Exam 2 Flashcards
(144 cards)
1
Q
Groups
A
Collections of two or more individuals with low or no task dependency, who are not accountable to each other for their work, and who may or may not assemble for a specified period of time
2
Q
Formal Group
A
A group assigned by an organization or its managers to accomplish specific goals
3
Q
Informal Group
A
A group whose overriding purpose in getting together is friendship or a common interest
4
Q
Role
A
A set of expected behaviors for a particular position
5
Q
Group Role
A
A set of shared expected behaviors for members of the group as a whole
6
Q
Task Roles
A
Enable the work group to define, clarify, and pursue a common purpose
7
Q
Mainenance Roles
A
Roles that foster supportive and constructive interpersonal relationships
8
Q
Norms
A
Shared attitudes, opinions, feelings, or behaviors that guide individual and group behavior
9
Q
Group Cohesiveness
A
The degree to which members feel part of the collective or “we” of the group
10
Q
Punctuated Equilibrium
A
Form of group development in which groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives; the group then establishes and maintains new norms of functioning, returning to equilibrium
11
Q
Social Loafing
A
The tendency for individual effort to decline as group size increases
12
Q
Cross-functional teams
A
Teams created with members from different disciplines within an organization, such as finance, operations, and R&D
13
Q
Self-managed teams
A
Teams with collective autonomy and responsibility to plan, manage, and execute tasks interdependently to achieve their goals
14
Q
Virtual Teams
A
Teams that work across time, space, and organizational boundaries to achieve common goals
15
Q
Task interdependence
A
The degree to which team members depend on each other for information, materials, and other resources to complete their job tasks
16
Q
Outcome interdependence
A
The degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions
17
Q
Trust
A
The willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you
18
Q
Team charter
A
A document detailing members’ mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its commitments
19
Q
Team performance strategies
A
Deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities
20
Q
Team composition
A
The collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members
21
Q
Team adaptive capacity (adaptability)
A
The ability to make needed changes in response to demands put on the team
22
Q
Collaboration
A
The act of sharing information and coordinating efforts to achieve a collective outcome
23
Q
Power
A
The discretion and the means to enforce your will over others
24
Q
Legitimate Power
A
Having the formal authority to make decisions
25
Reward Power
Obtaining compliance by promising or granting rewards valued by the other party
26
Coercive Power
Power to make threats of punishment and deliver actual punishment
27
Expert Power
Influencing others with valued knowledge or information
28
Referent Power
Use of personal characteristics and social relationships to effectively gain others’ compliance.
29
Position Power
A source of influence associated with a particular job or position within an organization; also a leader’s formal power to reward, punish, or otherwise obtain compliance from employees
30
Personal Power
A source of influence independent of position or job
31
Organizational politics
Intentional actions to improve individual or organizational interests
32
Coalition
An informal group bound together by the active pursuit of a single issue
33
Global mind-set
The belief in one’s ability to influence dissimilar others in a global context
34
Job Analysis
The process of getting detailed information about jobs.
35
Job Design
The process of defining how work will be performed and what tasks will be required in a given job.
36
Recruitment
The process through which the organization seeks applicants for potential employment.
37
Selection
The process by which the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals.
38
Training
An organization’s planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job.
39
Development
The acquisition of knowledge, skills, and behaviors that improve an employee’s ability to meet changes in job requirements and in customer demands. Not always related to current job.
40
Performance Management
The process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals.
41
Workforce Analytics
The use of quantitative tools and scientific methods to analyze data from human resource databases and other sources to make evidence-based decisions that support business goals.
42
Human Resource Planning
Identifying the numbers and types of employees the organization will require in order to meet its objectives.
43
Talent Management
A systematic, planned effort to attract, retain, develop, and motivate highly skilled employees and managers.
44
Evidence-Based HR
Collecting and using data to show that human resource practices have a positive influence on the company’s bottom line or key stakeholders.
45
Sustainability
An organization’s ability to profit without depleting its resources, including employees, natural resources, and the support of the surrounding community.
46
Stakeholders
The parties with an interest in the company’s success (typically, shareholders, the community, customers, and employees).
47
Work Flow Design
The process of analyzing the tasks necessary for the production of a product or service.
48
Job
A set of related duties.
49
Position
The set of duties (job) performed by a particular person.
50
Job Description
A list of the tasks, duties, and responsibilities (TDRs) that a particular job entails.
