activities that managers engage in to develop a pool of qualified candidates for open positions.
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Selection
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The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.
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Human resource planning
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Activities that managers engage in to forecast their current and future needs for human resources.
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Outsource
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To use outside suppliers and manufacturers to produce goods and services.
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Job Analysis
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Identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job.
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Lateral Move
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A job change that entails no major changes in responsibility or authority levels.
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Realistic job preview
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An honest assessment of the advantages and disadvantages of a job and organization.
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Reliability
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The degree to which a tool or test measures the same thing each time it is used.
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Validity
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The degree to which a tool or test measures what it purports to measure.
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Training
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Teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers.
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Development
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Building the knowledge and skills of organizational members so that they will be prepared to take on new responsibilities and challenges.
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Needs assessment
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An assessment of which employees need training or development and what type of skills or knowledge they need to acquire.
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On-the-job training
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Training that takes place in the work setting as employees perform their job tasks.
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Performance appraisal
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The evaluation of employees' job performance and contributions to their organization.
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Performance feedback
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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.
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Objective appraisal
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An appraisal that is based on facts and is likely to be numerical.
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Subjective appraisal
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An appraisal that is based on perceptions of traits, behaviors, or results.
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360-degree appraisal
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A performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager's performance.
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Formal appraisal
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An appraisal conducted at a set time during the year and based on performance dimensions and measures that were specified in advance.
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Informal appraisal
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An unscheduled appraisal of ongoing progress and areas for improvement.
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Pay Level
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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.
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Pay Structure
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The arrangement of jobs into categories reflecting their relative importance to the organization and its goals, level of skill required, and other characteristics.
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Cafeteria-style benefit plans
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A plan from which employees can choose the benefits that they want.
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Labor relations
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The activities that managers engage in to ensure that they have effective working relationships with the labor unions that represent their employees' interests.
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Collective bargaining
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Negotiations between labor unions and managers to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.
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Steps of Human Resource Management
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1. Recruitment and Selection
2. Training and Development 3. Performance Appraisal and Feedback 4. Pay and Benefits 5. Labor Relations |
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Objective of Strategic HRM
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To enhance the organization’s efficiency, quality, innovation, and responsiveness to customers
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Problems with Outsourcing
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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. |
