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Peole Flashcards

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0
Q

Auditory learners

A

People who learn best by relying on their sense of hearing.

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1
Q

Assessment centers

A

Assessment tools that provide candidates a wide range of leadership situations and problem-solving exercises.

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2
Q

Behavioral interiview

A

Type of interview that focuses on how applicants previously handled real situations.

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3
Q

Benefits

A

Payments or services provided to employees to cover issues such as retirement, health coverage, sick pay/disability schemes, life insurance, and paid time off.

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4
Q

Career management

A

Preparing, implementing, and monitoring employees’ career paths, with a primary focus on the goals and needs of the organization.

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5
Q

Career planning

A

Actions and activities that individuals perform in order to give direction to their work lives.

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6
Q

Compa-ratio

A

Pay rate divided by the midpoint of the pay range.

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7
Q

Compensation

A

All financial returns (beyond any benefits payments or services), including salary and allowances.

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8
Q

Emotional intelligence (EI)

A

Ability of an individual to be sensitive to and understanding of the emotions of others and to manage his or her own emotions and impulses.

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9
Q

Employee engagement

A

Employees’ commitment to an organization; willingness to put in effort that promotes the effective functioning of the organization.

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10
Q

Employee life cycle (ELC)

A

Activities associated with an employee’s tenure in an organization.

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11
Q

Employee surveys

A

Instruments used to collect and assess employee perceptions about the work environment.

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12
Q

Flat-rate pay

A

Provides each incumbent of a job with the same rate of pay, regardless of performance or seniority; also known as single-rate pay.

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13
Q

Focus group

A

Small group (normally six to twelve) invited to actively participate in a structured discussion with a facilitator.

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14
Q

General pay increase

A

Pay increase given to employees based on local competitive market requirements; awarded regardless of employee performance.

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15
Q

Green-circle rates

A

Situations in which an employee’s pay is below the minimum of the range.

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16
Q

ADDIE model

A

Five-step instructional design process that governs the development of learning programs.

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17
Q

Andragogy

A

Study of haw adults learn.

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18
Q

Applicant tracking software (ATS)

A

Software that provides an automated way for organizations to manage the recruiting process.

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19
Q

Apprenticeship

A

Relates to technical skills training; often a partnership between employers and unions.

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20
Q

Blended learning

A

Planned approach to learning that includes a combination of instructo-led training, self-directed study, and/or on-the-job training.

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21
Q

Broadbanding

A

Combining several salary grades or job classifications with narrow pay ranges into one band with a wider salary spread.

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22
Q

Career development

A

Process by which employees progress through a series of stages in their careers, each of which is characterized by relatively unique issues, themes, and tasks.

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23
Q

Competencies

A

Clusters of highly interrelated attributes, including knowledge, skills, and abilities (KSAs) that give rise to the behaviors needed to perform a given job effectively.

