Management Ch. 9 Exam Iii

Front 1

Human resource (HR) management (272)

Back 1

consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce
-deals with staffing

Front 2

purpose of the human resource process:

Back 2

to get optimal work performance

Front 3

Strategic human resource planning (274)

Back 3

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

Front 4

Job analysis (274)

Back 4

purpose is to determine, by observation and analysis, the basic elements of a job.

Front 5

Job description (274)

Back 5

summarizes what the holder of the job does and how and why he or she does it

Front 6

Job specification (274)

Back 6

describes the minimum qualifications a person must have to perform the job successfully

Front 7

Human resource inventory (275)

Back 7

a report listing your organizations employees by name, education, training, languages, and other important information

Front 8

National Labor Relations Board (276)

Back 8

enforces procedures whereby employees may vote to have a union and for collective bargaining.

Front 9

Collective bargaining (276)

Back 9

consists of negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security

Front 10

Fair Labor Standards Act (276)

Back 10

established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage

Front 11

Equal Employment Opportunity (EEO) Commission (276)

Back 11

job is to enforce antidiscrimination and other employment-related laws

Front 12

Discrimination (278)

Back 12

occurs when people are hired or promoted--or denied hiring or promotion--for reasons not relevant to the job

Front 13

affirmative action (278)

Back 13

focuses on achieving equality of opportunity within an organization

Front 14

Sexual harassment (279)

Back 14

consists of unwanted sexual attention that creates an adverse work environment
-quid pro quo

Front 15

Recruiting (280)

Back 15

the process of locating and attracting qualified applicants for jobs open in the organization

Front 16

Internal recruiting (280)

Back 16

means making people already employed by the organization aware of job openings.

Front 17

Job posting (280)

Back 17

placing information about job vacancies and qualifications on bulletin boards, in newsletters and on the organizations intranet

Front 18

External recruiting (280)

Back 18

attracting job applicants from outside the organization.

Front 19

Realistic job preview (281)

Back 19

gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired

Front 20

Selection process (281)

Back 20

the screeing of job applicants to hire the best candidate

Front 21

Unstructured interview (283)

Back 21

involves asking probing questions to find out what the applicant is like.
-non job related questions
-no fixed set of questions

Front 22

Structured interview (284)

Back 22

involves asking each applicant the same questions and comparing their responses to a standardized set of answers

Front 23

situational interview (284)

Back 23

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

Front 24

Behavioral-description interview (284)

Back 24

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?"

Front 25

employment tests (285)

Back 25

are legally considered to consist of any procedure used in the employment selection decision process
-application forms, interviews, and educational requirements

Front 26

3 most common employment tests (285)

Back 26

ablility tests, performance tests, and personality tests

Front 27

ability tests

Back 27

measure physical abilities, strength and stamina, mechanical ability, mental ability and clerical abilities.

Front 28

performance tests

Back 28

measures performance on actual job tasks.

Front 29

personality tests

Back 29

measure such personality traits as adjustment, energy, sociability, independence, and need for achievement

Front 30

assessment center (285)

Back 30

management candidates participate in activities for a few days while being assessed by evaluators

Front 31

Reliability (286)

Back 31

the degree to which a test measures the same thing consistently
-individuals score remains about the same over time

Front 32

validity (286)

Back 32

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.

Front 33

orientation (287)

Back 33

helping the newcomer fit smoothly into the job and the organization.

Front 34

Training (288)

Back 34

refers to educating technical and operational employees in how to better do their current jobs

Front 35

development (288)

Back 35

refers to educating professionals and managers in the skills they need to do their jobs in the future

Front 36

Computer-assisted instruction (CAI) (289)

Back 36

computers are used to provide additional help or to reduce instructional time.

Front 37

performance appraisal (290)

Back 37

consists of (1) assessing an employees performance and (2) providing him or her with feedback.

Front 38

performance management (290)

Back 38

the continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement.

Front 39

Objective appraisals (290)

Back 39

also called "results appraisals" are based on facts and are often numerical
-products sold in a month, customer complaints filed against an employee

Front 40

Subjective appraisals (291)

Back 40

are based on a managers perceptions of an employees (1)traits or (2)behaviors

Front 41

behaviorally anchored rating scale (BARS) (291)

Back 41

rates employee gradations in performance according to scales of specific behaviors

Front 42

360-degree assessment (292)

Back 42

or 360 degree feedback appraisal, in which employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients.

