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Module 4 Flashcards

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1
Q

six HR activities viewed as sequential steps

A
  • recruitment
  • selection
  • training
  • appraisal
  • career planning
  • compensation
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2
Q

refers to integrated process of recruiting, selecting, developing, managing, and compensating employees in a strategic goal-oriented manner

A

talent management

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3
Q

examples of approaching human capital decisions and practices

A
  • interconnectedness
  • goal orientation
  • consistent profiling
  • workforce segmentation
  • active coordination
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4
Q

understanding that recruiting, training, compensation and other HR activities are interrelated components rather than isolated practices

A

Interconnectedness

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5
Q

decisions around staffing, skill, building, and motivation directly tie back to organizational goals and target competencies

A

Goal Orientation

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6
Q

specific knowledge, skills, abilities and other characteristics the organization needs guide decisions across multiple HR levels

A

consistent profiling

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7
Q

segmenting the workforce based on strategic value enables tailored development approaches, opportunities, rewards and cultures for groups like high potentials, technical experts, rank and file

A

workforce segmentation

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8
Q

talent management leader facilitates collaboration and information flow across HR functions like recruiting, learning and total rewards

A

active coordination

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9
Q

examples of information technology

A
  • Talent Management Solutions
  • SilkRoad Life Suite
  • InfoHCM Talent Management
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10
Q

provides an integrated suite to align recruiting performance reviews, learning, and compensation

A

Talent Management Solutions

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11
Q

brings together applicant tracking, onboarding, performance management, compensation tools and an HR intranet for visibility and interconnected HR process

A

SilkRoad Life Suite

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12
Q

offers performance tracking, automated training, pay integration, and e-commerce compensation to strategically acquire, develop, and incentivize talent across the employee lifecycle.

A

InfoHCM Talent Management

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13
Q

involves identifying the duties of the positions and the characteristics of the individuals needed to fulfill those roles

A

job analysis

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14
Q

provides the foundation for creating job descriptions and job specifications

A

job analysis

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15
Q

list of responsibilities

A

job descriptions

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16
Q

attributes required in an individual for a job

A

job specifications

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17
Q

information collected during job analysis (When Has Tina Pat Joey’s Head?)

A
  • work activities
  • human behaviors
  • tools and equipment used
  • performance standards
  • job context
  • human requirements
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18
Q

individual gathers details regarding specific tasks associated with the job and may also encompass insights into the methods, reasons, for timing of the worker’s execution for each activity

A

work activities

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19
Q

information concerning the necessary human behaviors for the job

A

human behaviors

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20
Q

details pertaining to tools employed, materials, manipulated knowledge utilized, or applied

A

machine, tools, equipment and work aids

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21
Q

information concerning the job’s performance standards including levels of quantity or quality for each task or responsibility

A

performance standards

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22
Q

details related to factors like the physical working environment, work schedule, incentives, and typical number of individuals with whom the employee would interact

A

job context

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23
Q

details encompassing knowledge or skills and necessary personal attributes

A

human requirements

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24
Q

uses of job analysis information (hint: REPCT)

