Midterm Flashcards
1
Q
It is defined as a process that provides the organization with the pool of qualified candidates from which to choose.
A
Recruitment
2
Q
Why is recruitment important?
A
Highly talented and motivated employees offers a competitive advantage which is a firm’s ability to add value to the company through its assets (one being its human resources); and is able to lower its costs.
3
Q
3 fundamental stages of recruitment
A
- Identify and generate applicants.
- Maintain applicant interest and participation as they continue through the assessment process. During recruitment, the organization is trying both to assess and to attract the best job applicants.
- Influence job choice so that desired applicants are willing to accept offers made to them.
4
Q
The Recruitment Funnel
A
Attract candidates - Identify qualified candidates - Assess candidates - Hire
5
Q
Applicant Quantity and Quality
A
Quantity: Generating a sufficient number of applicants during the first stage of the recruitment process
Quality: It relates to applicants having the requisite skills needed as well as representing a diverse pool of applicants.
6
Q
It offers potential applicants a realistic, and sometimes unappealing, view of the actual job.
A
Realistic Job Previews
7
Q
It is the process of looking inside the organization for existing qualified employees who might be promoted to higher- level positions.
A
Internal Recruitment
8
Q
It is a mechanism for internal recruiting in which vacancies in the organization are publicized through various media such as company newsletters, bulletin boards, internal memos, and the firm’s intranet.
A
Job Posting
9
Q
In this mechanism for internal recruiting, a manager solicits nominations or
recommendations for a position that needs to be filled from supervisors in the organization.
A
Supervisory Recommendation
10
Q
It is the process of looking to sources outside the organization for prospective employees.
A
External Recruitment
11
Q
The organization simply informs current employees that positions are available and encourages them to refer friends, family members, or neighbors for those jobs. (External Recruiting)
A
WORD-OF-MOUTH
RECRUITING
12
Q
___________________ on websites and in newspapers and related publications are also popular methods for external recruiting.
A
ADVERTISEMENT
13
Q
They are more likely to serve the white-collar labor market (although some serve specialized niches such as office workers), and they charge a fee for their services.
A
Private Employment Agencies
14
Q
In a ________ _____________ _____________, all potential employee job applicants are currently unemployed, but many employed individuals use the services of private employment agencies in an effort to find other work while maintaining their current jobs.
A
Public Employment Agency
15
Q
It is an individual working for an executive search firm who seeks out qualified individuals for higher-level positions.
A
headhunter
16
Q
Most large organizations visit college campuses every year to interview graduates for jobs within the organization. (External Recruiting)
A
COLLEGE PLACEMENT
OFFICES
17
Q
Usage of online job boards, social media, and internet communication tool.
A
DIGITAL RECRUITING
18
Q
Research shows that organizations that want to hire interns tend to be more open to their creativity, which helps to attract interns who are interested in full-time jobs after graduation. (External Recruiting)
A
INTERNSHIP
19
Q
Advantages & Disadvantages: Internal Recruiting
A
Advantages ➛ Increases motivation
➛ Sustains knowledge and culture
Disadvantages ➛ May foster stagnation
➛ May cause a ripple effect
20
Q
Advantages & Disadvantages: External Recruiting
A
Advantages ➛ Brings in new ideas
➛ Avoids the ripple effect
Disadvantages ➛ May hurt motivation
➛ Costs more
21
Q
PARTS OF A JOB ADVERTISEMENT
A
- Company Information (Name of the company, logo, and address)
- Job Title
- Summary of Job - Responsibilities
- Qualification (Education, number of years of experience, skills, and abilities needed)
- Company Benefits
- Application Instruction
- List of requirements needed
- Contact Person
22
Q
FACTORS AFFECTING JOB ATTRACTIVES - Unattractive Features
A
- Fit with organization
- Organizational image
- Comparison with other alternatives
23
Q
FACTORS AFFECTING JOB ATTRACTIVES - Attractive Features
A
- Treatment during recruitment
- Pay and benefits
- Location
- Job characteristics/work
24
Q
It is concerned with identifying the best candidate or candidates for a job from among the pool of qualified applicants developed during the recruiting process.
