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HRM Exam 1
| Term | Definition |
|---|---|
| Organization | People with formally assigned roles who work together to achieve the organization’s goals. |
| Manager | The person responsible for accomplishing the organization’s goals, and who does so by managing (planning, organizing, staffing, leading and controlling) the efforts of the organization’s people. |
| Management Process | The five basic functions of planning, organizing, staffing, leading, and, controlling. |
| Human Resource Management | The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety and fairness concerns. |
| Line Authority | The authority exerted by an HR Manager by directing the activities of the people in his or her own department and in service areas (like the plant cafeteria). |
| Staff Authority | Staff authority gives the manager the right (authority) to advise other managers or employees. |
| Line Manager | A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization’s tasks. |
| Staff Manager | A manager who assists and advises line managers. |
| Functional Authority | The authority exerted by an HR Manager as coordinator of personnel activities. |
| Globalization | The tendency of firms to extend their sales, ownership, and/or manufacturing to new markets abroad. |
| Human Capital | The knowledge, education, training, skills, and expertise of a firm’s workers. |
| Title 7 of the 1964 Civil Rights Act | The section of the act that says an employer cannot discriminate on the basis of race, color, religion, sex, or national origin with respect to employment. |
| Authority | The right to make decisions, direct others’ work and give orders. |
| Talent Management | The goal-oriented and integrated process of planning, recruiting, developing, managing and compensating employees. |
| Equal Employment Opportunity Commission (EEOC) | The commission, created by Title 7, is empowered to investigate job discrimination complaints and sue on behalf of complaints. |
| Adverse impact | The overall impact of employers practices that result in significantly higher percentages of members of minorities and other protected groups being rejected for employments, placement, or promotion. |
| Federal Violence Against Women Act of 1994 | The act that provides that a person who commits a crime of violence motivated by gender shall be liable to the party injured. |
| Affirmative Action | Steps that are taken for the purpose of eliminating the present effects of past discrimination. |
| Office of Federal Contract Compliance Programs (OFCCP) | Office is responsible for implementing the executive orders and ensuring compliance of federal contractors. |
| Equal Pay Act of 1963 | The act requiring equal pay for equal work, regardless of sex. |
| Age Discrimination in Employment Act of 1967 (ADEA) | The act prohibiting arbitrary age discrimination and specifically protecting individuals over the age of 40. |
| Vocational Rehabilitation Act of 1973 | The act requiring certain federal contractors to take affirmative action for disabled persons. |
| Pregnancy Discrimination Act | An amendment to Title 7 of the Civil Rights Act that prohibits sex discrimination based on “pregnancy, childbirth, or related medical conditions.” |
| Uniform Guidelines | Guidelines issued by federal agencies charged with ensuring compliance with equal employment federal legislation explaining recommended employer procedures in detail. |
| Protected Class | Persons such as minorities and women protected by equal opportunity laws, including Title 7. |
| Civil Rights Act of 1991 (CRA 1991) | The act that places the burden of proof back on employers and permits compensatory and punitive damages. |
| “mixed motive” case | A discrimination allegation case in which the employer argues that the employment action taken was motivated not by discrimination, but by some nondiscriminatory reason such as ineffective performance. |
| Americans with Disabilities Act (ADA) | The act requiring employers to make reasonable accommodations for disabled employees; it prohibits discrimination against disabled persons. |
| Qualified individual | Under ADA, those who can carry out the essential functions of the job. |
| Sexual Harassment | On the basis of sex that has the purpose or effect of substantially interfering with a person’s work performance or creating an intimidating, hostile, or offensive work environment. |
| Trend analysis | Study of a firm’s past employment needs over a period of years to predict future needs. |
| Application Form | The form that provides information on education, prior work record, and skills. |
| Disparate Rejection Rates | A test for adverse impact in which it can be demonstrated that there is a discrepancy between rates of rejection of members of a protected group and of others. |
| 4/5ths Rule | Federal agency rule that a minority selection rate less than 80% (4/5) of that for the group with the highest rate is evidence of adverse impact. |
