Managing Human Resources

Front 1

Define appropriate human resources.

Back 1

Person with in the Org. who make a valuable contribution to management system goal attainment. (effective in job)

Front 2

______ _______ ______ refers to org members who are ineffective in their job.

Back 2

inappropriate human resources

Front 3

What 4 steps must managers follow to fill managerial & nonmanagerial positions?

Back 3

1. Recruitment
2. Selection
3. Training
4. Performance appraisal

Front 4

What is recruitment?

Back 4

Initial attraction and screening of prospective people to fill a position.

Front 5

What must a recruiter know to be effective?

Back 5

1. Job they are trying to fill
2. Where person can be located
3. how the law influences recruiting efforts

Front 6

What is the relationship of job analysis, job description, and job specification?

Back 6

JOB ANALYSIS- a process for obtaining all pertinent job facts.

JOB DESCRIPTION
statement containting items such as:
Job title
Location
Job summary
Duties
Machines, Tools, Equip.
Materials & forms used
Supervision experience
Working conditions
Hazards

JOB SPECIFICATIONS
Statements of person's quals. necessary to do job:
Education
Training
Experience
Judgment
Initiative
Physical effort
Physical skills
Responsibilities
Communication skills
Emotional characteristics
Unusual sensory demands, such as sight, smell, hearing

Front 7

What knowledge must a recruiter have to be effective?

Back 7

Thorough understanding of position to be filled so potential employees can be narrowed down intelligently.

Front 8

What is a job analysis?

Back 8

Using a job description (activities done on a job) and job specification (chara. of person who should be hired for job).

Front 9

What are the major sources of human resources available to fill a position?

Back 9

inside org.
outside org.

Front 10

What is a human resource inventory?

Back 10

consists of info about the chara of org members

Front 11

What are some advantages of hiring from inside the org?

Back 11

build employee morale.
encourage employees work harder in hopes of being promoted.
Entice employees to stay with org. longer with possibility of future promotions.

Front 12

Who is Walter S. Wikstrom?

Back 12

He proposed a record system of maintain a useful human resource inventory.

Front 13

What is a human resource inventory?

Back 13

consists of info about the chara of org members.

Front 14

What info does the human resource inventory focus on?

Back 14

Past performance and future potential, and the objective is to keep management up to date about the possibilities for filling the position from within.

Front 15

What 3 types of human resorce inventory cards did Widstrom propose?

Back 15

1. management inventory card
2. position replacement form
3. management manpower replacement chart

Front 16

Define management inventory card.

Back 16

A card on an individual containing both an organizational history and an indication of how he might be used in the future.

Front 17

What is a position form?

Back 17

Focuses on position-centered info rather than the people-centered info maintained on the management inventory card.

Front 18

Management manpower replacement chart...

Back 18

Chart presents a composite view of individuals management considers significant for human resource planning.

Front 19

What 3 questions do Wikstrom's human resource inventory system answer?

Back 19

1. What is the org history of an individual, and what potential does that person possess (management inventory card).
2. If a position becomes vacant, who might be eligible to fill it (position replacement form)?
3. What are the merits of one individual being considered for a position compared to those of another individual under consideration (management manpower replacement chart)?

Front 20

What is succession planning?

Back 20

Process of outlining who will follow whom in various organizational positions.

Front 21

What are the major sources of human resources outside the org?

Back 21

1. Competitors - person knows business, already have training, other business weakened by loss of person, valuable info gained about other business from new hire.
2. Employment agencies
3. Readers of certain publications
4. Educational institutions.

Front 22

Discuss the Equal Employment Opportunity Commission. (EEOC)

Back 22

Civil Rights Act 1964 amended '72 created EEOC to enforce Fed laws prohibiting discriminating on basis of race,
color, religion, sex, national orgion,
sex, and national origin in recruitment, hiring, firing, layoffs, and all other employment practices.

Front 23

Seeks to uphold this right by overseeing the employment practices of labor unions, private employers, educational institutions, and government bodies.
1. Affirmative Action
2. EEOC
3. OJT
4. Selection

Back 23

2. EEOC - Equal Employment Opportunity Commission

Front 24

Equal Employment Opportunity Commission protects the ______
of a citizen to work and obtain a fair wage based primarily on merit and performance.

1. needs
2. beliefs
3. rights
4. actions

Back 24

3. rights

Front 25

What does "affirmative action" translate too?

Back 25

positive movement

Front 26

Why were affirmative action plans established by many orgaizations?

Back 26

In response to equal opportunity legislation.

Front 27

What are affirmative action programs?

Back 27

To eliminate barriers and increase opportunities for the purpose of increasing the utilization of underutilized and/or disadvantaged individuals.

