People Flashcards
(123 cards)
1
Q
Job evaluation method that involves establishing a hierarchy of jobs from lowest to highest based on each job’s overall value to the organization.
A
Job ranking
2
Q
Written statements of the necessary qualifications for the job incumbent.
A
Job specifications
3
Q
Occurs when an employee is extremely competent in one area and is therefore rated highly in all categories.
A
Halo effect
4
Q
Occurs when an employee receives an overall low rating because of one weakness.
A
Horn effect
5
Q
Payments in return for the achievement of specific, time-limited, targeted objectives.
A
Incentives
6
Q
Desire to do things because they matter, because we like it, because they’re interesting, or because they are part of something important.
A
Intrinsic motivation
7
Q
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.
A
Job analysis
8
Q
Situation in which employees feel that performance or job differences results in corresponding differences in rewards that are fair.
A
Internal equity
9
Q
Form of direct compensation where employers pay for performance beyond normal expectations to motivate higher performance.
A
Incentive pay
10
Q
Number of people on an organization’s payroll at a particular moment in time.
A
Head count
11
Q
Organization characterized by a capability to adapt to changes in environment.
A
Learning organization
12
Q
Study of the education of children.
A
Pedagogy
13
Q
Pay systems in which employee characteristics, rather than the job, determine pay.
A
Person-based pay
14
Q
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.
A
Pay grades
15
Q
Process of encouraging candidates to apply for job openings.
A
Recruitment
16
Q
Set the upper and lower bounds of possible compensation for individuals whose jobs fall in a pay grade.
A
Pay ranges
17
Q
Specific point in a distribution of data that has a given percentage of cases below it.
A
Percentiles
18
Q
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.
A
Performance-based pay
19
Q
Part of the selection process that provides an applicant with honest and complete information about a job and the work environment.
A
Realistic job preview (RJP)
20
Q
Payments in return for the achievement of specific, time-limited, targeted objectives.
A
Premiums
21
Q
Learning/development programs offered initially in a controlled environment with a segment of the target audience.
A
Pilot programs
22
Q
Situations in which employees’ pay is above the range maximum.
A
Red-circle rates
23
Q
Modifications or adjustments to a job or job application process that accommodate persons with disabilities but do not impose a disproportionate or undue burden on the employer.
A
Reasonable accommodation
24
Q
Pay based on the quantity of work and outputs that can be accurately measured.
A
Productivity-based pay
25
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 and then added to come up with an overall point value for the job.
Point-factor system
26
System that shows preference to employees with the longest service.
Seniority
27
Interviews designed to probe areas of interest to the interviewer in order to determine how well a job candidate meets the needs of the organization.
Selection interviews
28
Ability to keep talent employees in the organization.
Retention
29
Ability of an instrument to measure consistently.
Reliability
30
Assessment tools that provide candidates a wide range of leadership situations and problem-solving exercises, including in-basket tests, financial or business data analysis, leaderless group discussions, interview simulations, role plays, and psychological inventories.
Simulations
31
Analyzing candidates' application forms, curriculum vitae, and resumes to locate the most-qualified candidates for an open job.
Selection screening
32
Process of vetting the most suitable candidate for a position.
Selection
33
Surveys that collect information on prevailing market compensation and benefits practices, including starting wage rates, base pay, pay ranges, other statutory and market cash payments, variable compensation, and time off.
Remuneration surveys
34
Type of interview in which interviewer assumes an aggressive posture to see how a candidate responds to stressful situations.
Stress interview
35
HR function that acts on the organizational human capital needs identified through workforce planning and attempts to provide an adequate supply of qualified individuals to complete the body of work necessary for the organization's financial success.
Staffing
36
Variety of online Internet technology platforms and communities that people use to communicate and share information and resources.
Social media
37
Provides each incumbent of a job with the same rate of pay, regardless of performance or seniority; also known as flat-rate pay.
Single-rate pay
38
Instruments used to collect and assess employee perceptions about the work environment.
Employee surveys
39
Activities associated with an employee's tenure in an organization.
Employee life cycle (ELC)
40
Small group (normally six to twelve) invited to actively participate in a structured discussion with a facilitator.
Focus group
41
People who learn best through a hands-on approach; also called tactile learners.
Kinesthetic learners
42
Process of delivering educational or instructional programs to locations away from a classroom or site.
Distance learning
43
One-time payment made to an employee; also called performance bonus.
Lump-sum increase (LSI)
44
Actions and activities that individuals perform in order to give direction to their work lives.
Career planning
45
All financial returns (beyond any benefits payments or services), including salary and allowances.
Compensation
46
Pay rate divided by the midpoint of the pay range.
Compa-ratio
47
Physical, psychological, and social aspects of employee health.
Well-being
48
People who learn best by relying on their sense of sight.
Visual learners
49
Average of data that takes other factors such as the number of incumbents into account.
Weighted average
50
Situations in which an employee's pay is below the minimum of the range.
Green-circle rates
51
Broadening the scope of a job by expanding the number of different tasks to be performed.
Job enlargement
52
Movement between different jobs.
Job rotation
53
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.
Job classification
54
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.
Job evaluation
55
Written description of a job and its requirements, including required tasks, knowledge, skills, abilities, responsibilities, and reporting structure.
Job description
56
Increasing the depth of a job by adding responsibilities such as planning, organizing, tracking, and completing reports.
Job enrichment
57
Payments or services provided to employees to cover issues such as retirement, health coverage, sick pay/disability schemes, life insurance, and paid time off.
Benefits
58
Clusters of highly interrelated attributes, including knowledge, skills, and abilities (KSAs) that give rise to the behaviors needed to perform a given job effectively.
Competencies
59
Periodic compensation payment given to eligible employees regardless of their performance or organizational profitability; usually linked to inflation.
