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Food Systems 2 > Chapter 12: Management of Human Resources > Flashcards

Chapter 12: Management of Human Resources Flashcards

(109 cards)

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1
Q

Human Resources Management

A

Management of all aspects of human resources from recruitment through termination. Involves an integrative process of recruiting, selecting, training, developing, compensating, supervising, and maintaining the workforce needed to achieve an organization’s goals.

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2
Q

Scientific Management

A

Theory developed by Frederick W. Taylor in the early 1900’s emphasizing the systematic approach for improving worker efficiency by using performance standards and time studies.

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3
Q

Human Resources Planning

A

Process of making provision for the movement of people into, within, and out of an organization. The objective is to use people as effectively as possible and to have available the required number of people with qualifications for positions when openings occur.

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4
Q

Skills Inventories

A

Information on each employee’s education, skills, experience, and career aspirations.

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5
Q

Staffing Tables

A

Pictorial representations of all jobs with the number of employees in those jobs and future employment requirements.

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6
Q

Job Analysis

A

Process of obtaining information about jobs by determining the duties and tasks or activities of those jobs.

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7
Q

Job Description

A

Tasks, duties, and responsibilities of a job, the job’s working conditions, and the tools, materials, and equipment used to perform it. Most job descriptions include at least three sections: job title, identification, and duties.

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8
Q

Job Title

A

Indication of level in the organization and degree of authority the job possesses.

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9
Q

Job Identification

A

Such information as location of job, to whom the employee reports, and often the number of employees in the department and the Directory of Occupations code number.

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10
Q

Job Duties

A

Statements that usually are arranged in order of importance that should indicate the weight or value of each job.

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11
Q

Job Specification

A

List of abilities, skills, and other credentials needed to do the job.

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12
Q

Performance Standards

A

Desired results at a definite level of quality for a specified job.

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13
Q

Performance

A

Degree of accomplishment of tasks that make up an individual’s job.

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14
Q

Job Design

A

Concerned with structuring jobs to improve the efficiency of organization efficiency and job satisfaction.

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15
Q

Job

A

Set of tasks to be performed by a given employee.

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16
Q

Job Enlargement

A

Increase in the total number of tasks employees perform.

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17
Q

Job Enrichment

A

Increase in opportunities for responsibility, achievement, growth, and recognition.

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18
Q

Equal Employment Opportunity

A

Policy of equal employment (nondiscrimination) for all.

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19
Q

Bona Fide Occupational Qualification

A

Quality or attribute protected under discrimination laws that employer may specify as a job qualification.

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20
Q

Equal Employment Opportunity Commission (EEOC)

A

Federally appointed organization that makes equal employment policy, enforces employment provisions of civil rights legislation, and rules on discrimination charges that are filed with the EEOC.

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21
Q

Discrimination

A

Prejudice or unfair treatment of individuals or groups based on certain characteristics.

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22
Q

Seniority

A

Length of employment at a particular institution.

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23
Q

Sexual Harassment

A

Form of gender discrimination in violation of Title VII of the Civil Rights Act of 1964.

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24
Q

Affirmative Action

A

Employers are required to analyze their workforce and develop a plan of action to correct areas of past discrimination.