A
  • recruitment and selection
  • EEO compliance
  • performance appraisal
  • compensation
  • training
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25
details about the job responsibilities and the necessary human characteristics for performing these tasks aid managers in determining the kind of individuals to recruit and hire
recruitment and selection
26
job analysis plays a crucial role in validating key human resources practices
EEO compliance
27
involves comparing an employee's actual performance with their assigned duties and performance standards
performance appraisal
28
including salary and bonuses, typically relies on factors such as the required skill and education level and etc.
compensation
29
job description outlines the specific duties of the job and the necessary skills, providing insights into the required training for the position
training
30
how to conduct job analysis
1. decide how you'll use the information 2. review relevant background information 3. select representative positions 4. actually analyze the job 5. verifying the job analysis information 6. develop a job description and job specification
31
display overall division of work within an organization
organization charts
32
offer a detailed depiction of workflow and illustrates the flow of inputs and outputs from the job being analyzed
process chart
33
current job description typically serves as the initial foundation for developing the updated job description
job description
34
entails a thorough examination of the work progression from one job to another within a specific work process
workflow analysis
35
chart that outlines each step of a process sequentially
flow process chart
36
chart that depicts each step with arrows and circles to visually represent flow of the process
diagrammatic process chart
37
involves restructuring business process, typically by consolidating steps to enable small multifunctional teams to perform tasks previously handled by a sequence of departments
business process reengineering
38
five steps of the fundamental approach of business process reengineering (hint: IEIRA)
1. identifying a business process for redesign 2. evaluating the performance of existing processes 3. identifying opportunities for process improvement 4. redesign and implement new approach to work 5. assign ownership of sets of formerly separate tasks to an individual or team who use new computerized systems to support new arrangement
39
redesigning of jobs
job redesign
40
three approaches to redesign specialized jobs
1. job enlargement 2. job rotation 3. job enrichment
41
involves assigning workers additional tasks at the same level of complexity
job enlargement
42
entails systematically moving workers between different roles
job rotation
43
involves redesigning roles to offer greater opportunities for workers to experience feelings of responsibility, achievement, growth, and recognition
job enrichment
44
methods in collecting job analysis information
quantitative and qualitative methods
45
job analysis is a collaboration between
human resources manager, worker, supervisor
46
qualitative methods in collecting job analysis information
- interview - questionnaire - observation - participant diary/logs
47
vary from unstructured discussions to highly structured sessions with highly specific questions
interview
48
one on one interview
individual interview
49
interview with employees that have similar job roles
group interviews
50
interviews with an experienced supervisor knowledgeable of the job at hand
supervisor interviews
51
particularly useful for gathering information efficiently on a large number of employees with similar work or in a separate session
group interviews
52
interviews guided by a questionnaire and provides a systematic approach to gathering information
structured interviews
53
uses a list of questions to gather informations and range from structured checklists to open-ended inquiries
questionnaires
54
a valuable method for information on jobs with observable physical activities, such as assembly-line workers or accounting clerks
direct observation
55
using observation has a problem of
reactivity
56
involves asking worker to maintain a diary or log in which they record each activity they engage in along with a corresponding time
participant diary/logs
57
snapshot of employee's activities at various points in time, offering insights into the nature and frequency of tasks performed
participant diary/logs
58
which method of collecting job analysis information is used for comparing jobs for pay purposes?
quantitative methods
59
quantitative methods of job analysis information collection
Position Analysis Questionnaire (PAQ) and Department of Labor (DOL)
60
a widely-used quantitative tool for job analysis, comprising 194 items representing various basic job elements
Position Analysis Questionnaire (PAQ)
61
five basic activities under PAQ
- decision-making/communications/social responsibilities - performing skilled activities - being physically active - operating vehicles/equipment - processing information
62
involves using a set of standard activities called worker functions to describe job tasks related to data, people, things
department of labor (DOL)
63
electronic or web-based methods for job analysis such as distributing standardized job analysis questionnaires via company intranets
electronic job analysis methods
64
written statement of what the job entails, how he/she does it, what the job's working conditions are
job description
65
foundational document for hiring, selection and performance management
job description
66
contents of a job description
- job identification - job summary - responsibilities and duties - authority of incumbent - standards of performance - working conditions - job specifications
67
contains several types of information such as job title which specifies name of the job
job identification
68
Fair Labor Standards Act (FLSA) determine whether job is classified as _____ or ______
exempt; nonexempt
69
primarily administrative and professional roles that are not under FLSA minimum wage and overtime
exempt positions
70
section that summarizes the essence of the job or the core aspects of the position; focusing solely on primary tasks
job summary
71
shows the jobholder's relationship with other inside and outside the organization
relationship statement
72
list each of the job's major duties separately and describe it in a few sentences
responsibility statement (responsibilities & duties)
73
define jobholder's authority limit
responsibility statement (responsibilities & duties)
74
section lists what employee should achieve and the expectations of the company has for the employers to fulfill each of the main responsibilities and duties listed in job description
standards of performance
75
section that include factors of working environment like noise level, hazardous conditions, heat
working conditions
76
illustrates what kind of individual to recruit and foe what traits you should test that person
job specification
77
basis of specifications
- trained vs. untrained personnel - judgement - statistical analysis - task statements
78
job specification regarding physical traits, personality, interests and sensory skills
specifications on trained vs untrained personnel
79
majority of job descriptions are simply educated assumptions made by supervisors and human resource managers
specifications based on judgement
80
more rational approach to base job requirements on statistical analysis and determine the statistically the relationship between predictor and inhibitor
specifications based on statistical analysis
81
emphasizes the knowledge, skills, behaviors and attributes required to perform well
competency-based job profiles
82
describe the array of competencies, attributes, knowledge and experiences required for exceptional performance across roles
job profiles
83
competency profiles are broken down to three categories
- knowledge - skills - behaviors
84
KSB tells the ________
roles, areas of expertise and foundation competencies
85
refer to observable, measurable behaviors and abilities that enable employee performance
competencym
86
describing a role based on the jey competencies required to excel, rather than static lists of activities
competency-based job analysis
87
describing the job in terms of measurable, observable, behavioral competencies
competency-based job analysis
88
competencies are classified to three groups
- general competencies - leadership competencies - functional competencies
89
abilities like reading, writing, communication that apply across roles
general competencies
90
skills specifically for guiding and developing team members such coaching, leading and strategic management
leadership competencies
91
specialized functional skills and knowledge distinctive to a job
technical competencies
92

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