Human Resource Management

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assessment center(6)

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a process in which multiple raters evaluate employees' performance on a number of exercises

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Reasoning Ability(6)

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refers to a person's capacity to invent solutions to many diverse problems

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Quantitative ability(6)

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concerns the speed and accuracy with which one can solve arithmetic problems of all kinds

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Verbal comprehension(6)

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refers to a person's capacity to understand and use written and spoken language

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cognitive ability tests

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tests that include three dimensions: verbal comprehension, quantitative ability, and reasoning ability

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situational interview

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an interview procedure where applicants are confronted with specific issues, questions, or problems that are likely to arise on the job

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Utility

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

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Generalizability(6)

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

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content validation(6)

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

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concurrent validation(6)

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

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Predictive Validation (6)

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

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Criterion-related validity (6)

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

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6 &8.Validity

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

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Reliability (6)

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

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7. onboarding

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refers to the process of helping new hires adjust to social and performance aspects of their new jobs

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7. managing diversity and inclusion

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the process of creating an environment that allows the employees to contribute to organizational goals and experience personal growth

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7. Diversity training

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refers to the learning effort that are designed to change employees attitudes about diversity and/or develop skills needed to work with a diverse workforce

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7. inclusion

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refers to creating an environment in which employees share a a sense of belonging, mutual respect and commitment from others

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7. Repatriation

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the preparation of expatriates for return to the parent company and country from a foreign assignment

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7. cross-cultural preparation

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the process of educating employees (and their families) who are given an assignment in a foreign country

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7. expatriate

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employees sent by his or her company to manage operations in a different country

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7. Return on investment

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refers to the estimated dollar return from each dollar invested in learning

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7. Training outcomes

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A way to evaluate the effectiveness of a training program based on cognitive, skill based, affective, and results outcomes

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7. Kaizen

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practices participated by employees from all levels of the company that focuses on the continuous improvement of business processes

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7. Action learning

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teams work on an actual business problem, commit to an action plan, and are accountable for carrying out the plan

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7. team leader training

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training of the team manager or facilitator

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7. Coordinator training

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training a team in how to share information and decision making responsibilities to maximize team performance

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7. Cross training

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training in which team members understand and practice each others skills so that members are prepared to step in and take another members place should he or she temporarily or permanently leave the team

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7. Adventure Learning

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learning focused on the development of teamwork and leadership skills by using structured outdoor activities

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7. Experiential learning

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Training programs in which trainees gain knowledge and theory, participate in behavioral simulations, analyze the activity, and connect the theory and activity with in the job situations

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7. group or team building methods

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training methods that help trainees share ideas and experiences, build group identity, understand the dynamics of interpersonal relationships , and to get to know their own strengths and weaknesses and those of their coworkers

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7. Learning management system

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technology platform that automates the administration, development, and delivery of a company's training program

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7. blended learning

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delivering content and instruction with a combination of technology based and face to face methods

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7. Social media

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online and mobile technology used to create interactive communications

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7. massive open online courses

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online learning designed to enroll large numbers of learners who have access to the internet and composed of interactive coursework including video lectures, discussion groups, wikis and assessment quizzes

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7. repurposing

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directly translating instructor led training online

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7.e learning

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instruction and delivery of training by computers through the internet or company intranet

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7. Virtual reality

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computer based technology that provides trainees with a three dimensional learning experience. trainees operate in a simulated environment that responds to their behaviors and reactions

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7. Avatars

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Computer depictions of humans that can be used as imaginary coaches, co-workers, and customers in simulations.

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7. Simulation

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A training method that represents a real-life situation, allowing trainees to see the outcomes of their decisions in an artificial environment.

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7. Internship

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On-the-job learning sponsored by an educational institution, or part of an academic program.

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7. Apprenticeship

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A work-study training method with both on-the-job and classroom training.

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7. on the job training

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Peers or managers training new or inexperienced employees who learn the job by observation, understanding, and imitation.

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7. hands on methods

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Training methods that require the trainee to be actively involved in learning.

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7. webcasting

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Classroom instruction provided online via live broadcasts.

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7. telconferencing

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Synchronous exchange of audio, video, or text between individuals or groups at two or more locations.

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7. presentation methods

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Training methods in which trainees are passive recipients of information.

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7. Communities of practice

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Groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished.

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7. performance support systems

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Computer applications that can provide (as requested) skills training, information access, and expert advice.

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7. opportunity to perform

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The trainee is provided with or actively seeks experience using newly learned knowledge, skills, or behavior.

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7. Support network

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Trainees who meet to discuss their progress in using learned capabilities on the job.

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7. action plan

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Document summarizing what the trainee and manager will do to ensure that training transfers to the job.

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7. manager support

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Degree to which trainees’ managers emphasize the importance of attending training programs and stress the application of training content to the job.

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7. transfer of training

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The use of knowledge, skills, and behaviors learned in training on the job.

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7. motivation to learn

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The desire of the trainee to learn the content of a training program.

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7. readiness for training

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Employee characteristics that provide them with the desire, energy, and focus necessary to learn from training.

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7. task analysis

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The process of identifying the tasks, knowledge, skills, and behaviors that need to be emphasized in training.

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7. person analysis

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A process for determining whether employees need training, who needs training, and whether employees are ready for training.

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7. organizational analysis

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A process for determining the business appropriateness of training.

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7. needs assessment

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The process used to determine if training is necessary.

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7. training design process

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A systematic approach for developing training programs.

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7. knowledge management

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Process of enhancing company performance by designing and using tools, systems, and cultures to improve creation, sharing, and use of knowledge.

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7. tacit knowledge

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Knowledge based on personal experience that is difficult to codify.

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7. explicit knowledge

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Knowledge that is well-documented and easily transferred to other persons.

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7. informal learning

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Learning that is learner initiated, involves action and doing, is motivated by an intent to develop, and does not occur in a formal learning setting.

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7. formal learning

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Learning that is learner initiated, involves action and doing, is motivated by an intent to develop, and does not occur in a formal learning setting.

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7. training

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A planned effort to facilitate the learning of job-related knowledge, skills, and behavior by employees.

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7. continuous

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A learning system that requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job, and share what they have learned with other employees.

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8. performance management

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The means through which managers ensure that employees’ activities and outputs are congruent with the organization’s goals.

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8. performance appraisal

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

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8. performance feedback

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The process of providing employees information regarding their performance effectiveness.

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8. strategic congruence

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The extent to which the performance management system elicits job performance that is consistent with the organization’s strategy, goals, and culture.

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8. acceptability

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

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8. specificity

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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.

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8.competencies

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Sets of skills, knowledge, and abilities and personal characteristics that enable employees to perform their jobs.

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8.competency model

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Identifies and provides a description of competencies that are common for an entire occupation, organization, job family, or specific job.

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8. upward feedback

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A performance appraisal process for managers that includes subordinates’ evaluations.

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8. 360 degree appraisal

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

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8. social performance management

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Social media and microblogs similar to Facebook, LinkedIn, and Yammer that allow employees to quickly exchange information, talk to each other, provide coaching, and receive feedback and recognition in the form of electronic badges.

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8. gamification

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Game-based strategies applied to performance management to make it a fun, effective, transparent, and inclusive process for employees and managers.

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8. appraisal politics

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A situation in which evaluators purposefully distort a rating to achieve personal or company goals.

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8. calibration meetings

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A way to discuss employees’ performance with the goal of ensuring that similar standards are applied to their evaluations.

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9. development

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The acquisition of knowledge, skills, and behaviors that improve an employee’s ability to meet changes in job requirements and in client and customer demands.