Hrm Exam Ii

Front 1

Gap Analysis

Back 1

Point A - This is where we are
Point B - This is where we want to be.

Where there are discrepancies between the present configuration and the configuration required for the future, organizations need programs that will address these discrepancies.

Front 2

3 keys to effectively utilizing labor market's to one's competitive advantage:

Back 2

1. Know where they are

2. Know where they are going

3. Know how to get there.

Front 3

Forecasting

Back 3

The attempts to determine the supply and demand for various types of human resources to predict areas within the organization where there will be future labor shortages or surpluses.

Front 4

Transitional matrices

Back 4

show the proportion (or number) of employees in different job categories at different times. Typically these matrices show how people move in one year from one state (outside the organization) or job category to another state or job category. Pg. 196

Front 5

Natural attrition

Back 5

(adjust the size of the labor force)

People leave the job. Naturally works out. Normal turnover of people within the workforce.

Can be bad or good?
-Gives an opportunity to change the position.

Front 6

Downsizing

Back 6

The planned elimination of large numbers of personnel designed to enhance organizational effectiveness. Tables pg. 198

Front 7

Downsizing (further effect)

Back 7

Downsizing efforts often fail because the employees who survive the purges ofter become narrow-minded, self-absorbed, and risk averse. Motivation levels drop off because any hope of future promotions-or even a future- with the company dies out.

Front 8

Disadvantages to Temporary Workers:

Back 8

Low levels of commitment to the organization and its customers on the part of temporary employees, often spills over and reduces the level of customer loyalty.

Tension between a firm's temps and full-time employees

Front 9

Recruitment

Back 9

Recruitment Influences:
-Vacancy characteristics
-Personnel policies
-Recruiter traits and behaviors
-Recruitment sources
Applicant characteristics

COMPANIES CAN AND DO USE JOB POSTING AS IMAGE ADVERTISING.

Front 10

Employment-at-will

Back 10

Policies which state that either an employer or an employee can terminate the employment relationship at any time, regardless of cause.

Front 11

Due Process Policies

Back 11

Policies by which a company formally lays out the steps an employee can take to appeal a termination decision.

Front 12

Extrinsic and Intrinsic

Back 12

Extrinsic = money
Intrinsic = pride, loyalty, good-will

Front 13

Reliability

Back 13

The consistency of a performance measure; the degree to which a performance measure is free from random error.

Front 14

Validity

Back 14

The extent to which a performance measure assesses all the relevant-and only relevant-aspects of job performance.

Front 15

Criterion-Related Validity

Back 15

A method of establishing the validity of a personnel selection method by showing substantial correlation between test scores and job performance scores.

Front 16

Predictive Validation

Back 16

A criterion-related validity study that seeks to establish an empirical relationship between applicants' test scores and their eventual performance on the job.

Front 17

Concurrent Validation

Back 17

A criterion-related validity study in whcih a test is administered to all the people currently in a job and then incumbents' scores are correlated with existing measures or their performance on the job.

Front 18

Content Validation

Back 18

A test-validation strategy performed by demonstrating that the items, questions, or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job.

I.E is the bible exam @ crown valid?

Front 19

Generalizability

Back 19

The degree to which the validity of a selection method established in one context extends to other contexts.

Should undergrad GPA affect whether you get into Graduate school?

Front 20

Utility

Back 20

The degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in real organizations.

Front 21

Selection Method - Legality

Back 21

All selection methods must conform to existing laws and existing legal precedents.
-No age, pregnant, race, etc.

Front 22

Federal Legislation - Selection Method

Back 22

Employers' have an explicit obligation to establish the business necessity of any neutral-appearing selection method.

A&F was sued because it systematically screened out nonwhite applicants.

Front 23

Interviews

Back 23

Situational (very common) - an interview procedure where applicants are confronted with specific issues, questions, or problems that are likely to arise on the job.

PARTICULARLY EFFECTIVE WHEN ASSESSING SENSITIVE ISSUES DEALING WITH HONESTY AND INTEGRITY.

Front 24

Interviews

Back 24

Employers now videotape and check your facebook. Monitor them.

Front 25

Cognitive Ability Test:

Back 25

Tests that include three dimensions:
-Verbal comprehension
-Quantitative ability
-Reasoning ability

Front 26

Five major dimensions of personality

Back 26

1. Extroversion
2. Adjustment
3. Agreeableness
4. Conscientiousness
5. Inquisitiveness

Front 27

Chapter 8

Back 27

Chapter 8

Front 28

Managers and Performance Management

Back 28

May dislike confrontation and feel that they don't know how to give effective evaluations. Some managers spend as little time as possible giving employees feedback. Most managers and employees dislike performance appraisals.

Front 29

CHECK CHART PG 351

Back 29

351

Front 30

Performance Appraisal

Back 30

The process through which an organization get information on how well an employee is doing his or her job.

Front 31

3 parts to performance management:

Back 31

1. Defining performance
2. Measuring performance
3. Feeding back performance info

Front 32

Performance Management Systems should

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link employee activities with the organizations goals.

Front 33

Management By Objective (MBO)

Back 33

Manager and employee agree on up to four personal objectives that will help the department meet its objectives and the employee achieve the specific items described in the job description.

Front 34

Purpose of Performance management

Back 34

Develop employees who are effective at their jobs.

Feedback needs to be both positive and negative.

Front 35

Strategic Congruence

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is the extent to which a performance management system elicits job performance that is congruent with the organization's strategy, goals, and culture.

Front 36

Reliability

Back 36

The consistency of a performance measure; degree to which a performance measure is free from random error.

Front 37

Interrater reliability

Back 37

the consistency among the individuals who evaluate the employee's performance.

Front 38

Acceptability

Back 38

The extent to which a performance measure is deemed to be satisfactory or adequate by those who use it.

Front 39

Specificity

Back 39

THe extent to which a performance measure gives detailed guidance to employees about what is expected of them and how they can meet these expectations.

Front 40

Forced Distribution

Back 40

employees are ranked in groups.

Forced into competitive nature to excel.

Where do you place the standard?
-Discipline
-Individual person
-Group

Front 41

Paired Comparison

Back 41

requires managers to compare every employee with every other employee in the work group, giving an employee a score of 1 every time he or she is considered the higher performer.

Front 42

Attribute approach

Back 42

focuses on the extent to whcih individuals have certain attributes believed for the comapany's success. (BIAS)

Front 43

Behavioral approach -critical incidents

Back 43

kept record of specific examples of effective and ineffective performance on the part of each employee.

Front 44

BARS - behaviorally anchored rating scales

Back 44

builds on critical incidents approach. Develops behavioral anchors, different levels of performance.

Front 45

Organizational Behavior Modification (OBM)

Back 45

Entails managing the behavior of employees through a formal system of behavioral feedback and reinforcement.

Front 46

Idea

Back 46

"put discipline in the middle and let students interact with it."

Tolerate mistakes but can't tolerate a bad attitude.

Front 47

MBO

Back 47

Requires specific, difficult, objective goals. Set by boss and employee, but boss pressures employee to high standards.

Front 48

Quality Approach

Back 48

Improving customer satisfaction is the primary goal or the quality approach.

Front 49

360 Degree Appraisal

Back 49

A performance appraisal process for managers that includes evaluations from a wide range of persons who interact with the manager. This process includes self-evaluation, as well as evaluations from boss, subordinates, peers, and customers.

Front 50

Halo and Horns

Back 50

Halo Error - when one positive performance aspect causes the rater to rate all other aspects of performance positively.

Horns error - works in the opposite direction: one negative aspect results in the rater assigning low ratings to all other aspects.