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25
Diversity
Demographic differences in individuals.
26
Recruitment
Process of locating and encouraging potential applicants to apply for a job opening.
27
Effective Diversity Management Involves:
- Pursuing an inclusive culture - Creating a supportive culture - Valuing individuals and their needs and contributions - Encouraging the continued development of a diverse workforce.
28
Recruitment
Process of locating and encouraging potential applicants to apply for a job.
29
Selection
Process of comparing applicant knowledge, skills, and abilities to those required of a position and choosing applicant most qualified.
30
Reliability
Ability to produce consistent results.
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Validity
Ability to produce accurate results.
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Cognitive Aptitude Tests
Determine general reasoning ability, memory, vocabulary, verbal fluency, and numerical ability.
33
Psychomotor Ability Tests
Determine a candidate's strength, coordination, and dexterity.
34
Job-Knowledge Tests
Measure a candidate's knowledge of duties of the job.
35
Work-Sample Tests
Require a candidate to perform a task or set of tasks required in the job.
36
Vocational Interest Tests
Indicate areas a candidate is most interested in and thus areas that will provide greatest job satisfaction.
37
Personality Tests
Measure self-reported traits, temperament, or disposition.
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Genetic Tests
Identify predisposition to inherited diseases.
39
Graphoanalysis
Identifies personal traits based on how individuals write.
40
Polygraph Tests
Used to confirm or refute information provided on the application form.
41
Structured Interview
Interviewer asks same specific questions of all interviewees.
42
Situational Interview Questions
Questions that ask what behaviors an interviewee would display in a hypothetical situation.
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Behavioral Interview Questions
Questions that encourage description of behaviors an interviewee would display in a hypothetical situation.
44
Unstructured Interview
Interviewer allowed the freedom to ask questions he or she believes are important rather than only asking specific, predetermined questions.
45
Personal Biases
When personal preferences alter objective decision making.
46
Halo Effect
When a single trait dominates the assessment of another individual.
47
Orientation
Formal process of familiarizing new employees to the organization, job, and work unit.
48
Training
Ongoing process of updating skills of an employee.
49
Management Development
Programs designed to improve the technical, human, and conceptual skills of managers.
50
On-the-Job Training
Training an employee by having them work with another employee.
51
Off-the-Job Training
Occurs outside the workplace.
52
Performance Appraisals
Comparison of an individual's performance with established standards for the job.
53
Job-Related Criteria
The performance review should include only criteria directly related to the job being performed.
54
Performance Expectations
Performance expectation should be clearly defined and managers and employees should discuss them in advance of the appraisal period.
55
Standardization
Employees in the same job category under the same supervisor should be appraised using the same instrument and with the same frequency of review.
56
Trained Appraisers
Those evaluating the work of others should receive training on issues such as accuracy, consistency, objectivity, and process.
57
Continuous Open Communication
Feedback on performance should be provided on a continuous basis.
58
Performance Reviews
A specific time line for discussion of employee performance should be established.
59
Due Process
A formal grievance procedure should be established.
60
Rating Scales
Number of dimensions on which an employee is rated on a three- to five-point scale for measuring quality of performance.
61
Management by Objectives (MBO)
Technique sometimes used for performance appraisal in which managers and their superiors agree on the objectives to be achieved, usually for a 1-year period.
62
Promotion
Change in job to one at a higher level in the organization.
63
Succession Planning
Planning for qualified individuals to be available to assume management positions as they become available.
64
Demotion
Change in job to one at a lower level in the organization.
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Transfer
Change in job to one at approximately the same level elsewhere in the organization.
66
Separation
Voluntary or involuntary termination of a job.
67
Discipline
Action against an employee who fails to conform to the policies or rules of an organization.
68
Employee Assistance Program (EAP)
Program that provides diagnoses, counseling, and referral for advice or treatment for problems related to alcohol or drug abuse, emotional difficulties, and marital or family difficulties.
69
Compensation
Financial remuneration by employers to employees in exchange for their work.
70
Benefits
Noncash compensation given to employees by their employer as part of their employment.
71
Legally Required Benefits
Include Social Security, workers' compensation, unemployment insurance, and family and medical leave.
72
Health Insurance
Includes insurance for health, dental, and/or eye care; services may be provided through traditional fee-for-service health insurance plans, health maintenance organizations (HMOs), or preferred provider organizations (PPOs); some plans will offer out-of-network or point-of-service (POS) options.
73
Retirement
Includes plans that will provide income to employees after they retire through either a defined benefit plan, in which the employer agrees to provide a specific level of retirement income, or through a defined contribution plan, such as 401K, individual retirement account (IRA), or employee stock option plans, which require specific contributions by the employee.
