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Human Resource MidT
| Term | Definition |
|---|---|
| Strategy Formation | The process by which a company decides how it will compete in the marketplace. |
| Strategy Implementation | The way the strategic plan gets carried out in activities of organizational members. |
| Organization Structure | A cross-sectional overview of the static relationships between individuals and units that create the outputs. |
| Work-Flow | Transformation process from Money, Material,and Man to the final product. |
| Work-Flow Design | The process of analyzing the tasks necessary for the production of a product or service. |
| Work-Flow Analysis | Analyzing tasks necessary for the production of a product or service. |
| Centralization | The degree to which decision-making authority resides at the top of the organizational chart. |
| Departmentalization | The degree to which work units are grouped based on functional similarity or similarity of work flow. |
| Functional Structure | Employs a functional departmentalization scheme with relatively high levels of centralization. |
| Divisional Structure | A divisional departmentalization scheme with relatively low levels of centralization. Units act like separate, self-sufficient, semi-autonomous organizations. |
| Job Analysis | The process of getting detailed information about jobs. |
| Job Evaluation | The process to see the relative importance of each job. Helps determine pay system. |
| Job Description | List of tasks, duties, and responsibilities that a job entails. (Observable actions) |
| Job Specification | List of the knowledge, skills, abilities, and other characteristics that an individual must have to perform the job. |
| Job Design | Defining the way work will be performed and the tasks required. |
| Mechanistic Approach | Structuring work to maximize efficiency. Doing the work in it its simplest form. |
| Motivational Approach | Structuring work by focusing on increasing the meaningfulness of jobs. |
| Biological Approach | Structuring work by minimizing physical strain and eliminating unsafe factors. |
| Forecasting | HR manager attempts to ascertain the supply and demand for various types of human resources to predict labor shortages and surpluses. |
| Leading Indicator | An objective measure that accurately predicts the future labor demand. |
| Transitional Matrices | Show the proportion of employees in different job categories at different times |
| Downsizing | The planned elimination of large numbers of personnel. |
| Outsourcing | An organization's use of an outside organization for a broad set of services. |
| Offshoring | A type of outsourcing where the jobs that move actually leave one country and go to another. |
| Recruitment | Identifying and attracting potential employees. |
| Employment-at-Will Policies | Either party in the employment relationship can terminate that relationship at any time, regardless of cause. |
| Due Process Policies | Lay out the steps an employee can take to appeal a termination decision. |
| Direct Applicants | People who apply for a vacancy without prompting from the organization. |
| Referrals | People who are prompted to apply by someone within the organization. |
| Reliability | The consistency of a performance measure; the degree to which a measure is free from random error. |
| Validity | Accuracy of the measurement for relevant aspects of job performance. |
| Criterion-Related Validity | Substantial correlation between test scores and job-performance scores. |
| Predictive Validation | Seeks to establish an empirical relationship between applicants' test scores and their eventual performance on the job. Long term |
| Concurrent Validation | Assesses the validity of a test by administering it to people already on the job and then correlating test scores with existing measures of each person's performance. Short term |
| Content Validation | Demonstrating that the items, questions, or problems posed by the test are a representative sample of the kinds of situations or problems that occur on the job. |
| Generalizability | The degree to which the validity of a selection method established in one context extends to other contexts. |
| Utility | The degree to which the information provided by selection methods enhances the effectiveness of selecting personnel. |
| Legality | Selection methods must conform to existing laws. |
| Cognitive Ability Tests | Differentiate individuals based on mental capacity. (Verbal, Quantitative, and Reasoning) |
| Verbal Comprehension | Ability to understand and use written and spoken language |
| Quantitative Ability | Speed and accuracy with which one can solve arithmetic problems. |
| Reasoning Ability | Capacity to invent solutions to many diverse problems. |
| High-Leverage Training | Training practice that links training to strategic business goals, has top management support, relies on an instructional design model, and is benchmarked to programs in other organizations. |
| Continuous Learning | A learning system that requires employees to understand the entire work system including the relationships among their jobs, their work units, and the company and then acquire new skills, apply them, and share what they have learned with other employees. |
| Training Design Process | Systematic approach for developing training programs. |
| Needs Assessment | Determine if training is necessary. (step 1) Involves organization, task, and person analysis. |
| Organizational Analysis | Determine the business appropriateness of training. (Look at business strategy, resources, and support) |
| Person Analysis | Determining whether employees need training and ready for training. |
| Task Analysis | Identifying the tasks, knowledge, skills, and behaviors that need to be emphasized in training. |
| Strategic Training and Development Initiatives | Learning-related actions that a company should take to help achieve its business strategy. |
| Self-Efficacy | The employee's belief that they can successfully learn the content of the training program. |
| Valance | Wether the employee finds value in the final goal. |
| Instrumentality | Whether the employee believes that reaching the first goal will affect the final goal. |
| Expectancy | Whether the employee sees the relationship between increased effort and the final goal. |
| Communities of Practice | Groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished. |
| Transfer of Training | The use of knowledge, skills, and behaviors learned in training on the job. |
| Learner Control | Trainees actively learn through self-pacing, exercises, exploring links to other materials, and conversations with other trainees and experts. |
| Repurposing | Directly translating instructor-led training online. |
| Cross-Training | Team members understand and practice each other's skills. |
| Coordination Training | Trains the team in how to share information and decisions. |
| Action Learning | Teams work on an actual business problem, commit to an action plan, and are accountable for carrying out the plan. |
| Cross-cultural Preparation | Educates employees and their families who are to be sent to a foreign country. |
| Repatriation | Prepares expatriates for return to the parent company and country from the foreign assignment. |
| Diversity Training | Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce. |
| Organizational Socialization | The process by which new employees are transformed into effective members of the company. (Anticipatory socialization, encounter, settling-in) |
Created by:
oboetwin
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