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24
Competency-based interview
Type of interview in which interviewer asks questions related to competencies for the position and asks candidates to provide examples of times they demonstrated the competencies.
25
Contrast effect
Error that occurs when strong candidates who interview after weak ones appear even more qualified than they actually are because of the contrast.
26
Core competencies
Skills, knowledge, and abilities that employees mush possess in order to successfully perform job functions that are essential to business operations.
27
Distance learning
Process of delivering educational or instructional programs to locations away from a classroom or site.
28
Employment branding
Process of positioning an organization as an "employer of choice" in the labor market.
29
Essential functions
Primary job duties that a qualified individual must be able to perform, either with or without reasonable accommodation.
30
External equity
Situation in which an organization's compensation levels and benefits are similar to those of other organizations that are in the same labor market and compete for the same employees.
31
First-impression error
Type of interviewer bias in which interviewer makes snap judgments and lets first impression (either positive or negative) cloud the interview.
32
Halo effect
Occurs when an employee is extremely competent in one area and is therefore rated highly in all categories.
33
Head count
Number of people on an organization's payroll at a particular moment in time.
34
Horn effect
Occurs when an employee receives an overall low rating because of one weakness.
35
Incentive pay
Form of direct compensation where employers pay for performance to motivate higher performance.
36
Cost-of-living adjustment (COLA)
Periodic compensation payment given to eligible employees regardless of their performance or organizational profitability; usually linked to inflation.
37
Cultural noise
Failure to recognize responses of a candidate that are socially acceptable rather than factual.
38
Developmental activities
Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs.
39
Differential pay
Pay rates that are affected by where or when an employee works.
40
Domestic partners
Unmarried couples, of the same or opposite sex, who live together and seek economic and non economic benefits comparable to those granted to their married counterparts.
41
Dual career ladders
Career development programs that identify meaningful career paths for professional and technical people whose preferences may be outside traditional management roles.
42
E-learning
Delivery of training and educational materials, processes, and programs via the use of electronic media.
43
Job evaluation
Process that determines the value and price of a job in order to place and compare it within an organization as well as attract and retain employees in a competitive environment.
44
Job ranking
Job evaluation method that involves establishing a hierarchy of jobs from lowest to highest based on each job's overall value to the organization.
45
Job rotation
Movement between different jobs.
46
Job specifications
Written statements of the necessary.
47
Job-content-based job evaluation
Job evaluation method in which the relative worth and pay opportunities of different jobs are based on an assessment of their content and their relationship to other jobs within the organization.
48
Kinesthetic learners
People who learn best through a hands on approach; also called tactile learners.
49
Knowledge management
Process of creating, acquiring, sharing, and managing knowledge to augment individual and organizational performance.
50
Leardership
Ability of an individual to influence a group or another individual toward the achievement of goals and results.
51
Leadership development
Training and professional development programs targeted to assist management- and executive-level employees in developing the skills, abilities, and flexibility required to deal with a variety of situations.
52
Learning management system (LMS)
System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities.
53
Learning organization
Organization characterized by a capability to adapt to change in environment.
54
Lump-sum increase (LSI)
One-time payment made to an employee; also called performance bonus.
55
Market-based job evaluation
Job evaluation method in which the relative worth and pay opportunities of different jobs are based on their market value or the going rate in the marketplace.
56
Maturity curves
Correlate pay with time spent in a professional field such as teaching or research.
57
Median
Middle point above and below which 50% of scores in a set of data lie.
58
Mentoring
Developmentally oriented relationship between two individuals.
59
Merit pay
Situation where an individual's performance is the basis for the amount and timing of pay increases; also called performance-based pay or pay for performance.
60
Mode
Value that occurs most frequently in a set of data.
61
Motivation
Factors that initiate, direct, and sustain human behavior over time.
62
Negative emphasis
Type of interviewer bias that involves rejecting a candidate on the basis of a small amount of negative information.
63
Onboarding
Programs that help employees develop positive working relationships with coworkers; encompass orientation as well as the first months of an employee's tenure in a position.
64
On-the-job training (OJT)
Training provided to employees at the work site utilizing demonstration and performance of job tasks.
65
Organizational learning
Certain types of learning activities or processes that may occur at any one of several levels in an organization.
66
Orientation
Process in which a new employee becomes familiar with an organization as well as his or her department, coworkers, and the job.
67
Paired comparison
Job evaluation method in which each job is compared with every other job being evaluated; the job with the largest number of "greater than" ranking is the highest-ranked job, etc.
68
Pay compression
Occurs when there is only a small difference in pay between employees regardless of their skills, experience, or seniority; also known as salary compression.
69
Pay equity
Fairness of compensation and benefits paid to employees.
70
Pay for performance (P4P, PfP)
Situation where an individual's performance is the basis for the amount and timing of pay increases; also called merit pay or performance-based pay.
71
Pay grades
Used to group jobs that have approximately the same relative internal or external worth and are paid at the same rate or within the same pay range.
72
Pay ranges
Set the upper and lower bounds of possible compensation for individuals whose jobs fall in a pay grade.
73
Pedagogy
Study of the education of children.
74
Percentiles
Specific point in a distribution of data that has a given percentage of cases below it.
75
Job classification
Job evaluation method in which descriptions are written for each class of jobs; individual jobs are then put into the grade that best matches their class description.
76
Job description
Written description of a job and its requirements, including required tasks, knowledge, skills, abilities, responsibilities, and reporting structure.
77
Job enlargement
Broadening the scope of a job by expanding the number of different tasks to be performed.
78
Job enrichment
Increasing the depth of a job by adding responsibilities such as planning, organizing, tracking, and completing reports.
79
Incentives
Payments in return for the achievement of specific, time-limited, targeted objectives.
80
Internal equity
Situation in which employees feel that performance or job differences result in corresponding differences in rewards that are fair.
81
Intrinsic motivation
Desire to do things because they matter, because we like it, because they're interesting, or because they are part of something important.
82
Job analysis
Systematic study of jobs to determine what activities (tasks) and responsibilities they include, personal qualifications necessary for performance of the jobs, the conditions under which the work is performed, and the reporting structure.
83
Performance bonus
One-time payment made to an employee; also called a lump-sum increase (LSI)
84
Performance-based pay
Situation where an individual's performance is the basis for the amount and timing of pay increases; also called merit pay or pay for performance
85
Perquisites
Special incidental payments, benefits, or privileges given to individual employees, over and above their regular rewards.
86
Person-based pay
Pay systems in which employee characteristics, rather than the job, determine pay.
87
Pilot programs
Learning/development programs offered initially in a controlled environment with a segment of the target audience.
88
Point-factor system
Job evaluation method that looks at compensable factors (such as skills and working conditions) that reflect how much a job adds value to the organization; points are assigned to each factor an overall point value for the job.
89
Premiums
Payments in return for the achievement of specific, time-limited, targeted objectives.
90
Productivity-based pay
Pay based on the quantity of work and outputs that can be accurately measured.

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