group5_trimmed_flashcards

Question 1

Human Resource Management (HRM)

Answer 1

The process of finding, developing, and keeping the right people to form a qualified workforce.

Question 2

High-Performance Work Practices

Answer 2

Work practices that lead to both high individual and organizational performance.

Question 3

Recruitment

Answer 3

The process of locating, identifying, and attracting capable applicants.

Question 4

Decruitment

Answer 4

Techniques for reducing the organization’s workforce.

Question 5

Job Analysis

Answer 5

Defining a job and the behaviors necessary to perform it.

Question 6

Job Description

Answer 6

A written statement of what the jobholder does, how, and why.

Question 7

Job Specification

Answer 7

A statement of the minimum qualifications needed to perform a job successfully.

Question 8

Orientation

Answer 8

Introduction of a new employee to their job and the organization.

Question 9

Employee Training

Answer 9

A learning experience that seeks a relatively permanent change in employees by improving their ability to perform their jobs.

Question 10

Performance Management System

Answer 10

Establishing performance standards and evaluating performance to ensure goals are met.

Question 11

360-Degree Feedback

Answer 11

Feedback from a full circle of sources—supervisors, peers, subordinates, and customers.

Question 12

Downsizing

Answer 12

The planned elimination of jobs in an organization.

Question 13

Workforce Diversity

Answer 13

Ways in which people in an organization are different and similar.

Question 14

Equal Employment Opportunity (EEO)

Answer 14

The right of all people to work and to advance on the basis of merit, ability, and potential.

Question 15

Labour Union

Answer 15

An organization representing workers that seeks to protect their interests.

Question 16

Leader

Answer 16

Someone who can influence others and has managerial authority.

Question 17

Leadership

Answer 17

The process of influencing individuals or groups toward the achievement of goals.

Question 18

Trait Theories of Leadership

Answer 18

Focus on personal qualities and characteristics.

Question 19

Behavioral Theories of Leadership

Answer 19

Focus on behaviors of leaders and differentiating effective from ineffective leaders.

Question 20

Initiating Structure

Answer 20

The extent to which a leader defines and structures roles toward goal attainment.

Question 21

Consideration

Answer 21

The extent to which a leader has relationships characterized by mutual trust, respect, and regard for group members’ feelings.

Question 22

Contingency Theories of Leadership

Answer 22

Theories that propose leadership effectiveness depends on the situation.

Question 23

Fiedler’s Contingency Model

Answer 23

Leadership effectiveness depends on matching the leader’s style with the right situation.

Question 24

Path-Goal Theory

Answer 24

Leader’s job is to assist followers in attaining their goals and to provide the necessary direction and support.

Question 25

Transformational Leadership

Answer 25

Leadership that inspires followers to transcend their self-interests for the good of the organization.

Question 26

Transactional Leadership

Answer 26

Leadership based on social exchanges (rewards for performance).

Question 27

Charismatic Leadership

Answer 27

Leaders who inspire loyalty, enthusiasm, and high levels of performance.

Question 28

Motivation

Answer 28

The process that accounts for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

Question 29

Maslow's Hierarchy of Needs

Answer 29

Five needs: physiological, safety, social, esteem, and self-actualization.

Question 30

Herzberg’s Two-Factor Theory

Answer 30

Motivators (intrinsic factors) lead to satisfaction; hygiene factors (extrinsic) prevent dissatisfaction.

Question 31

McClelland’s Three-Needs Theory

Answer 31

Need for achievement, need for power, and need for affiliation are major motives.

Question 32

Goal-Setting Theory

Answer 32

Specific goals increase performance; difficult goals, when accepted, result in higher performance.

Question 33

Reinforcement Theory

Answer 33

Behavior is a function of its consequences.

Question 34

Equity Theory

Answer 34

Employees compare their job inputs and outcomes with others’ and then respond to eliminate inequities.

Question 35

Expectancy Theory

Answer 35

Motivation depends on an individual’s expectation that effort will lead to performance and performance will lead to desired outcomes.

Question 36

Job Design

Answer 36

The way tasks are combined to form complete jobs.

Question 37

Job Enlargement

Answer 37

Increasing the number of tasks performed to reduce boredom.

Question 38

Job Enrichment

Answer 38

Increasing the depth of a job by adding responsibilities like planning and evaluation.

Question 39

Skill Variety

Answer 39

Degree to which a job requires various activities using different skills and talents.

Question 40

Task Identity

Answer 40

Degree to which a job requires completion of a whole and identifiable piece of work.

Question 41

Task Significance

Answer 41

Degree to which a job impacts the lives or work of others.

Question 42

Autonomy

Answer 42

Degree to which a job provides substantial freedom and independence.

Question 43

Feedback (Job Characteristic)

Answer 43

Degree to which carrying out the work provides direct and clear information about performance.

Question 44

High-Involvement Work Practices

Answer 44

Work practices designed to elicit greater input or involvement from workers.