| Restricted Policy | Another test for adverse impact, involving demonstration that an employer’s hiring practices exclude a protected group, whether intentionally or not. |
| Bona Fide Occupational Qualification (BFOQ) | Requirement that an employee be of a certain religion, sex, or national origin where that is reasonably necessary to the organization’s normal operation. Specified by the 1964 Civil Rights Act. |
| Alternative Dispute Resolution program (ADR) | Grievance procedure that provides for binding arbitration as the last step. |
| Diversity | The variety or multiplicity of demographic features that characterize a company’s workforce, particularly in terms of race, sec, culture, national origin, handicap, age, and religion. |
| Discrimination | Taking specific actions toward or against the person based on the person’s group. |
| Gender-role stereotypes | The tendency to associate women with certain (frequently nonmanagerial) jobs. |
| Managing diversity | Maximizing diversity’s potential benefits while minimizing its potential barriers. |
| Good faith effort strategy | An affirmative action strategy that emphasizes identifying and eliminating the obstacles to hiring and promoting women and minorities, and increasing the minority or female applicant flow. |
| Reverse discrimination | Claim that due to affirmative action quota systems, white males are discriminated against. |
| Strategic Plan | The company’s plan for how it will match internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage. |
| Strategy | A course of action the company can pursue to achieve its strategic aims. |
| Strategic Management | The process of identifying and executing the organization’s strategic plan, by matching the company’s capabilities with the demands of its environment. |
| Vision Statement | A general statement of the firm’s intended direction that shows, in broad terms, “what we want to become.” |
| Mission Statement | Summarizes the answer to the question, “What business are we in?” |
| Corporate-level Strategy | Type of strategy that identifies the portfolio of businesses that, in total, comprise the company and the ways in which these businesses relate to each other. |
| Competitive Strategy | A strategy that identifies how to build and strengthen the business’s long-term competitive position in the marketplace. |
| Competitive Advantage | Any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share. |
| Functional Strategy | Strategy that identifies the broad activities that each department will pursue in order to help the business accomplish its competitive goals. |
| Strategic Human Resource Management | Formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims. |
| Strategy Map | A strategic planning tool that shows the “big picture” of how each department’s performance contributes to achieving the company’s overall strategic goals. |
| HR Scorecard | A process for assigning financial and nonfinancial goals or metrics to the human resource management-related chain of activities required for achieving the company’s strategic aims and for monitoring results. |
| Digital Dashboard | Presents the manager with desktop graphs and charts, and so a computerized picture of where the company stand on all those metrics from the HR Scorecard process. |
| Strategy-based Metrics | Metrics that specifically focus on measuring the activities that contribute to achieving a company’s strategic aims. |
| HR Audit | An analysis by which an organization measures where it currently stands and determines what it has to accomplish to improve its HR function. |
| High-performance Work System | A set of human resource management policies and practices that promote organizational effectiveness. |
| Human Resource Metric | The quantitative gauge of human resource management activity such as employee turnover, hours of training per employee, or qualified applicants per position. |
| Talent Management | The goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. |
| Applicant Tracking Systems | Online systems that help employers attract, gather, screen, compile, and manage applicants. |
| College Recruiting | Sending an employer’s representatives to college campuses to prescreen applicants and create an applicant pool from the graduating class. |
| Job Analysis | The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. |
| Job Description | A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis. |
| Job Specification | A list of a job’s “human requirements,” that is, the requisite education, skills, personality, and so on—another product of a job analysis. |
| Organization Chart | A chart that shows the organization-wide distribution of work, with title of each position and interconnecting lines that show who reports to and communicates with whom. |
| Process Chart | A workflow chart that shows the flow of inputs to and outputs from a particular job. |
| Workflow Analysis | A detailed study of the flow of work from job to job in a work process. |
| Business Process Reengineering | Redesigning business processes, usually by combining steps, so that small multifunction process teams using information technology do the jobs formerly done by a sequence of departments. |
