chapter11 Flashcards
(29 cards)
Human resources management
The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals.
underemployed workers
are those who have more skills or knowledge than their current jobs require or those with part-time jobs who want to work full-time.
job analysis
A study of what employees who hold various job titles do
job description
A summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationship of the job to other functions.
job specification
a summary of minimal education and skills needed to do a particular job.
recruitment
The set of activities used to obtain a sufficient number of the right employees at the right time.
internal sources
include current employees who can be transferred or encouraged or who can recommend others to hire.
external sources
advertisements, public and private employment agencies, college placement bureaus, management consultants, Internet sites, professional organizations, referrals, and online and walk-in applications.
selection
The process of gathering information and deciding who should be hired, under legal guidelines, to serve the best interests of the individual and the organizatio
contingent workers
include part-time workers (anyone who works 1 to 34 hours per week), temporary workers (workers paid by tempo- rary employment agencies), seasonal workers, independent contractors, interns, and co-op students.
training and development
includes all attempts to improve productivity by increasing an employee’s ability to perform
orientation
The activity that introduces new employees to the organization; to fellow employees; to their immediate supervisors; and to the policies, practices, and objectives of the firm.
on the job training
Training at the workplace that lets the employee learn by doing or by watching others for a while and then imitating them.
apprentice programs
Training programs during which a learner works alongside an experienced employee to master the skills and procedures of a craft.
off the job training
Internal or external training programs away from the workplace that develop any of a variety of skills or foster personal development.
online training
Training programs in which employees complete classes via the Internet
vestibule training
Training done in schools where employees are taught on equipment similar to that used on the job.
job simulation
The use of equipment that duplicates job conditions and tasks so trainees can learn skills before attempting them on the job.
management development
The process of training and educating employees to become good managers, and then monitoring the progress of their managerial skills over time.
networking
The process of establishing and maintaining contacts with key managers in and outside the organization and using those contacts to connect strong relationships that serve as informal development systems.
mentor
An experienced employee who supervises, coaches, and guides lower-level employees by introducing them to the right people and generally being their organizational sponsor.
performance appraisals
An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training, or termination.
360-degree review
management gathers opinions from all around the employee, including those under, above, and on the same level, to get an accurate, comprehensive idea of the worker’s abilities.
fringe benefit
Benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation beyond base wages.
