Chapter 9 Business Management – Flashcards

Consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce.

the economic or productive potential of employee knowledge, experience, and actions.

someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor.

the economic or productive potential of strong, trusting and cooperative relationships.

Consists of developing a systematic, comprehensive strategy for understanding current employee needs and predicting future employee needs

determining the basic elements of a job by observation and analysis

A summary of the main duties and responsibilities of a job

describes the minimum qualifications a person must have to perform a job successfully

A report listing your organization's employees by name, education, training, languages, and other important information

A 1935 law, also known as the Wagner Act, that guarantees workers the right of collective bargaining sets down rules to protect unions and organizers, and created the National Labor Relations Board to regulate labor-managment relations.

this (1935) act gave workers the right to join labor unions. A minimum wage was established, and the maximum hours that one could work.

enforces anti-discrimination and other employment related laws.

Occurs when people are hired or promoted- or denied hiring or promotion for reasons not relevant to the job, such as skin color or eye shape, gender, religion, national origin etc.

occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class

Occurs when protected classes are intentionally treated differently from other employees (intentional)

Focuses on achieving equality of opportunity within an organization.

comments, gestures, or physical contacts of a sexual nature that are deliberate, repeated, and unwelcome that create an adverse work environment.

the process of locating and attracting qualified applicants for jobs open in the organization

the process of developing a pool of qualified job applicants from people who already work in the company

Placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organization's intranet

attracting job applicants from outside the organization

gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired

Managers find out whether each applicant is qualified for the position and likely to be a good performer

The interviewer does not have a set of prepared questions and the interviewee does most of the talking

Type of interview in which interviewer asks every applicant the same questions; also called a repetitive interview.

Type of interview in which interviewer asks hypothetical questions.

Type of structured interview in which the interviewer explores what applicants have done in the past

legally considered to consist of any procedure used in the employment selection decision process

used to select individuals with high managerial potential based on their performance on a series of simulated managerial tasks

the degree in which a test measures the same thing consistently.

the test measures what it purports to measure and is free if bias.

helping the newcomer fit smoothly into the job and the organization.

upgrading the skills of technical and operational employees

upgrading skills of professionals and managers

A generic term that encompasses many types of computer based instructional options ranging from simple drill problems to elaborate simulations that interact with the learner.

An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training, or termination.

the continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement

Called result appraisals, are based on facts and are often numerical

based on manager's perceptions of an employee's (1) traits or (2) behaviors

rates employee gradations in performance according to scales of specific behaviors

In which employees are appraised not only by their managerial superiors but also by peers subordinated, and sometimes clients

all employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve

conducted at specific times throughout the year and are based on performance measures that have been established in advance

conducted on an unscheduled basis and consist of less rigorous indications of employee performance

has three parts: wages and salaries, incentives, and benefits.

consists of the basic wage or salary paid employees in exchange for doing their jobs

additional non-monetary forms of compensation.

organizations of employees formed to protect and advance their members interests by bargaining with management over job-related issues.

the part of the labor-management agreement that states that employees who receive union benefits must join the union, or at least pay dues to it

State laws that provide that unions cannot impose a requirement that workers join the union as a condition of their employment.

New employees are paid less or receive lesser benefits than veteran employees have

the period of the contract ties future wage increases to increases in the cost of living

the union agrees to give up previous wage or benefit gains in return for something else

a complaint by an employee that management has violated in terms of the labor-management agreement.

A method of settling disputes outside of court by using the services of a neutral third party, The person acts as a communicating agent between the parties and suggests ways in which the parties can agree on a solution.

the process in which a neutral third party, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them.