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Management > chapter 9 > Flashcards

chapter 9 Flashcards

1
Q

the process of planning for, attracting, devel-oping, and retaining an effective workforce.

A

human resource management (HRM)

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2
Q

the process of designing and implementing systems of policies and practices that align an organization’s human capital with its strategic objectives.

A

strategic human resource management

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3
Q

the economic or productive potential of employee knowledge, experience, and actions.

A

human capital

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4
Q

the economic or productive potential of strong, trusting, and cooperative relationships.

A

social capital

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5
Q

an approach to strategic HRM that
matches high-potential employees with an organization’s most strategically valuable positions.

A

talent management

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6
Q

deploys bundles of internally consistent HR practices in order to improve employee ability, motivation, and opportunities across the entire organization.

A

high performance work system (HPWS)

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7
Q

the process of locating and attracting qualified applicants for job openings.

A

recruiting

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8
Q

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

A

internal recruiting

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9
Q

attracting job applicants from outside the organization.

A

external recruiting

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10
Q

tap into existing employees’ social networks to fill open positions with outside applicants.

A

employee referrals

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11
Q

former employees who return to the organization.

A

boomerangs

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12
Q

-the extent to which a worker’s competencies and needs match with a specific job.

A

person job (P-J)

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13
Q

the process of screening job applicants and choosing the best candidate for a position.

A

selection

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14
Q

the extent to which the selection device measures job-related criteria in a way that is free from bias.

A

legal defensibility

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15
Q

represents the degree to which a test produces consistent scores.

A

reliability

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16
Q

reflects the degree to which a test measures what it purports to mea-sure-nothing more and nothing less.

A

validity

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17
Q

gather information about job candidates without the use of a fixed set of questions or a systematic scoring procedure.

A

unstructured interviews

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18
Q

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

A

structured interview

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19
Q

are structured interviews during which raters ask applicants how they would behave in hypothetical job situations.

A

situational interviews

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20
Q

are structured interviews during which rat-ers explore applicants’ job-related past behaviors.

A

behavioral description interviews

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21
Q

the standardized devices organizations use to measure specific skills, abilities, traits, and other tendencies.

A

employment tests

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22
Q

selection devices in which management candidates participate in a series of interactive exercises over several days while being assessed by multiple evaluators.

A

assessment centers

23
Q

has three parts: (1) wages or salaries, (2) incentives, and (3) benefits. In different organizations one part may take on more importance than another.

A

compensation

24
Q

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

A

base pay

25
Q

or fringe benefits, are additional nonmonetary forms of compensation designed to enrich the lives of all employees in the organization, which are paid all or in part by the organization.

A

benefits

26
Q

consists of the programs designed to integrate and transition employees into new jobs and organizations through familiarization with corporate policies, procedures, cultures, and politics, and clarification of work-role expectations and responsibilities.

A

onboarding

27
Q

short bursts of content that employees can engage with for a few minutes at a time at their convenience (while sitting on
rolves a great deal of chance to practice hem at work.

A

micro learning

28
Q

defined as a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.

A

performance management

29
Q

or performance review, is a management process that consists of
(1) assessing employees’ performance and (2) providing them with feedback.

A

performance appraisal

30
Q

also called results appraisals. are based on facts and are often numerical.

A

objective appraisals

31
Q

which rates employee gradations in performance according to scales of specific behaviors.

A

behaviorally anchored rating scale (BARS)

32
Q

which are based on a manager’s perceptions of an employee’s (1) traits or (2) behaviors.

A

subjective appraisals

33
Q

employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients, thus providing several perspectives.

A

360-degree feedback appraisal

34
Q

all employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve just like students being graded in a college course.

A

forced ranking performance review system

35
Q

movement of an employee to a different job with similar responsibility.

A

transfer

36
Q

formal conversation between a representative from the organization and a departing employee to find out why he or she is leaving and to learn about potential problems in the organization.

A

exit interview

37
Q

a contract between two parties that prohibits one party from criticizing the other; it is often used in severance agreements to prohibit former employees from criticizing their former employers.

A

nondisparagement agreement

38
Q

is the governing principle of employment in the great majority of states, and it means that anyone can be dismissed at any time for any reason at all-or for no reason.

A

employment at will

39
Q

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

A

national labor relations board (NLRB)

40
Q

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

A

collective bargaining

41
Q

established the U.S. retirement system.

A

social security act 1935

42
Q

established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage and a maximum workweek before overtime must be paid, along with banning child labor.

A

fair labors act 1938 (FLA)

43
Q

whose job is to enforce antidiscrimination and other employment-related laws.

A

equal employment opportunity commission (EEOC)

44
Q

occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class (such as workers over 40) over another group of people (such as workers under 40).

A

adverse impact

45
Q

results when employees from protected groups (such as disabled individuals) are intentionally treated differently.

A

disparate treatment

46
Q

focuses on achieving equality of opportu-
nity within an organization.

A

affirmative action

47
Q

organizations of employees formed to protect and advance their members’ interests by bargaining with management over job-related issues.

A

labor unions

48
Q

the part of the labor-management agreement that states that employees who receive union benefits must join the union, or at least pay dues to it.

A

union security clause

49
Q

statutes that prohibit employees from being required to join a union as a condition of employment.

A

right-to-work laws

50
Q

which new employees are paid less or receive fewer benefits than veteran employees have.

A

two-tier wage contracts

51
Q

which during the period of the contract ties future wage increases to increases in the cost of llving, as measured by the U.S. Bureau of Labor Statistics’ consumer price index (CPI).

A

cost of living adjustment clause

52
Q

which the union agrees to give up previous wage or benefit gains in return for something else.

A

givebacks

53
Q

complaint by an employee that management has violated the terms of the labor-management agreement.

A

grievance

54
Q

the process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them.

A

arbitration

Management (15 decks)

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