51
Job Specifications
A list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job.
52
Position Analysis Questionnaire
A standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs.
53
Fleishman Job Analysis
Job analysis technique that asks subject-matter experts to evaluate a job in terms of the abilities required to perform the job.
54
Competency
An area of personal capability that enables employees to perform their work successfully.
55
Job Design
The process of defining how work will be performed and what tasks will be required in a given job.
56
Industrial Engineering
The study of jobs to find the simplest way to structure work in order to maximize efficiency.
57
Job Enlargement
Broadening the types of tasks performed in a job.
58
Job Extension
Enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks.
59
Job Rotation
Enlarging jobs by moving employees among several different jobs.
60
Job enrichment
Empowering workers by adding more decision-making authority to jobs.
61
Flextime
A scheduling policy in which full-time employees may choose starting and ending times within guidelines specified by the organization.
62
Job Sharing
A work option in which two part-time employees carry out the tasks associated with a single job.
63
Forecasting
The attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses.
64
Trend Analysis
Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year.
65
Leading Indicators
Objective measures that accurately predict future labor demand.
66
Transitional Matrix
A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period.
67
Core Competency
A set of knowledges and skills that make the organization superior to competitors and create value for customers.
68
Downsizing
The planned elimination of large numbers of personnel with the goal of enhancing the organization’s competitiveness.
69
Outsourcing
Contracting with another organization (vendor, third-party provider, or consultant) to provide services.
70
Workforce Utilization Review
A comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market.
71
Recruiting
Any activity carried on by the organization with the primary purpose of identifying and attracting potential employees.
72
Employment at Will
Employment principle that if there is no specific employment contract saying otherwise, the employer or employee may end an employment relationship at any time, regardless of cause.
73
Due-Process Policies
Policies that formally lay out the steps an employee may take to appeal the employer’s decision to terminate that employee.
74
Job Positioning
The process of communicating information about a job vacancy on company bulletin boards, in employee publications, on corporate intranets, and anywhere else the organization communicates with employees.
75
Referrals
People who apply for a vacancy because someone in the organization prompted them to do so.
76
Direct Applicants
People who apply for a vacancy without prompting from the organization.
77
Nepotism
The practice of hiring relatives.
78
Yield Ratios
A ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next.
79
Cost per Hire
The total amount of money spent to fill a vacancy. The number is computed by finding the cost of using a particular recruitment source and dividing that cost by the number of people hired to fill that type of vacancy.
80
Realistic Job Preview
Background information about a job’s positive and negative qualities.
81
Predictive Validation
Research that uses the test scores of all applicants and looks for a relationship between the scores and the future performance of the applicants who were hired.
82
Concurrent Validation
Research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance.
83
Content Validity
Consistency between the test items or problems and the kinds of situations or problems that occur on the job.
84
Construct Validity
Consistency between a high score on a test and high level of a construct such as intelligence or leadership ability, as well as between mastery of this construct and successful performance of the job.
85
Generalizable
Valid in other contexts beyond the context in which the selection method was developed.
86
Utility
The extent to which something provides economic value greater than its cost.
87
Instructional Design
A process of systematically developing training to meet specified needs.
88
Learning Management System
A computer application that automates the administration, development, and delivery of training programs.
89
Needs Assessment
The process of evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary.
90
Organization Analysis
A process for determining the appropriateness of training by evaluating the characteristics of the organization.
91
Person Analysis
A process for determining individuals’ needs and readiness for training.
92
Task Analysis
The process of identifying the tasks, knowledge, skills, and behaviors that training should emphasize.
93
E-learning
Receiving training via the Internet or the organization’s intranet.
94
Electronic Performance Support System
Computer application that provides access to skills training, information, and expert advice as needed.
95
On-The-Job Training
Training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace.
96
Apprenticeship
A work-study training method that teaches job skills through a combination of on-the-job training and classroom training.
97
Internship
On-the-job learning sponsored by an educational institution as a component of an academic program.
98
Simulation
A training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job.
99
Avatars
Computer depictions of trainees, which the trainees manipulate in an online role-play.
100
Virtual Reality
A computer-based technology that provides an interactive, three-dimensional learning experience.
101
Experiential Programs
Training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations.
102
Adventure Learning
A teamwork and leadership training program based on the use of challenging, structured outdoor activities.
