SET A Flashcards
1
Q
What is human resource management
A
- managing employee relations
- leveraging people’s capabilities to achieve competitive advantage
2
Q
What is associated with human resources?
A
personnel management and employee relationships
3
Q
structuring by grouping activities, assigning accountabilities, and establishing communication and authority relationships
A
organizational design
4
Q
planning and implementing interventions
A
organizational development
5
Q
structuring the content and size of jobs and defining their component tasks
A
job/role design and definition
6
Q
planning and implementing flexible structures and procedures
A
flexible working
7
Q
forecasting the organization’s future resource requirements for labor
A
human resource planning
8
Q
attracting employment applicants from the number, type, and caliber
A
recruitment
9
Q
Assessing and selecting suitable employees
A
selection
10
Q
planning rewards and incentives to control labor turnover
A
retention
11
Q
managing the termination, retirements, resignation, dismissals and redundancies
A
exit management
12
Q
basic functions of the management process
A
planning, organizing, leading, staffing, controlling
13
Q
a person who is responsible for accomplishing an organization’s goals by managing the efforts of the organization’s people; accomplishing by planning, organizing, staffing, leading and controlling
A
manager
14
Q
to establish goals and standards and to develop rules and procedures
A
planning
15
Q
delegating authority to subordinates and establishing channels of communication
A
organizing
16
Q
requires managers to set standards such as sales quotas, quality, standards or production levels
A
controlling
17
Q
determines what type of people you should hire, recruiting prospective employees, selecting employees etc.
A
staffing
18
Q
requires a manager to get others to get the job done, maintaining morale and motivating subordinates
A
leading
19
Q
a process of acquiring, training, appraising, and compensating employees, and attending to their labor relations
A
human resource management
20
Q
a manager’s right to issue orders to other managers; superior-subordinate relationship;
A
line authority
21
Q
manager’s right to advise other managers or employees; advisory relationship
A
staff authority
22
Q
directing the activities to their subordinates; within the HR dept
A
line function
23
Q
assisting and advising line managers; they are also human resource managers; outside of the HR department
A
staff function
24
Q
advises management on all aspects of union-management relations
A
labor relations specialist
25
develops compensation plans and handles the employee benefits program
compensation manager
26
collects and examines information about jobs to prepare job descriptions
job analyst
27
focuses on using centralized call centers and outside vendors
Shared HR Groups
28
assigned directly to a department within an organization to provide localized human resource management assistance as needed
Embedded HR Groups
29
assist top management in top-level issues such as developing the personnel aspects of the company’s long-term strategic plan
Corporate HR Groups
30
refers to the knowledge, skills, and abilities of a firm’s workers
human capital
31
Where freelancers and independent contractors work when they can, on what they want to work on, and when the company needs them
on-demand workers
32
workers with multiple jobs; who are temporary or part-time workers
non-traditional workers
33
the recent trend where in some occupations, unemployment rates are low, while in others unemployment rates are still very high and recruiters can’t find candidates, while in others there’s a wealth of candidates
unbalanced labor force
34
exporting jobs to lower-cost locations abroad
offshoring
35
Evidence-based human resource management
Scientific rigor
Existing data
Research studies
Critical evaluation
Critically evaluated research/case studies
Analytics
36
involves formulating and executing human resource policies and practices that produce the employee
strategic hrm
37
involves more and more human resource management tasks being redistributed from a central HR department
distributed HR
38
provides new employees with the basic background information they need to function
employee orientation
39
graphic relationship between the value of the job and the average wage paid for the job
wage curve
40
giving new or current employees the skills they need to perform their jobs; it is essential to good management
training
41
identifies the training employees will need to fill these future jobs
strategic needs analysis
42
is the training aligned with company missions?
organizational needs analysis
43
who do we need to train?
person needs analysis
44
what skills do we need to train
task needs analysis
45
ADDIE framework
analysis-design-development-implement-evaluate
46
is a method used for screening job applicants and will not likely be used to identify training needs
work sampling
47
consolidates, usually in one diagram, a precise overview of the competencies someone would need to do a job well
competency model
48
process of verifying that there is a performance deficiency and determining whether the employer should correct through training or some other means (like transferring employee)
performance analysis
49
four steps in training process
needs analysis
instructional design
implement the program
evaluation
50
identify the specific knowledge and skills the job requires, and compare these with the prospective trainees’ knowledge and skills
needs analysis
51
having a person learn a job by actually doing it; a training method that is most frequently used by employers; also applies job rotation
OJT
52
* Employee rotates through several different jobs in the organization
* Popular for managerial training
* Allows for lateral transfers and flexibility for
replacing absent workers (cross training).
