Flashcards and Answers – Management ch 12
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Human resources management
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The design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals
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Strategic approach
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Approach to HRM wherein all managers are involved in HRM, employees are viewed as assets, and HRM is viewed as a matching process between human capital and organizational goals
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Human capital
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Economic value of the combined knowledge, experience, skills, and capabilities of employees
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Equal Employment Opportunities Commission
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Created by the Civil Rights Act of 1964; initiates investigations in response to complaints concerning discrimination
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Discrimination
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Occurs when some applicants are hired or promoted based on criteria that are not job-relevant
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Affirmative action
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Requires that an employer take positive steps to guarantee equal employment opportunities for people within protected groups
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Old social contract
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Contract between an employee and the organization where the employee could contribute ability, education, loyalty, and commitment, and expect wages and benefits, work, advancement, and training in return
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New social contract
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Contract between an employee and an organization wherein the employee takes personal responsibility for employability and the organization give challenging assignments, lateral career moves, and creative development opportunities
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Employer of choice
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A company that is highly attractive to potential employees because of human resources practices that focus not just on tangible benefits but also intangibles (such as work-life balance)
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Contingent workers
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People who work for an organization but not on a permanent or full-time basis
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Telecommunting
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Using computers and telecommunications equipment to do work without going to an office
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Finding, developing, maintaining an effective workforce
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Three broad goals of HRM
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Matching model
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Underlies the organization's effort to attract employees; the organization and the individual attempt to match the needs, interests, and values that they offer to each other
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Human resource planning
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Forecasting of human resource needs and the projected matching of individuals with expected vacancies
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Recruiting
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Activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied
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Job analysis
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Systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job as well as about the context in which the job is performed
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Job description
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Clear and concise summary of the specific tasks, duties, and responsibilities
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Job specification
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Outlines the knowledge, skills, education, physical abilities, etc. needed to perform the job
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Realistic job previews
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Gives applicants all pertinent information about the job and organization (both positive and negative)
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E-cruiting
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Recruiting job applicants online to offer broader access and save time/money
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Selection process
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Employers asses applicants' characteristics in an attempt to determine the \"fit\" between the job and applicant characteristics
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Application form
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Used to collect information about the applicant's education, previous job experience, and other background characteristics
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Interview
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Selection technique for almost every job category in every organization
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Structured interview
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Uses a set of standardized questions that are asked of every applicant so comparisons can easily be made
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Biographical interview
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Type of structured interview that asks about a person's previous life and work experiences
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Behavioral interview
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Type of structured interview that asks people to describe how they have performed a certain task or handled a particular problem
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Situational interview
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Type of structured interview that requires people to describe how they might handle a hypothetical situation
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Nondirective interviews
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Allow the applicant a great deal of freedom in determining the course of the conversation, with the interview not influencing the person's remarks
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Panel interviews
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Candidate meets several interviewers who take turns asking questions
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Employment tests
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Used to assess candidates on various factors considered important to the job to be performed
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Cognitive ability test
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Type of employment test that measures an applicant's thinking, reasoning, verbal, and mathematical abilities
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Physical ability test
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Measure qualities such as strength, energy, and endurance may be used for jobs such as delivery drivers
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Personality test
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Assess such characteristics as openness to learning, agreeableness, responsibility, creativity, and emotional stability
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Assessment centers
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Present a series of managerial situations to groups of applicants over a two- or three-day period
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In-basket situation
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Requires the applicant to play the role of a manager who must decide how to respond to ten memos
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Work sample tests
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Require an applicant to complete simulated tasks that are a part of the desired job
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Training and development programs
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Represent a planned effort by an organization to facilitate employees' learning of job-related skills and behaviors
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On-the-job training (OJT)
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An experienced employee is asked to take a new employee under his or her wing and show the newcomer how to perform job duties
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Cross-training
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Places an employee in a new position for some amount of time to enable to individual to develop new skills
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Corporate university
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An in-house training and education facility that offers broad-based learning opportunities for employees
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Mentoring
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An experienced employee guides and supports a newcomer or less-experienced employee
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Coaching
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Method of directing, instructing, and training a person with the goal of developing specific management skills
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Performance appraisal
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The steps of observing and assessing employee performance, recording the assessment, and providing feedback to the employee
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360-degree feedback
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A type of performance appraisal system that uses multiple raters as a way to include awareness about strengths and weaknesses and guide employee development
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Performance review ranking system
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Method of performance evaluation that pits employees against one another to rank them
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Stereotyping
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Type of rating error that occurs when a rater places an employee into a class or category based on one of few traits or characteristics
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Halo effect
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Type of rating error that occurs when a manager gives an employee the same rating on all dimensions even if actual performance is high on some levels and low on others
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Behaviorally anchored rating scale (BARS)
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Rating technique which relates employee performance to specific behavioral incidents, allowing a rater to more accurately assess employee performance
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Compensation
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All monetary payment and goods or commodities used to reward employees
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Job-based pay
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Type of compensation that links employee earnings to the specific tasks he or she performs
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Skill-based pay
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Type of compensation technique in which employees with higher skill levels earn more than employees with lower skill levels (aka competency-based pay)
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Job evaluation
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Refers to the process of determining the value or worth of jobs within an organization through an examination of job content
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Wage and salary surveys
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Show what other organizations pay incumbents in jobs that match a sample of \"key\" jobs selected by the organization
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Pay-for-performance
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Ties at least part of compensation to employee effort and performance; raises performance standards and cuts labor costs
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Cafeteria-plan benefits package
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Benefits package that allows employees to select the benefits of greatest value to them
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Rightsizing
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Refers to intentionally reducing the company's workforce to the point where the number of employees is deemed proper for the company's current economic situation
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Exit interview
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Interview conducted with departing employees to determine why they are leaving