74
Insurance
Includes insurance plans for life, disability, and/or supplemental unemployment.
75
Paid Time Off (PTO)
Includes payment for time not worked and may include illness, vacation, holidays, personal time, and severance pay.
76
Employee Services
Includes benefits such as child care, health club memberships, subsidized company cafeterias, parking privileges, relocation benefits, educational assistance, financial services, discounts on company products, transportation to and from work, clothing reimbursement allowances, employee assistance programs, onsite health services, and concierge services.
77
Staffing
Management function that determines the appropiate number of employees needed by the organization for the work that must be accomplished.
78
Scheduling
Assigning employees to specific work.
79
Split-Shift Scheduling
Assigning employees to work with extra staff at peak times of business.
80
Productivity Levels
Meal per labor hour in foodservice operations.
81
Full-Time Equivalents (FTEs)
Number of total hours worked in a week divided by 40 (the number of hours worked by one full-time employee) to determine the number of full-time equivalent employees.
82
Meal Equivalent
Calculation of numbers of snacks, nourishment, paid meals, into a common number of meals.
83
Shift Schedule
Staffing pattern for each block of time, usually 8 hours, regardless of idle time in the operation.
84
Staggered Schedule
Employee work hours that begin at varying times to meet the needs of the foodservice operation.
85
Labor Relations
Interaction between management and the labor union.
86
Collective Bargaining
Negotiation between management and the union on terms of the collective agreement between them.
87
Union Steward
Union employee who is elected to represent other union members in their relations with an immediate supervisor or other mangers.
88
Business Representative
Hired by the local union to manage the union and also to settle a member's grievance if the steward was not successful.
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Mediator
A third party who attempts to establish a channel of communication between the union and management but has no power to force a settlement.
90
Arbitrator
A third party who hears disputes between the union and management and makes a decision that is binding to both parties.
91
Work Measurment
Method of establishing an equal relationship between the amount of work performed and the human input to do the work.
92
Activity Analysis
Continuous observation for a chronological record of the nature of activities performed by individual workers.
93
Occurrence Sampling
Method for measuring work and nonwork time of employees in direct and indirect activities and for measuring operating and downtime of equipment.
94
Master Standard Data
Seven basic elements of work are combined into larger, more condensed elements.
95
Content Validity
The ability of a test to accurately include all tasks in the job.
96
Criterion Validity
The ability of the test to accurately show that those who do well on the test do well on the job.
97
Construct Validity
Ability of the test to accurately measure a construct (trait) such as creativity and leadership.
98
Staffing Functions
- Promotions - Transfers - Demotions - Separations - Compensation Management
99
Types of On-The-Job Training
1. Job rotation 2. Internships 3. Apprenticeships
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Job Rotation
Employees are assigned to work on a series of jobs over a period of time, thereby permitting them to learn a variety of skills.
101
Internship
Job training is combined with classroom instruction.
102
Apprenticeship
Employees are assigned to highly skilled coworkers responsible for their training.
103
Types of Off-The-Job Training
1. Lab experiences 2. Case studies 3. Role playing 4. Classroom activities 5. Seminars 6. Lectures 7. Films
104
The primary objectives of a performance appraisal program are:
1. To provide employees with the opportunity to discuss their performance with the supervisor or manager 2. To identify strengths and weaknesses of the employee's performance 3. To suggest ways the employee can meet performance standards, if they have not been met 4. To assist the employee in setting objectives and personal development plans 5. To provide a basis for future job assignments and salary recommendations
105
The 4 Types of Rating Scales
1. Graphic rating scale 2. Mixed standard scales 3. Critical incident technique 4. Behaviorally anchored rating scale
106
Graphic Rating Scale
The most commonly used type of scale in performance appraisal. Each job standard or trait is rated using a numeric scale anchored by terms on a continuum such as 1, unsatisfactory, 2, acceptable, 3, excellent.
107
Mixed Standard Scales
Are a modification of the basic rating scale. Rather than evaluate a trait according to a scale, the rater is given three specific behavioral descriptions relevant to each trait. The descriptions for the trait should reflect three types of performance: superior, average, or inferior.
108
Critical Incident Technique
Involves identifying incidents of employee behavior. An incident is considered critical when it illustrates that the employee has or has not done something that results in unusual success or failure on some part of the job. May include both positive and negative examples.
109
Behaviorally Anchored Rating Scale (BARS)
Combines the numeric ratings of the graphic rating system and the behaviors of the critical incident technique. It often consists of a series of 5 to 10 vertical scales, detailing ineffective to effective behaviors for each important dimension of job performance.

Food Systems 2 (5 decks)

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