| Job Enlargement | Assigning workers additional same-level activities. |
| Job Rotation | Systematically moving workers from one job to another. |
| Job Enrichment | Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition. |
| Diary/Log | Daily listings made by workers of every activity in which they engage along with the time each activity takes. |
| Position Analysis Questionnaire (PAQ) | A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs. |
| Standard Occupational Classification (SOC) | Classifies all workers into one of 23 major groups of jobs that are subdivided into minor groups of jobs and detailed occupations. |
| Competency-based Job Analysis | Describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit to do the job well. |
| Workforce Planning | The process of deciding what positions the firm will have to fill, and how to fill them. |
| Ratio analysis | A forecasting technique for determining future staff needs by using ratios between, for example, sales volume and number of employees needed. |
| Scatter Plot | A graphical method used to help identify the relationship between two variables. |
| Qualifications (or skills) Inventories | Manual or computerized record listing employees’ education, career and development interests, languages, special skills, and so on, to be used in selecting inside candidates for promotion. |
| Personnel Replacement Charts | Company records showing present performance and promote-ability of inside candidates for the most important positions. |
| Position Replacement Card | A card prepared for each position in a company to show possible replacement candidates and their qualifications. |
| Recruiting Yield Pyramid | The historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted. |
| Employee Recruiting | Finding and/or attracting applicants for the employer’s open positions. |
| On-Demand Recruiting Services | Services that provide short term specialized recruiting to support specific projects without the expense of retaining traditional search firms. |
| Job Posting | Publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate. |
| Succession Planning | The ongoing process of systematically identifying, assessing and developing organizational leadership to enhance performance. |
| Alternative Staffing | The use of nontraditional recruitment sources. |
| Globalization | The process of international integration arising from the interchange of world views, products, ideas and other aspects of culture. |
| Human Capital | The stock of knowledge, habits, social and personality attributes, including creativity, embodied in the ability to perform labor so as to produce economic value. |
| Contingent Personnel | A provisional group of workers who work for an organization on a non-permanent basis, also known as freelancers, independent professionals, temporary contract workers, independent contractors or consultants. |
| Prima facie case | (i) The plaintiff is a member of a protected class. (ii) The plaintiff applied and was qualified for the job. (iii) The application was rejected. (iv) The position remained open after the rejection. |
| Griggs vs. Duke | The Supreme Court ruled that the company's employment requirements did not pertain to applicants' ability to perform the job, and so was discriminating against Black employees. |
| Reasonable accommodation | n adjustment made in a system to accommodate or make fair the same system for an individual based on a proven need. |
| GINA | Act of Congress in the United States designed to prohibit the use of genetic information in health insurance and employment |
| Sarbanes-Oxley Act | United States federal law that set new or enhanced standards for all U.S. public company boards, management and public accounting firms |
| Restricted policy | Another test for adverse impact, involving demonstration that an employer’s hiring practices exclude a protected group, whether intentionally or not. |
| Hostile work environment | Exists when an employee experiences workplace harassment and fears going to work because of the offensive, intimidating, or oppressive atmosphere generated by the harasser. |
| Tokenism | The practice of making only a perfunctory or symbolic effort to do a particular thing, especially by recruiting a small number of people from underrepresented groups in order to give the appearance of sexual or racial equality within a workforce. |
| Stereotypes | A widely held but fixed and oversimplified image or idea of a particular type of person or thing. |
| Ethnocentric | Evaluating other peoples and cultures according to the standards of one's own culture. |
| McDonnell-Douglas test | (1973), was an early substantive ruling by the United States Supreme Court regarding the burdens and nature of proof in proving a Title VII case and the order in which plaintiffs and defendants present proof. |
| Quid pro Quo | Means an exchange of goods or services, where one transfer is contingent upon the other |
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