Front 28

What steps does an organization need to take to judge its progess in affirmative action?

Back 28

1. Determine how many minority and disadvantaged individuals it presently employs.
2. Determine how many minority and disadvantaged individuals it should be employing according to EEOC guidlines.
3. Comparing the numbers obtained in steps 1 & 2.

Front 29

What is the 2nd major step in provinding human resources for the organization?

Back 29

Selection - choosing a person to hire from all those who have been recruited.

Front 30

Is selection dependent on the 1st step, recruitment?

Back 30

yes

Front 31

What is testing in the selection process?

Back 31

Examing human resources for qualities relevant to performing available jobs.

Front 32

Are all test 100% accurate in for testing in the selection process?

Back 32

NO

Front 33

What are the 4 categories of tests in the selection process?

Back 33

1. Aptitude - measure potential of person to perform a task.
2. Achievement - measure level of skill or knowledge in certain area.
3. Vocational interest - measure interest in performing various kinds of jobs.
4. Personality - attempt to describe a person's personality dimensions in areas such as emotional maturity, subjectivity, honesty, and objectivity.

Front 34

What are the major factors / stages of the selection process?

Back 34

Preliminary screening from records, data sheets, etc.
Preliminary interview

Intelligence tests
Aptitude tests

Personality tests
Performance references

Diagnostic interview

Physical examination
Personal judgment

Front 35

Define training.

Back 35

Process of developing qualities that will enable person to be more productive and to contribute more to organizational goal attainment.

Front 36

What is the purpose of training?

Back 36

Increase the productivity of the types and popularity of training being offered by organizations today.

Front 37

What are the 4 steps in the training process?

Back 37

1. Determine training needs.
2. Designing training program
3. administering training pgm
4. Evaluating training pgm

Front 38

What is the 3rd step in providing human resources for the organization?

Back 38

Training

Front 39

The information or skill areas of an individual or group that require further development to increase the productivity of the individual or group is call what?

Back 39

Training needs

Front 40

Is training needs a one time deal?

Back 40

No. Training is an ongoing need.

Front 41

What methods can managers use to determine training needs?

Back 41

1. Evaluating the production process within the org. - such factors as unmet deadlines, excessive rejects, high labor costs are clues.
2. Direct feedback -
3. Looking into future - if new products or newly purchased equipment is foreseen, some type of training will need to be done.

Front 42

What is meant by designing a training program?

Back 42

Assembling various types of facts and activities that will meet the established training needs.

Front 43

What is meant by administering a training program?

Back 43

Actually training people selected to partipate in the program.

Front 44

What various techniques are used to train people?

Back 44

1. Lectures
2. Programmed learning - non human learning

Front 45

What is on-the-job training?

Back 45

Techniques for developing skills on the job which reflect a blend of job-related knowledge and experience.

Front 46

How can managers evaluate training programs?

Back 46

Answers to questions such as the ones below help determine the programs effectiveness,
1. has the excessive reject rate declined?
2. are deadlines being met more regularly?
3. are labor costs being reduced?

Front 47

The 4th major step involved in providing human resources for the organization is _______.

Back 47

Performance Appraisal

Front 48

Define performance appraisal.

Back 48

Process of reviewing person's past productive activity to evaluate the contribution they have made toware attaining management system objectives.

Front 49

What is the performane appraisals main purpose?

Back 49

To provide the to organization members about how they can become more productive and useful to the organization in its quest for quality.

Front 50

Why should managers use performance appraisals?

Back 50

1. Provide systmatic judgements.
2. Means of telling subordinates how they are doing.
3. Furnish useful basis.

Front 51

Who is Douglas McGregor?

Back 51

He suggested 3 reasons for using performance appraisals.

Front 52

What guidelines need to be followed for handling performance appraisals properly?

Back 52

1. Stress both performance in the position the person holds and the success with which person is attaining org. objectives. - Although conceptually separate, performance and objective should be inseparable topics of discussion during performance appraisals.
2. Emphasize how well the person is doing the job, not the evaluator's impression of the person's work habits. - in other words... the goal in an objective analysis of performance rather than a subjective eval of habits.
3. Should be acceptable to both evaluator and the subject, both should agree that it has benefit for the org. and the worker.
4. Should provide a base for improving persons' productivity within the org. by making them better equipped to produce.

Front 53

Discuss potential weaknesses of performance appraisals.

Back 53

1. Focusing employees on short-term rewards rather than on issues that are important to org. in long-run.
2. People view them as reward-punishment situation.
3. Emphasis on completing paperwork instead of individual performance.
4. Individuals being evaluated view process as unfair or biased.
5. subordinates react negatively when evaluators offer unfavorable comments.