A
Selection
25
Steps in the Selection Process
The recruiting process ➔ Gather information about pool of qualified applicants ➔ Evaluate qualifications of each applicant ➔ Make decisions about employment offers
26
Basic Selection Criteria
1. Education and Experience
2. Skills and Abilities
3. Personal Characteristics
4. Hiring for It
27
Appreciation for art, new ideas, variety of experiences imagination and curiosity. (Big 5 Personality Trait)
Openness to Experience
28
Tendency towards self-discipline and striving for achievement against measures or outside expectations. (Big 5 Personality Trait)
Conscientiousness
29
Gain energy from external situations and means, enjoy a breadth of activities and assert their viewpoints. (Big 5 Personality Trait)
Extraversion
30
Value social harmony and getting along with others, optimistic, kind and generous towards others. (Big 5 Personality Trait)
Agreeableness
31
Tendency to experience negative emotions, such as anger, anxiety, or depression. Low tolerance of stress. (Big 5 Personality Trait)
Neuroticism
32
A first step in most selection systems is to ask applicants to complete an employment application or an application blank.
APPLICATION FORM
33
Two types of Application Form
* Weighted application blank: relies on statistical techniques to determine the relative importance of various personal factors for predicting a person’s ability to perform a job effectively.
* Biodata application blank: focuses on the same type of information found in a regular application, but it also goes into more complex and detailed assessments about that background.
34
It is a legal investigation or verification into a potential employee's history.
BACKGROUND CHECKING
35
It often involves criminal background checks, identity verification, and education and credential checks.
Background screening
36
A device for measuring the characteristics of an individual such as personality, intelligence, and aptitude.
EMPLOYMENT TEST
37
4 Types of Employment Test
o Cognitive ability tests
o Psychomotor ability tests
o Personality tests - self-inventory test and projective technique
o Integrity tests
38
It is the last step in the selection process
Making the Offer
39
It refers to educational activities within a company created to enhance the knowledge and skills of employees while providing information and instruction on how to better perform specific tasks.
Training and development
40
It is a planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors.
Training
41
Refers to teaching managers and professionals the skills needed for both present and future jobs.
Development
42
Why is training and development important?
- Helps employees develop new skills and increases their knowledge.
- Improves efficiency and productivity of individuals and teams.
- Creates new and improved job positions.
- Keeps employees motivated and enhance contribution levels.
43
“The ADDIE Model”
1. ANALYSIS – Analyze your situation to understand the gaps you need to fill.
2. DESIGN – Based on your analysis, make informed decisions to design the best possible learning experience.
3. DEVELOPMENT – Bring your learning experience to life by building your end-product.
4. IMPLEMENTATION – Distribute your learning end- product to your audience.
5. EVALUATION – Evaluate if your learning end-product is effective. Make any necessary updates and cycle back to the Analysis phase.
44
It means planning the overall training program including training objectives, delivery methods, and program evaluation.
Design
45
IMPLEMENT THE TRAINING PROGRAM
* Implement means actually provide the training, using one or more of the instructional methods.
* Before the actual training, send announcements far in advance, provide directions, provide a contact, and make sure participants have pretraining materials.
* During training, make sure all participants have a point of contact in case they have questions or need guidance.
* After training, remember training does not end when the program ends. Instead, periodically ascertain that trainees are transferring their learning to the job.
46
It means having a person learn a job by actually doing it.
On-the-Job Training
47
3 types of On-The-Job Training
➛ Coaching/Understudy method - an experienced worker
or the trainee’s supervisor trains the employee.
➛ Job rotation - an employee (usually a management trainee) moves from job to job at planned intervals.