* Improves job satisfaction by reducing boredom
job rotation
53
process by which people become skilled workers through a combination of formal learning and long-term on-the-job training
apprenticeship
54
step-by-step training
job instruction training
55
systematic method for teaching job skills that involves presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his/her answers
programmed learning
56
computer-based training systems that adjust to meet each trainee’s specific learning needs
intelligent tutoring systems
57
method in which trainees learn on the actual or simulated equipment they will use on the job, but are trained away from the job
vestibule training
58
a trainer in a central location teaching groups of employees at remote locations over cable broadband or internet
videoconferencing
59
a set of instructions, diagrams, or similar methods available at the job site guide the worker
job aid
60
aims to create better cross-cultural sensitivity
diversity training
61
training employees to do different tasks or jobs than their own
cross training
62
any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills
management development
63
enables management trainees to work full-time analyzing and solving problems in other departments
action learning
64
focuses on planning and filling senior-level positions
succession planning
65
considered an effective training tool because trainees are actively involved, and the activities help trainees focus on planning and solving problems
management games
66
a change process through which the employees formulate change that’s required and implement it
organizational development
67
collecting data about a group, department, organization, and feeding the information back to the employees so they can analyze and develop hypothesis about what the problems might be
action research
68
kurt lewin's model of change process
unfreezing, moving, refreezing
69
reducing the forces that are striving to maintain the status quo
unfreezing
70
developing new behaviors, values, and attitudes
moving
71
managers reinforce the new ways of doing things with changes to the company’s systems to prevent it from reverting to its old ways
refreezing
72
refers to a formal method for testing the effectiveness of a training program
controlled experimentation
73
FOUR BASIC CATEGORIES MEASURED WHEN EVALUATING A TRAINING PROGRAM
Reaction
Learning
Behavior
Results
74
FOUR BASIC CATEGORIES OF ORGANIZATIONAL DEVELOPMENT (OD) APPLICATIONS
Human process
Technostructural
Human resource management
Strategic applications
75
HR MANAGEMENT INVOLVES:
Performance appraisals
Rewards systems
Diversity programs
Goal setting
76
What is the first step in the recruitment process?
decide what positions to fill
77
refers to the background investigations, tests, and physical exams that firms use to identify viable candidates for a job
selection tools
78
process of deciding what positions the firm will have to fill and how to fill them
workforce planning (personnel)
79
deciding how to fill executive positions at a firm
succession planning
80
guides employment planning and determine the types of skills and competences the firm needs
strategic business planning
81
THREE STEPS IN SUCCESSION PLANNING
Identify key needs
Develop inside candidates
Assess and choose those who will fill the key position
82
studying a firm’s past employment needs over a period of years to predict future needs
trend analysis
83
determines future staff needs by using ratios between a causal factor and the number of employees required
ratio analysis
84
Both a trend analysis and a ratio analysis assume that productivity remain the same
productivity levels
85
ratio analysis formula
projected workload/output / workload/output per employee = # of employees required
86
contains data on employees’ performance records, educational background, and promotability; managers need to determine which current employees are available for promotion or transfer
qualifications (or skills) inventories
87
graphically illustrates the relationship between two variables such as sales and your firm’s staffing level
scatter plots
88
company records showing present performance and promotability of inside candidates for a firm’s top positions
personnel replacement charts
89
to forecast availability of internal job candidates
markov analysis
90
having outside vendors supply services such as benefits management, market research
outsourcing
91
used for projecting personnel needs
trend tools
92
Primary disadvantage of using internal sources of candidates to fill vacant position
Potential to lose employees who aren’t promoted
93
used by employers to calculate the number of applicants a firm must generate in order to hire the required number of new employees
recruiting yield pyramid
94
a potential drawback to hiring internally
inbreeding
95
used for filling the vacant position by looking from within the organization
intranet job postings
96
to help employers attract, gather, screen, compile, and manage outside applicants
application tracking system
97
Reasons for most likely to use a private employment agency
to fill a specific job opening quickly
98
floats from one assignment to another on a temporary basis
temporary workers
99
refers to the use of nontraditional recruitment sources
alternative staffing
100
special employment agencies retained by employers to seek out top management for their clients
executive recruiters / headhunters
101
the greatest role in determining the best medium for a job advertisement
