Busy. Please wait.

Forgot Password?

Don't have an account?  Sign up 

show password


Make sure to remember your password. If you forget it there is no way for StudyStack to send you a reset link. You would need to create a new account.

By signing up, I agree to StudyStack's Terms of Service and Privacy Policy.

Already a StudyStack user? Log In

Reset Password
Enter the email address associated with your account, and we'll email you a link to reset your password.

Remove ads
Don't know (0)
Know (0)
remaining cards (0)
To flip the current card, click it or press the Spacebar key.  To move the current card to one of the three colored boxes, click on the box.  You may also press the UP ARROW key to move the card to the "Know" box, the DOWN ARROW key to move the card to the "Don't know" box, or the RIGHT ARROW key to move the card to the Remaining box.  You may also click on the card displayed in any of the three boxes to bring that card back to the center.

Pass complete!

"Know" box contains:
Time elapsed:
restart all cards

Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.

  Normal Size     Small Size show me how



Human resource management function of attracting, developing, and retaining sufficient numbers of qualified employees to perform the activities necessary to accomplish organizational goals
Human resource managers responsible for: Developing specific programs and activities - Creating a work environment that generates employee satisfaction and efficiency
Professional employer organizations (PEOs): company that helps small and mid-sized firms with a wide range of human resource services including hiring and training employees, administering payroll and benefits programs, handling workers’ compensation and unemployment insurance, and maintaining comp
Human resource managers: Develop staffing plans based on the organization's competitive strategies - Responsible for adjusting their company’s workforce to meet requirements of: Expanding in new markets, Reducing costs, Adapting to new technology
Human resource managers strive to ... ...match applicants’ skills with organizational needs
Finding Qualified Candidates... ...Access internal and external sources...Consider internal employees first ...Look outside if qualified candidates not available internally...
Selecting and Hiring Employees... ...Must follow the requirements set by federal and state law...Failure to comply with equal employment opportunity legislation can expose an employer to fines and penalties, bad publicity, and poor employee morale
Selecting and Hiring Employees... ...Selecting and Hiring Employees
Employment at will: practice that allows the employment relationship to begin or end at any time at the decision of either the employee or the employer for any reason
Training builds skills and knowledge that will prepare employees for new job opportunities
On-the-job training prepares employees for job duties by allowing them to perform the tasks under the guidance of experienced employees
Classroom and Computer-Based Training: Forms of classroom instruction such as lectures, conferences, audiovisual aids, programmed instruction, and special machines to teach employees everything from basic math and language skills to complex, highly skilled tasks
Management development program: training designed to improve the skills and broaden the knowledge of current and potential executives
Performance appraisal: method of evaluation employee’s job performance by comparing actual results with desired outcomes - Based on this evaluation, managers make objective decisions about compensation, promotions, additional training needs, transfers, or firings
360-degree performance review process that gathers feedback from a review panel of about 8 to 12 people, including co-workers, team members, subordinates, and sometimes customers
Wages: compensation based on an hourly pay rate or the amount of output produced
Salaries: compensation calculated on a weekly, monthly, or annual basis
Most firms base their compensation policies on five factors: Salaries and wages paid by others, Government legislation, Cost of living, Firm’s ability to pay, Worker productivity
Such incentive compensation programs may include: Profit-sharing, Gain sharing, Lump-sum bonuses, Pay for knowledge
Employee benefits: employee rewards such as health insurance and retirement plans that employers give, entirely or in part, at their own expense
Some benefits, e.g. Social Security contributions... ...are required by law
Flexible benefit plan (cafeteria plan): benefit system that offers employees a range of options from which they can choose they types of benefits they receive
Flexible work plan: employment that allows personnel to adjust their working hours and places of work to accommodate their personal lives
Flextime: scheduling system that allows employees to set their own work hours within constraints specified by the firm
Compressed workweek: scheduling option that allows employees to work the regular number of weekly hours in fewer than the typical five days
Job sharing: program that allows two or more employees to divide the tasks of one job
Home-based work: program allowing employees (sometimes called teleworkers or telecommuters) to perform their jobs from home rather than at the workplace space
EMPLOYEE SEPARATION Employer or employee can take the initiative to terminate employment
Exit interview: conversation designed to find out why an employee decided to leave
Downsizing: process of reducing a firm’s workforce to reduce costs and improve efficiency
Outsourcing: practice where functions that were performed previously by company employees are contracted to other firms whose employees perform them a contractual basis
Morale: mental attitude of employees toward their employer and jobs
Need: simply a lack of some useful benefit
Motive: inner state that directs a person toward the goal of satisfying a felt need
Maslow’s Hierarchy of Needs Theory - Five types of needs: Physiological needs, Safety needs, Social (belongingness) needs, Esteem needs, Self-actualization needs
Job enlargement: job design change that expands an employee’s responsibilities by increasing the number and variety of tasks they entail
Job enrichment: change in job duties to increase employees’ authority, responsibility, and skills
Theory X: assumption that employees dislike work and will try to avoid it
Theory Y: assumption that employees enjoy work and seek social, esteem, and self-actualization fulfillment
Theory Z: assumption that employee involvement is key to productivity and quality of work life
HUMAN RESOURCE CONCERNS FOR THE 21ST CENTURY Four kinds of trends -- demographic, workforce, economic, and work/life events -- are shaping responsibilities and practices of human resource managers
Demographic Trends Percentage of older people in the workforce is growing - Soon, many employees will be juggling the responsibility of caring for aging parents -- sometimes along with child-care responsibilities - Disabled people are entering the workforce in increasing nu
Contingent workers: employees who work part-time, temporarily, only to fill specific contracts - Use of contingent workers is expected to grow
Economic Trends Globalization means managers and employees with international skills and experience will be needed - Human resource plans that address the needs of employees in more than one country will be needed - The growing discrepancy between earnings at the top an
Work/Life Trends Need to accommodate aging workers, single parents with children, and two-income families - Widespread casual dress - Some companies are making room for play
Maslow's revised hierarchy added 5) Cognitive: to know, to understand, and explore; 6) Aesthetic: symmetry, order, and beauty 7) Self-actualization: to find self-fulfillment and realize one's potential; and 8) Self-transcendence: to connect to something beyond the ego or to help others
Created by: tmackay1