➛ Special assignments - similarly give lower-level executives firsthand experience in working on actual problems.
48
A process by which people become skilled workers, usually through a combination of formal learning and long-term on-the-job training.
Apprenticeship Training
49
Training experts use the notation “70/20/10” to show that as a rule, 70% of job learning occurs informally on or off the job, 20% reflects social interactions (for instance, among employees on the job), and only 10% is actual formal training.
Informal Learning
50
Many jobs consist of a sequence of steps best learned step-by-step.
Job Instruction Training
51
It is a quick and simple way to present knowledge to large groups of trainees.
Lecture
52
A systematic method for teaching job skills, involving presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his or her answers.
Programmed Learning
53
It involves (1) showing trainees the right (or “model”) way of doing something, (2) letting trainees practice that way, and then (3) giving feedback on the trainees’ performance.
Behavior Modelling
54
It is the use of DVDs, films, PowerPoint, and audiotapes as training techniques.
Audiovisual-based Learning
55
Trainees learn on the actual or simulated equipment but are trained off the job.
Vestibule Training
56
These are computerized tools and displays that automate training, documentation, and phone support.
Electronic performance support systems
57
It involves delivering programs over broadband lines, the Internet, or satellite.
Videoconferencing
58
It uses interactive computer-based systems to increase knowledge or skills.
Computer-based training
59
Online/Internet-based learning consists of:
● Learning portals
● Virtual classrooms
● Mobile and microlearning
60
It refers to training that takes place outside of the employee's regular work environment.
Off-the-Job Training
61
It is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills.
MANAGEMENT DEVELOPMENT
62
It is a system-wide effort, managed from the top of the organization, to increase the organization’s overall performance through planned interventions.
ORGANIZATIONAL DEVELOPMENT (OD)
63
ORGANIZATIONAL DEVELOPMENT (OD) Techniques
o Survey feedback - Employees will respond to questionnaires
o Third-party peacemaking - Here a neutral third party, often an OD consultant from outside the organization.
o Process consultation - The consultant then provides feedback and recommendations to the managers about how to improve these procedures.
o Organizational learning - The process by which an organization “learns” from past mistakes and adapts to its environment.
64
It is the total of all rewards provided employees in return for their work.
Compensation
65
The overall purpose of compensation
to attract, retain, and motivate employees.
66
Purposes of compensation:
o Provide appropriate and equitable rewards to employees;
o Help employees focus on activities that the organization considers important; and
o Increase employee efforts along desired lines.
67
INTERNAL VS EXTERNAL EQUITY
Internal Equity: It refers to comparison made by employees toother employees within the same organization.
External Equity: It refers to comparison made by employees to others employed by different organizations performing similar jobs.
68
These are surveys of compensation paid to employees by other employers in a particular geographic area, industry, or occupational group.
Pay Surveys
69
5 Characteristics of a Wage
➛ Wages refer to money paid on an hourly, daily or a weekly basis.
➛ Calculated using the number of hours worked.
➛ If a wage-earner does not work, he won't receive payment for that day.
➛ Usually earned by unskilled or semi-skilled workers.
➛ Usually have lower positions & fewer responsibilities.
70
5 Characteristics of a Salary
➛ Salary refers to a fixed, regular payment, typically paid on a monthly basis.
➛ Not calculated using the number of hours worked
➛ Workers have a number of paid leaves.
➛ Earned by office workers or management.
➛ Usually have higher positions, & more responsibilities
71
It consists of the pay that a person receives in the form of wages, salaries, commissions, and bonuses.
Direct financial compensation (core compensation)
72
This form of compensation includes a wide variety of rewards normally received indirectly by the employee such as paid vacation and medical care.
Indirect financial compensation (employee benefits)
73
It consists of the satisfaction that a person receives from the job itself or from the psychological or physical environment in which the person works.
Nonfinancial compensation
74
The monetary compensation employees earn on a regular basis for performing their jobs.