Cost-of-living adjustment (COLA)
60
Error that occurs when an employee's rating is based on how his or her performance compares to that of another employee rather than objective standards.
Contrast effect
61
Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs.
Developmental activities
62
Skills, knowledge, and abilities that employees must possess in order to successfully perform job functions that are essential to business operations.
Core competencies
63
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.
Competency-based interview
64
Assessment tools that present prospective leaders with sample situations and problems they might encounter in a work environment.
Situation judgment tests (SJTs)
65
Type of interview in which interviewer asks every applicant the same questions; also called a repetitive interview.
Structured interview
66
Type of interviewer bias that involves forming generalized opinions about how people of a given gender, religion, or race appear, think, act, feel, or respond.
Stereotyping
67
Relates to technical skills training; often a partnership between employers and unions.
Appreticeship
68
Process of positioning an organization as an "employer of choice" in the labor market.
Employment branding
69
Pay rates that are affected by where or when an employee works.
Differential pay
70
Failure to recognize responses of a candidate that are socially acceptable rather than factual.
Cultural noise
71
People who learn best by relying on their sense of hearing.
Auditory learners
72
Process of generating a pool of qualified job applicants.
Sourcing
73
Study of how adults learn.
Andragogy
74
Training provided to employees at the work site utilizing demonstration and performance of job tasks.
On-the-job training (OJT)
75
Fairness of compensation and benefits paid to employees.
Pay equity
76
Factors that initiate, direct, and sustain human behavior over time.
Motivation
77
Middle point above and below which 50% of scores in a set of data lie.
Median
78
Value that occurs most frequently in a set of data.
Mode
79
Developmentally oriented relationship between two individuals.
Mentoring
80
Correlate pay with time spent in a professional field such as teaching or research.
Maturity curves
81
One-time payment made to an employee; also called a lump-sum increase (LSI).
Performance bonus
82
Process of providing knowledge, skills, and abilities (KSAs) specific to a task or job.
Training
83
Ability of an instrument to measure what it is intended to measure.
Validity
84
Type of interview that focuses on how applicants previously handled real situations.
Behavioral interview
85
Five-step instructional design process that governs the development of learning programs.
ADDIE model
86
Software that provides an automated way for organizations to manage the recruiting process.
Applicant tracking software (ATS)
87
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.
Leadership development
88
Job evaluation method in which each job is compared with every other job being evaluated; the job with the largest number of "greater than" rankings is the highest-ranked job, etc.
Paired comparison
89
Certain types of learning activities or processes that may occur at any one of several levels in an organization.
Organizational learning
90
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.
Onboarding
91
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.
Pay for performance (P4P, PfP)
92
Occurs when there is only a small difference in pay between employees regardless of their skills, experience, or seniority; also known as salary compression.
Pay compression
93
Process in which a new employee becomes familiar with an organization as well as his or her department, coworkers, and the job.
Orientation
94
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.
Merit pay
95
Type of interviewer bias that involves rejecting a candidate on the basis of a small amount of negative information.
Negative emphasis
96
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.
Market-based job evaluation
97
Special incidental payments, benefits, or privileges given to individual employees, over and above their regular rewards.
Perquisites
98
Raw average of data that gives equal weight to all factors, with no regard to individual factors such as the number of incumbents or organizations.
Unweighted average
99
Direct and indirect remuneration approaches that employers use to attract, recognize, and retain workers.
Total rewards
100
Development and integration of HR processes that attract, develop, engage, and retain the knowledge, skills, and abilities of employees that will meet current and future business needs.
Talent management
101
Effective and continuing on-the-job application of the knowledge and skills gained through a training experience.
Transfer of learning
102
Plan or method implemented by an organization that provides monetary, benefits in kind, and developmental rewards to employees who achieve specific business goals.
Total rewards strategy
103
System in which pay is based on longevity in the job and pay increases occur on a predetermined schedule.
Time-based step-rate pay
104
Assessment tools that provide candidates a wide range of leadership situations and problem-solving exercises.
Assessment centers
105
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.
Career development
106
Exit of educated and skilled citizens from emerging and developing countries for better-paying jobs in developed countries.
Brain drain
107
System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities.
Learning management system (LMS)
108
Ability of an individual to influence a group or another individual toward the achievement of goals and results.
Leadership
109
Primary job duties that a qualified individual must be able to perform, either with or without reasonable accommodation.
Essential functions
110
Type of interviewer bias in which interviewer makes snap judgments and lets first impression (either positive or negative) cloud the interview.
First-impression error
111
Preparing, implementing, and monitoring employees' career paths, with a primary focus on the goals and needs of the organization.
Career management
112
Combining several salary grades or job classifications with narrow pay ranges into one band with a wider salary spread.
Broadbanding
113
Planned approach to learning that includes a combination of instructor-led training, self-directed study, and/or on-the-job training.
Blended learning
114
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.
Job-content-based job evaluation
115
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.
External equity
116
Process of creating, acquiring, sharing, and managing knowledge to augment individual and organizational performance.
Knowledge management
117
Provides each incumbent of a job with the same rate of pay, regardless of performance or seniority; also known as single-rate pay.
Flat-rate pay
118
Pay increase given to employees based on local competitive market requirements; awarded regardless of employee performance.
General pay increase
119
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.
Emotional intelligence (EI)
120
Career development programs that identify meaningful career paths for professional and technical people whose preferences may be outside traditional management roles.
Dual career ladders
121
Employees' commitment to an organization; willingness to put in effort that promotes the effective functioning of the organization.
Employee engagement
122
Delivery of training and educational materials, processes, and programs via the use of electronic media.
E-learning
123
Unmarried couples, of the same or opposite sex, who live together and seek economic and noneconomic benefits comparable to those granted to their married counterparts.
Domestic partners