skills needed for the job
102
a service that provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms; they are paid through hourly rate
on-demand recruiting services
103
employed directly by a company on a short-term basis
in-house temporary employee
104
highly skilled worker who is supplied for a long-term project under contract from an outside technical services firm
contract technical employees
105
primary motivation for employees over age 65
schedule flexibility
106
refers to the process of evaluating an employee’s current and/or past performance relative to his or her performance standards
performance appraisals
107
Primary purpose of Performance Appraisal
to remove any performance deficiencies
108
effective goals of performance appraisal (SMART goals)
Specific
Measurable
Attainable
Relevant
Timely
109
primarily responsible for appraising an employee’s performance
employee's direct supervisor
110
monitors the performance appraisal system but not involved in rating employees
HR department
111
STEPS IN PERFORMANCE APPRAISAL
* Setting work standards
* Assessing the employee’s actual performance relative to those standards
* Providing feedback to the employee
112
making sure that you and your subordinate agree on his/her duties and job standards and on the appraisal method you will use
defining the job
113
have been shown to improve social loafing, group viability, cohesion, task motivation, and satisfaction
peer appraisals
114
usually consists of employee’s immediate supervisor and 4 or 5 supervisors
rating committee
115
employees rating self
rates higher than they are rated by supervisors/peer (in Asia; employees tend to rate themselves lower than they are rated by their supervisors/peer)
116
the process of allowing subordinates to rate their supervisor’s performance anonymously; the typical result is the managers improve their performance
upward feedback
117
refers to a performance appraisal based on surveys from peers, supervisors, subordinates, and customers; the ratings are collected ‘all around’ an employee
360-degree feedback
118
simplest and most popular technique for appraising employee performance; lists traits = quality and reliability, or teamwork; also range of performance values
graphic rating scale
119
involves making comparisons of employees with their co-workers
paired comparisons
120
involves ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked; most popular method for ranking employees
alternate ranking method
121
an appraisal tool is being used when a supervisor places predetermined percentages of appraisees into various performance categories; similar to grading on a curve
forced distribution
122
require a supervisor to maintain a log of positive and negative examples of subordinate’s work-related behavior
critical incident method
123
an appraisal method that aims at combining the benefits of narrative critical incidents and quantified scales by assigning scale points with specific examples of good or poor performance; combination of narrative critical incidents and quantified performance scales
behaviorally anchored rating scale (BARS)
124
* the aim is to reduce rating errors such as leniency, by making it less obvious, to the supervisor
* compare performance against a mix of positive, negative, neutral statements for each performance dimension
mix standard scales
125
setting specific measurable goals with each employee and then periodically reviewing the progress made
management by objective (MBO)
126
STEPS IN DEVELOPING BARS (BEHAVIORAL ANCHORED RATING SCALE)
Write critical incidents
Develop performance dimensions
Reallocate incidents
Scale the incidents
Develop a final instrument
127
GRAPHIC RATING SCALES’ COMMON PROBLEMS
unclear standards
halo effect
central tendency
leniency
strictness
bias
128
refers to an appraisal that is too open to interpretation
unclear standards
129
occurs when a supervisor’s rating of a subordinate on one trait biases the rating of that person on other traits; “influence of a rater’s general impression on ratings of specific ratee qualities”
halo effect
130
refers to rating all employees an average
central tendency
131
supervisors giving all of their subordinates consistently high ratings
leniency
132
supervisors giving all of their subordinates consistently low ratings
strictness
133
the tendency to allow individual differences to affect the appraisal ratings that employees receive
bias
134
focusing on the most recent behavior of an employee rather than his/her performance over a year
recency effect
135
To reduce central tendency error, we should:
rank employees
136
To reduce leniency/strictness error
enforcing a performance distribution; also ranking employees
137
* making plans to correct employee weaknesses
* discuss performance over specific period
appraisal interview
138
continuous process of identifying, measuring, and developing the performance of individuals and teams
performance management
139
communicating the company’s higher-level goals throughout the company
direction sharing
140
a process in place that allows any manager to see the link between employee’s goals and those of the department and organization
goal alignment
141
includes face-to-face and computer-based feedback regarding progress toward goals
ongoing feedback
142
an integral part of feedback process
coaching and developmental support
143
provide the consequences necessary to keep employee performance on target
rewards, recognition, compensation
