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82 Cards in this Set

  • Front
  • Back
Human resource (HR) management (272)
consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce
-deals with staffing
purpose of the human resource process:
to get optimal work performance
Strategic human resource planning (274)
consists of developing a systematic, comprehensive strategy for (a) understanding current employee needs and (b) predicting future employee needs.
-should help to support the organizations overall strategy
Job analysis (274)
purpose is to determine, by observation and analysis, the basic elements of a job.
Job description (274)
summarizes what the holder of the job does and how and why he or she does it
Job specification (274)
describes the minimum qualifications a person must have to perform the job successfully
Human resource inventory (275)
a report listing your organizations employees by name, education, training, languages, and other important information
National Labor Relations Board (276)
enforces procedures whereby employees may vote to have a union and for collective bargaining.
Collective bargaining (276)
consists of negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security
Fair Labor Standards Act (276)
established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage
Equal Employment Opportunity (EEO) Commission (276)
job is to enforce antidiscrimination and other employment-related laws
Discrimination (278)
occurs when people are hired or promoted--or denied hiring or promotion--for reasons not relevant to the job
affirmative action (278)
focuses on achieving equality of opportunity within an organization
Sexual harassment (279)
consists of unwanted sexual attention that creates an adverse work environment
-quid pro quo
Recruiting (280)
the process of locating and attracting qualified applicants for jobs open in the organization
Internal recruiting (280)
means making people already employed by the organization aware of job openings.
Job posting (280)
placing information about job vacancies and qualifications on bulletin boards, in newsletters and on the organizations intranet
External recruiting (280)
attracting job applicants from outside the organization.
Realistic job preview (281)
gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired
Selection process (281)
the screeing of job applicants to hire the best candidate
Unstructured interview (283)
involves asking probing questions to find out what the applicant is like.
-non job related questions
-no fixed set of questions
Structured interview (284)
involves asking each applicant the same questions and comparing their responses to a standardized set of answers
situational interview (284)
the interview focuses on hypothetical situations.
-ex. what would you do if you saw two of your people arguing loudly in the work area?
-point is to find out if the applicant can handle difficult situations
Behavioral-description interview (284)
the interviewer explores what applicants have actually done in the past.
-ex. "what is the best idea you have ever sold to a supervisor, teacher, peer, or subordinate?"
employment tests (285)
are legally considered to consist of any procedure used in the employment selection decision process
-application forms, interviews, and educational requirements
3 most common employment tests (285)
ablility tests, performance tests, and personality tests
ability tests
measure physical abilities, strength and stamina, mechanical ability, mental ability and clerical abilities.
performance tests
measures performance on actual job tasks.
personality tests
measure such personality traits as adjustment, energy, sociability, independence, and need for achievement
assessment center (285)
management candidates participate in activities for a few days while being assessed by evaluators
Reliability (286)
the degree to which a test measures the same thing consistently
-individuals score remains about the same over time
validity (286)
the test measures what it purports to measure and is free of bias
-if the test is supposed to predict performance, then the individuals actual performance should reflect his or her score on the test.
orientation (287)
helping the newcomer fit smoothly into the job and the organization.
Training (288)
refers to educating technical and operational employees in how to better do their current jobs
development (288)
refers to educating professionals and managers in the skills they need to do their jobs in the future
Computer-assisted instruction (CAI) (289)
computers are used to provide additional help or to reduce instructional time.
performance appraisal (290)
consists of (1) assessing an employees performance and (2) providing him or her with feedback.
performance management (290)
the continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement.
Objective appraisals (290)
also called "results appraisals" are based on facts and are often numerical
-products sold in a month, customer complaints filed against an employee
Subjective appraisals (291)
are based on a managers perceptions of an employees (1)traits or (2)behaviors
behaviorally anchored rating scale (BARS) (291)
rates employee gradations in performance according to scales of specific behaviors
360-degree assessment (292)
or 360 degree feedback appraisal, in which employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients.
Forced ranking performance review systems (293)
all employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve
-top performers get bonuses or promotions and the worst performers are rehabilitated or dismissed
-it structures a predetermined compensation curve based on relative performance
Formal appraisals (293)
conducted at specific times throughout the year and are based on performance measures that have been established in advance.
Informal appraisals (293)
conducted on an unscheduled basis and consist of less rigorous indications of employee performance
Compensation (294)
has 3 parts (1) wages or salaries (2) incentives (3) benefits
Base pay (294)
consists of the basic wage or salary paid employees in exchange for doing their jobs.