Front 43

Forced ranking performance review systems (293)

Back 43

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

Front 44

Formal appraisals (293)

Back 44

conducted at specific times throughout the year and are based on performance measures that have been established in advance.

Front 45

Informal appraisals (293)

Back 45

conducted on an unscheduled basis and consist of less rigorous indications of employee performance

Front 46

Compensation (294)

Back 46

has 3 parts (1) wages or salaries (2) incentives (3) benefits

Front 47

Base pay (294)

Back 47

consists of the basic wage or salary paid employees in exchange for doing their jobs.

Front 48

Benefits (295)

Back 48

or "fringe benefits" are additional nonmonetary forms of compensation

Front 49

sarbanes-oxley act

Back 49

prohibits employers from demoting or firing employees who make accusations of fraud to a federal agency

Front 50

4 steps that can help a manager avoid being sued for wrong doing

Back 50

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

Front 51

trait appraisal

Back 51

ratings of such subjective attributes such as attitude, initiative, and leadership

Front 52

behavioral appraisals

Back 52

measure specific, observable aspects of performance--being on time for work

Front 53

equal pay act

Back 53

requires that men and women be paid the same for the same type of work

Front 54

If people are trying to learn facts--such as work rules or legal matters _____, ______, and _____ are most effective.

Back 54

lectures, videotapes, and workbooks

Front 55

selection process

Back 55

the screening of job applicants to ensure that you hire the most qualified canadiate.

Front 56

human capital

Back 56

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

Front 57

social capital

Back 57

the productive potential that an organization gains as a result of strong, trusting, and cooperative relationships

Front 58

Occupational safety and health act (OSHA)

Back 58

established the minimum health and safety standards in organizations

Front 59

Labor laws

Back 59

-privacy act
-immigration reform and control act
-polygraph protection act
-worker adjustment and retraining notification act
-sarbanes oxley act

Front 60

compensation and benefit laws

Back 60

-employee retirement income security act (ERISA)
-family and medical leave act
-health insurance portability and accountability act (HIPAA)
-fair minimum wage act

Front 61

health and safety laws

Back 61

-occupational safety and health act (OSHA)
-Consolidated omnibus budget reconciliation act (COBRA)
-Patient protection and affordable care act

Front 62

Equal employment opportunity laws

Back 62

-equal pay act
-civil rights act, title VII
-age discrimination in employment act (ADEA)
-Pregnancy discrimination act

Front 63

selection tools

Back 63

background information, interviewing, and employment tests

Front 64

advantages of internal recruiting

Back 64

-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.

Front 65

disadvantages of internal recruiting

Back 65

-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

Front 66

advantages of external recruiting

Back 66

-applicants may have specialized knowledge and experience
-applicants may have fresh viewpoints

Front 67

disadvantages of external recruiting

Back 67

-the recruitment process is more expensive and takes longer
-the risks are higher because the persons hired are less well known

Front 68

6 economic factors that affect base pay:

Back 68

-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

Front 69

two types of sexual harassment

Back 69

-quid pro quo
-hostile environment

Front 70

quid pro quo

Back 70

-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

Front 71

hostile environment

Back 71

-offensive work environment
-the person being sexually harassed doesnt risk economic harm but experiences an offensive or intimidating work environment.

Front 72

2 most common reasons that employers do not like to give honest assesments of former employees:

Back 72

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

Front 73

most expensive of benefits offered:

Back 73

medical benefits

Front 74

7 steps in the strategic human resource management process:

Back 74

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

Front 75

found on job applications:

Back 75

-citizenship
-work history
-references
-education
-certifications

Front 76

most effective method of external recruiting:

Back 76

employee referrals

Front 77

other employment testing techniques:

Back 77

-drug testing
-polygraphs
-genetic screening
-handwriting analysis

Front 78

3 most common types of employment tests:

Back 78

-ability
-performance
-personality

Front 79

examples of off the job training:

Back 79

-classroom programs
-workbooks
-computer assisted instruction

Front 80

which teaching methods are most appropriate if a manager is trying to teach skills such as improving interpersonal relations or using new tools?

Back 80

-role playing
-discussion
-practice

Front 81

advantages of a forced ranking performance review system:

Back 81

-encourages managers to indentify and remove poor performers
-structures a predetermined compensation curve, enabling them to reward top performers

Front 82

3 types of employee terminations:

Back 82

-lay offs
-downsizings
-firings