Employee Base Pay
75
2 Employee Base Pay
o Hourly Pay: Employees earn hourly pay for each hour worked.
o Salary: Employees earn salaries for performing their jobs, regardless of the actual number of hours worked. Companies generally measure salary on an annual basis.
76
It represents periodic base pay increases that are founded on changes in prices as recorded by the consumer price index (CPI).
Cost-of-Living Adjustment
77
Pay program in which pay increases are based on length of service.
Seniority Pay
78
It is governed by how well one performs the job. Its objective is to improve productivity by rewarding those who best assist in achieving this goal.
Performance-Based Pay
79
4 Performance-Based Pay
o Merit Pay: Pay increase added to employees’ base pay based on their level of performance.
o Merit Bonus: One-time annual financial award, based on productivity that is not added to base pay.
o Spot Bonuses: Relatively small monetary gifts provided to employees for outstanding work or effort during a reasonably short period of time.
o Incentive Pay: Compensation, other than base wages or salaries, that fluctuates according to employees’ attainment of some standard (e.g., a pre-established formula, individual or group goals, or company earnings).
80
Incentive pay plan in which employees are paid for each unit they produce.
Piecework
81
Bonuses to managers who meet or exceed objectives based on sales, profit, production, or other measures for their division, department, or unit.
Management Incentive Plan
82
Individual incentive pay plans that reward employees for specific such behavioral accomplishments as good attendance.
Behavioral Encouragement Plan
83
Individual incentive pay plans for rewarding the referral of new customers or recruiting successful job applicants.
Referral Plan
84
Plans designed to bind employees to the firm’s productivity and provide an incentive payment based on improved company performance.
Gain Sharing
85
Gain sharing plan that provides a financial reward to employees for savings in labor costs resulting from their suggestions.
Scanlon Plan
86
Compensation plans that result in the distribution of a predetermined percentage of the firm’s profits to employees.
Profit Sharing
87
It provides payment to employees in cash or stock as soon as profits have been determined.
Current Plan
88
It involves placing company contributions in an irrevocable trust, credited to individual employees’ accounts.
Deferred Plan
89
It permits employees to receive payment of part of their share of profits on a current basis, while deferring payment of part of their share.
Combination Plan
90
Equity segments of equal value, which increase with the number of stock shares held.
Employee Stock Plans
91
Plan in which a firm contributes stock shares to a trust, which then allocates the stock to participating employee accounts according to employee earnings.
Employee Stock Option Plan
92
Companywide incentive plans that grant employees the right to purchase shares of company stock.
Stock Compensation Plan
93
An agreement between an employee and a company to render payments to an employee at a future date.
Deferred Compensation
94
Compensation for developing the flexibility, knowledge, and skills to perform a number of jobs effectively.
Person-Focused Pay
95
System that compensates employees for their job-related skills and knowledge, not for their job titles.
Skill-based Pay
96
Compensation plan that rewards employees for the capabilities they attain.
Competency-based Pay
97
DETERMINANTS OF COMPENSATION STRATEGY
1. Overall organization strategy
2. Ability to pay
3. Ability to attract and retain employees
4. Ability to bargain with the unions
98
It is a workplace policy that prohibits employees from talking about how much money they make with co-workers and other people outside the company.
Pay Secrecy
99
Justification for pay secrecy
o To avoid any discontent that might result from employees’ knowing what everybody else is being paid
o Many employees, especially high achievers, feel very strongly that their pay is nobody else’s business.
100
Drawbacks of pay secrecy
o Difficult for employees to determine whether pay is related to performance and does not eliminate pay comparisons
o May cause employees to overestimate pay of their peers and underestimate pay of their supervisors
o Can create feelings of dissatisfaction
o Employees may become suspicious
101
It is an ordered set of jobs that represents the job structure or hierarchy.
job structure
102
JOB EVALUATION METHODS - Qualitative
Ranking Method - is the simplest of the four job evaluation methods. In the job evaluation ranking method, the raters examine the description of each job being evaluated and arrange the jobs in order according to their value to the company.