Benefits (295)
or "fringe benefits" are additional nonmonetary forms of compensation
sarbanes-oxley act
prohibits employers from demoting or firing employees who make accusations of fraud to a federal agency
4 steps that can help a manager avoid being sued for wrong doing
1.) give the employee a chance
2.) not delay the dismissal and make sure it is completely defensable
3.) be aware of how devastating the dismissal could be to the employee and remaining employees
4.) offer the employee assistance in finding another job
trait appraisal
ratings of such subjective attributes such as attitude, initiative, and leadership
behavioral appraisals
measure specific, observable aspects of performance--being on time for work
equal pay act
requires that men and women be paid the same for the same type of work
If people are trying to learn facts--such as work rules or legal matters _____, ______, and _____ are most effective.
lectures, videotapes, and workbooks
selection process
the screening of job applicants to ensure that you hire the most qualified canadiate.
human capital
describes a person with the right combination of knowledge, skills, and motivation to give the organization a competitive advantage.
-the economic or productive potential of employee knowledge or actions
social capital
the productive potential that an organization gains as a result of strong, trusting, and cooperative relationships
Occupational safety and health act (OSHA)
established the minimum health and safety standards in organizations
Labor laws
-privacy act
-immigration reform and control act
-polygraph protection act
-worker adjustment and retraining notification act
-sarbanes oxley act
compensation and benefit laws
-employee retirement income security act (ERISA)
-family and medical leave act
-health insurance portability and accountability act (HIPAA)
-fair minimum wage act
health and safety laws
-occupational safety and health act (OSHA)
-Consolidated omnibus budget reconciliation act (COBRA)
-Patient protection and affordable care act
Equal employment opportunity laws
-equal pay act
-civil rights act, title VII
-age discrimination in employment act (ADEA)
-Pregnancy discrimination act
selection tools
background information, interviewing, and employment tests
advantages of internal recruiting
-employees tend to be inspired to greater effort and loyalty. Morale is enhanced because they realize that working hard and staying put can result in more opportunities
-the whold process of advertising, interviewing, and so on is cheaper
-there are fewer risks. Internal candidates are already known and are familiar with the organization.
disadvantages of internal recruiting
-internal recruitment restricts the competition for positions and limits the pool of fresh talent and fresh viewpoints.
-it may encourage employees to assume that longevity and seniority will automatically result in promotion.
-whenever a job is filled, it creates a vacancy elsewhere in the organization
advantages of external recruiting
-applicants may have specialized knowledge and experience
-applicants may have fresh viewpoints
disadvantages of external recruiting
-the recruitment process is more expensive and takes longer
-the risks are higher because the persons hired are less well known
6 economic factors that affect base pay:
-the prevailing pay levels in a particular industry and location
-what competitors are paying
-whether the jobs are unionized
-if the jobs are hazardous
-what the individuals level is in the organization
-how much experience he or she has
two types of sexual harassment
-quid pro quo
-hostile environment
quid pro quo
-tangible economic injury
-the person whom the unwanted sexual attention is directed is put in the position of jeopardizing being hired for a job or obtaining job benefits or opportunities unless he or she implicitly or explicitly acquiesces
hostile environment
-offensive work environment
-the person being sexually harassed doesnt risk economic harm but experiences an offensive or intimidating work environment.
2 most common reasons that employers do not like to give honest assesments of former employees:
1.) they fear that if they say anything positive, and the job canadiate doesnt pan out, they can be sued by the new employer
-They fear that if they say anything negative about the employee, they can be sued by the employee
most expensive of benefits offered:
medical benefits
7 steps in the strategic human resource management process:
1.) establish the mission and the vision
2.) establish the grand strategy
3.) formulate the strategic plans
4.) plan human resources needed
5.) recruit and select people
6.) orient, train, and develop
7.) perform appraisals of people
found on job applications:
-work history
most effective method of external recruiting:
employee referrals
other employment testing techniques:
-drug testing
-genetic screening
-handwriting analysis
3 most common types of employment tests:
examples of off the job training:
-classroom programs
-computer assisted instruction
which teaching methods are most appropriate if a manager is trying to teach skills such as improving interpersonal relations or using new tools?
-role playing
advantages of a forced ranking performance review system:
-encourages managers to indentify and remove poor performers
-structures a predetermined compensation curve, enabling them to reward top performers
3 types of employee terminations:
-lay offs