103
Cross-training
Team training in which team members understand and practice each other’s skills so that they are prepared to step in and take another member’s place.
104
Coordination training
Team training that teaches the team how to share information and make decisions to obtain the best team performance.
105
Team Leader Training
Training in the skills necessary for effectively leading the organization’s teams.
106
Action Learning
Training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out.
107
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment.
108
Self-Assessment
The use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies.
109
Feedback
Information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans.
110
Tuckman's Model of Group Development Stages:
Forming
Storming
Norming
Performing
Adjourning
111
Work Teams
Long term, well-defined purpose, require full commitment from members
112
Project Teams
Assembled to address specific problem, duration can vary, members usually divide time.
113
5 Competencies of Team Players
Contribute, Interact, On track, high-quality, KSAs
114
Trust is thought to come in three forms:
Contractual, Communication, Competence
115
Violations that are competence based vs integrity based when it comes to repairing trust
Integrity based violations are harder to repair.
116
3 C's of effective teams:
Team Charters
Team Composition
Capacity
117
Five Bases of Power:
Legitimate
Expert
Reward
Referent
Coercive
118
Criterion-related validity
A measure of validity based on showing a substantial correlation between test scores and job performance scores.
119
Validity
The extent to which performance on a measure (such as a test score) is related to what the measure is designed to assess (such as job performance).
120
Reliability
The extent to which a measurement is free from random error.
121
-Describe the key characteristics of groups and differentiate them from those of teams
Groups consist of two or more individuals who have no/low task dependency, are not accountable to each other, and may not assemble for a specified period of time.
Teams are more unified and dependent on one another.
122
-Explain the group development process
Forming, storming, norming, performing, and adjourning. Also punctuated equilibrium.
123
-Illustrate your ability to foster team effectiveness
Three C's of effective teams. Rewards and collaboration are important means of fostering team effectiveness.
124
-Differentiate and apply the main forms of organizational politics.
Political action occurs at three levels-individual, coalition, and network.
125
-Identify the responsibilities of human resource departments
Analyze and design jobs
Recruit and select employees
Equip, train, develop employees
Plan and pay employee benefits
Engage in employee relations
Comply with labor laws.
126
-Summarize the elements of work flow analysis
1. Identify the amount and quality of a work unit's output
2. Determine the work process required to produce the outputs
3. Identify the inputs used to carry out the process.
127
-Describe how work flow is related to an organizations structure
Individuals must cooperate to create outputs. People may be grouped.
A functional structure is most appropriate for highly specialized jobs, empowerment and teams work succeed best in a divisional structure.
128
-Define the elements of a job analysis, and discuss their significance for Human Resource Management.
Job Analysis is the process of getting detailed information about jobs
They provide a foundation for carrying out many HRM responsibilities.
129
-Tell how to obtain information for a job analysis
Comes from incumbents and their supervisors, the Labor Department, Job analysts.
130
-Summarize recent trends in job analysis
Organizations develop competency models, which identifies and describes all the competencies required for a job.
131
-Describe methods for designing a job so that it can be done efficiently.
Industrial engineering, which looks for the simplest way to structure work to maximize efficiency.
132
-Identify approaches to designing a job to make it motivating.
Jobs are motivating if they have skill variety, task identity, task significance, and feedback.
133
-Define ways to measure the success of a selection method
Reliability, validity, utility.
134
-Explain how to assess the need for training
Organization analysis, person analysis, and task analysis.
135
-Compare widely used training methods.
Classroom instruction is most widely used and least expensive. Also audiovisual techniques, on-the-job, simulation.
136
-Discuss how development is related to training and careers
Training is for a certain job while development is for their careers. Careers change a lot.
137
-Identify the methods organizations use for employee development
Educational programs, mentors, coaches, assessments, job experiences.
138
-Identify the steps in the process of career management.
Gather data, provide feedback, set goals and discuss with manager, create an action plan.
139
Elaborator
The person who promotes greater understanding through examples or exploration of implications for a group
140
Stage of the group development process where group members ask, “How can I best perform my role?”
Performing
141
The use of expert power tends to result in
Commitment
142
Task significance
The extent to which the job has an important impact on the lives of other people.
143
Instructional Design Process
Assessment of the needs for training
Ensures that employees are ready for training
Plan the training program
Implement the program
Evaluate the results
144
The many approaches to employee development fall into four broad categories:
Formal education
Assessment
Job experiences
Interpersonal relationships