Classification Method - it involves defining a number of classes or grades to describe a group of jobs. In evaluating jobs by this method, the raters compare the job description with the class description.
103
JOB EVALUATION METHODS - Quantitative
Factor Comparison Method - assumes that there are five universal factors consisting of mental requirements, skills, physical requirements, responsibilities, and working conditions
Point Method - raters assign numerical values to specific job factors, such as knowledge required, and the sum of these values provides a quantitative assessment of a job’s relative worth.
104
5 Universal factors in Factor Comparison Method
Mental requirements, which reflect mental traits such as intelligence, reasoning, and imagination.
Skills, which pertain to facility in muscular coordination and training in the interpretation of sensory impressions.
Physical requirements, which involve sitting, standing, walking, lifting, and so on.
Responsibilities, which cover areas such as raw materials, money, records, and supervision.
Working conditions, which reflect the environmental influences of noise, illumination, ventilation, hazards, and hours.
105
Any factor used to provide a basis for judging job value in a job evaluation scheme.
Compensable Factors
(Experience, Education, Working Conditions, Confidential Data, Consequences of errors, Complexity of duties, Responsibility, Mental and physical demands)
106
It refers to choices that compensation professionals make to promote competitive advantage.
compensation policy
107
PAY LEVEL COMPENSATION POLICY
Market Lead Policies: Pay policy that distinguishes companies from the competition by compensating employees more highly than most competitors.
Market Match: Average pay that most employers provide for a similar job in a particular area or industry.
Market Lag: Pay policy that distinguishes companies from the competition by compensating employees less than most competitors.
108
It occurs when employees with the same skills and experience are paid differently.
Pay compression
109
Pay Compression Causes
Market rate changes: New hires may earn as much as existing employees due to rapid salary increases in high-demand jobs.
Internal equity adjustments: Raises in lower or mid-level jobs to ensure fairness can lead to similar pay across these roles and higher-level positions.
Long tenure of employees: Long-term employees might end up with similar pay as new hires due to smaller incremental raises over time.
Regulatory or policy changes: New minimum wage laws can decrease the pay gap between new and experienced workers.
110
It is a critical factor in attracting and retaining the best available talent.
company’s executive compensation program
111
The five main components of executive compensation packages include:
- base salary
- bonuses and performance-based pay
- stock option plans
- perquisites (perks), and
- severance packages.
112
It is a company that allows people to be insured to avail medical services in exchange for a fixed monthly or annual fee.
Health Maintenance Organization
113
Advantages of HMO
- variety of healthcare solutions
- HMO plan can cushion the impact of not earning an income during sickness.
- can help relieve financial worry brought about by being ill
114
Disadvantages of HMO
- most plans have limited annual benefit limit (ABL), and so people might still spend money to pay what remains of the bill
- some plans may not cover certain diseases or medical procedures.
- some plans may also be a co-pay arrangement, where you’re asked to pay a portion of the bill.
- limited to a network of healthcare providers
- premiums can be quite expensive
- people in poor health may have to pay more expensive premium
- you need to have Philhealth cover or else you’d have to pay the portion for Philhealth membership
- the plan may be tied to employment
115
Effective ________ _________ ___________ focus on solving any personal issues that can detract from an employee’s work.
work–life balance programs
116
Flexible Working Arrangements
Flextime: Practice of permitting employees to choose their own working hours, within certain limitations.
Compressed Workweek: Any arrangement of work hours that permits employees to fulfill their work obligation in fewer days than the typical five-day workweek.
Job sharing: Two part-time people split the duties of one job in some agreed-on manner and are paid according to their contributions.
Telecommuting: Work arrangement whereby employees, called “teleworkers” or “telecommuters,” are able to remain at home (or otherwise away from the office) and perform their work using computers and other electronic devices that connect them with their offices.
Part-time Work: A type of employment which regular hours of work are substantially less than the normal hours prescribed.
117
118
It is the lowest wage rate fixed by law that an employer can pay his/her worker.
Minimum Wage
119
How is minimum wage is determined?
Tier 1: Poverty Threshold, Prevailing Wage Rates, and Socio-Economic Indicators (Inflation, Employment Figures, GDP, etc.) ➔ Tier 2: Voluntary Productivity-Based Pay
120
It refers to the payment of regular daily wage for any unworked regular holiday.
Holiday Pay
121
It refers to the additional compensation for work performed with eight hours on non-work days, such as rest days and special days.
Premium Pay
122
It refers to the additional compensation for work performed beyond eight hours a day.
Overtime Pay
123
It refers to the additional compensation of ten percent (10%) of an employee’s regular wage for each hour of work performed 10 PM to 6 AM.
Night Shift Differential
124
It is the amount that is added to a bill for any work or service performed.
Service Charges
125
It dictates how service charge payments should be made and when they should be made to employees.
Service Charge Law
126
Employee who has rendered at least one year of service is entitled _______ __________ ________ of five days with pay.
Service Incentive Leave (SIL)
127
This benefit applies to all covered female employees, regardless of civil status, employment status, and the legitimacy of her child.
Maternity Leave
128
Under the law, male private and government employees in the Philippines are entitled to seven days of _________ _______ with full pay.
paternity leave
129
Solo parents are entitled to parental leave of __ work days every year with full pay.
7
130
Female victims of physical, sexual, psychological, or economic abuse are entitled for ___ days of leave.
10
131
Women who have had surgery caused by gynecological disorders are entitled to 2 months of leave.
Special Leave for Women
132
It is given to employees in instances covered by Articles 298 and 299 (formerly Articles 283 and 284) of the Labor Code of the Philippines.
Separation Pay
133
Employees shall be retired upon reaching the age of _____ years or more but not beyond ______ years old.
sixty (60) ; sixty-five (65)
134
It is a government program designed to provide a compensation package to public and private sector employees or their dependents in the event of work-related sickness, injury, or death.
Employees’ Compensation Program
135
It is a compulsory health insurance program of the government established to provide universal health insurance coverage and ensure affordable, acceptable, available and accessible health care services for all citizens of the Philippines.
PhilHealth/National Health Insurance Program (NHIP)
136
Covered employees are entitled to a package of benefits under this in the event of death, disability, sickness, maternity and old age.
Social Security and Employees' Compensation (EC)
137
It is a mutual provident savings system for private and government employees and other earning groups, supported by matching mandatory contributions of their respective employers with housing as the primary investment.
Home Development Mutual Fund/PAG-IBIG
138
It is the specific and formal evaluation of an employee to determine the degree to which the employee is performing his or her job effectively.
Performance appraisal
139
It refers to the more general set of activities carried out by the organization to change (improve) employee performance.
Performance management
140
IMPORTANCE OF PERFORMANCE APPRAISAL
- Appraisal results provide a benchmark for assessing the extent to which recruiting and selection processes are adequate;
- It is important for legal reasons (All employee movements are based on merit and valid causes);
- It provides employees additional information how well they are currently doing so they can correct their deficiencies, capitalize on their strengths, and improve their overall contributions to their jobs; and
- It is a basis of incentive pay systems and other performance-management interventions.
141
GOALS OF PERFORMANCE APPRAISAL PROCESS
- Provide valid and reliable measure of employee performance in relevant dimensions
- Documentation
- Improve job performance, which requires that employees receive:
o Accurate feedback
o Guidance
142
Role of the organization (Performance Appraisal Process)
Develop the appraisal process
Determine timing of appraisals
Ensure availability of clear and specific standards
143
Role of the rater (Performance Appraisal Process)
Observe performance and process information gained
from observation
Communicate results and consequences
Prepare ratee to perform at desired levels
144
Role of the ratee (Performance Appraisal Process)
Maintain a clear and unbiased view of performance
Collect adequate information to avoid disagreements during the process
145
Sources of Information for Performance Appraisal
Supervisor
Peer
Customers
Subordinates
Self-appraisal
146
In this feedback system, the employer and other staff members, like co-workers, peers, subordinates, and people that share the same work environment, provide feedback to an employee.
360 DEGREE FEEDBACK
147
360 DEGREE FEEDBACK: Pros
* Provides feedback to employees from a variety of sources
* Develops & strengthens teamwork & accountability
* Reveals specific career development areas
148
360 DEGREE FEEDBACK: Cons
* Focuses on employee weaknesses & shortcomings instead of strengths
* Provides feedback from inexperienced raters, & groups can "game" the process
* Requires large degree of data collection & processing in some cases
149
Manager gives a rank-order to each member of a particular work group from top to bottom or from best to worst. (Performance Appraisal Method)
SIMPLE RANKING METHOD
150
Each individual employee is compared with every other individual employee, two at a time. (Performance Appraisal Method)
PAIRED COMPARISON METHOD
151
Grouping employees into predefined frequencies of performance ratings. (Performance Appraisal Method)
FORCED-DISTRIBUTION METHOD
152
Statement or question about some aspect of an individual’s job performance. (Performance Appraisal Method)
GRAPHIC RATING SCALE
153
Relies on instances of especially good or poor performance on the part of the employee. (Performance Appraisal Method)
CRITICAL INCIDENT METHOD
154
Combination of the graphic rating scale and the critical incident method. (Performance Appraisal Method)
BEHAVIORALLY ANCHORED RATING SCALE (BARS)
155
System is based largely on the extent to which individuals meet their personal performance objectives. (Performance Appraisal Method)
MANAGEMENT BY OBJECTIVES
156
When people are compared against one another instead of against an objective standard.
Contrast Error
157
When the rater tends to use only one part of the rating scale.
Distributional Error
158
3 Distributional Error
Severity - All employees have below average ratings
Leniency - Everyone has an above average rating
Central tendency - No one is actually good or bad, employees receive generally average ratings.
159
One positive performance characteristic may cause the manager to rate all other aspects of performance positively.
Halo Error
160
When the manager downgrades other aspects of an employee's performance because of a single performance dimension.
Horns Error
161
It refers to tasks an employee does on the job that are not required as part of the job but that nevertheless benefit the organization in some way.
Organizational citizenship behaviors
162
Organizational citizenship behaviors include:
o Willingness to stay late at work to finish deadlines
o Helping co-workers
o Performing tasks that help the organization
163
Set of experiences and activities that people engage in related to their job and livelihood over the course of their working life
Career
164
During this period in people’s lives, they try to identify the kind of work they are interested in doing.
1. EXPLORATION
165
During this period, an individual begins to create a meaningful and relevant role for herself and the organization.
2. ESTABLISHMENT
166
During this period, the individual begins to reach a level in the organization that optimizes his talents or capabilities.
3. MAINTENANCE
167
During this period, the individual gradually begins to pull away from her work in the organization, her priorities change, and work may become less important to her.
4. DISENGAGEMENT
168
___________ relationship exists between age and performance
Curvilinear
169
It is a strategic and systematic process that involves individuals and organizations working collaboratively to identify and develop career goals, explore growth opportunities, and create actionable plans to achieve desired career outcomes.
Career planning
170
It usually take the form of workshops, conferences, and career-development centers.
Formal career-counseling programs
171
Much of this counseling takes the form of one-on-one interactions between an employee and his or her supervisor and typically occurs during the performance-appraisal period.
Informal counseling programs
172
Employees who go into careers for which they are not well suited (either in terms of abilities or temperament) will obviously be more likely to suffer _________________ with their careers.
dissatisfaction
