management a practical introduction
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| 360-degree assessment | or 360-degree feedback appraisal i which employees are appraised not only by their mangerial superiors but also by peers, subordinates, and sometimes clients
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| affirmative action | focuses on achieving equality of opportunity within an organization
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| base pay | consits of the basic wage or salary paid employees in exchange for doing thier jobs
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| behavioral-description interview | the interviwer exploers what applicants have actually done in the past
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| behaviorally anchored rating scale (BARS) | which rates employee gradations in performance according to scales of specific behaviors
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| benefit | or fringe benefits, are additional nonmonetary forms of compensation
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| collective bargaining | consists of negotiations between management and employees about disputes over compensation, benefits, working conditions and job security
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| compensation | has three parts 1) wages or salaries 2) incentivies and 3) benefits
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| computer-assisted instruction (CAI) | which computers are used to provide addtional help or to reduce instructional time
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| development | refers to educating professionals and managers in the skills they need to do their jobs in the futrure
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| discrimination | occurs when people are hired or promoted-or denied hiring or promotion-for reason not relevant to the job.
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| employment tests | are legally considered to consits of any procedure used in the employement selection decision provess
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| Equal Employment Opportunity (EEO) Commission | whose job it is to enforce antidiscrimination and other employement-related laws
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| external recruiting | means attracting job applicats from outside the organization
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| Fair Labor Standards Act | of 1938 establshed minuimum living standards for workers engaged in interstate commerce, including provision of federal minimum wage
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| forced ranking performance review systems | all employees within a busness unit are ranked aganinst one another and grades are distributed along some sprt of bell curve
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| formal appraisals | are conducted at specific tim es throughout the year and are based on performance measures that have been established in advance
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| human resource (HR) management | Consists of he activities managers perform to plan for, attract, develop, and reatin an effective workforce
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| informal appraisals | are conducted on an unscheduled basis and consist of less rigorous ondications of employee performance
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| internal recruiting | means making people already employed by the organization aware of job openings.
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| job analysis | is to determine, by obervation and analysis, the basic elements of a job
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| job description | summarizes what the holder of the jo does and how and why he or she does it
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| job posting | placing information about job vacancies and qualifications on bulletin borads, in newsletters, and on the organization's intranet.
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| job specification | which describes the minimum qualifiactions a person must have to perform the job successfully
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| National Labor Relation Board | enforces procedures whereby employees may vote to have a union and for collective bargaining
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| objective appraisals | AKA results appraisals are based on facts and are
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| orientation | helping the newcomer fit smoothly into the job and the organization
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| performance appraisal | which consist of 1) assessing employee's performance and 2) providng him/her with feedback
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| performance management | the continous ccle of improving job performance through goal setting, feedback and coaching and rewards and postive reinforcement
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| realistic job preview | which gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired
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| recruiting | is the process of locating and attracting qualified application for jobs open in the organization
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| reliability | the degree to which a test measures the same thing consistently
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| selection process | the screening of job applicats to hire the best candidate
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| sexual harassment | consists of unwanted sexual attention that creates an adverse work environment
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| situational interview | the interviewer focuses on hypotetical situations
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| strategic human resource planning | Consists of developming a systematic, comprehensive strategy for (a) understanding curren t employee needs and (b) predicting futrure employee needs
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| structured interview | involves asking each applicant the same questions and comparing their responses to a standardized set of answers
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| subjective appraisals | which are based on a manager's perceptions of an employee's 1) traits or 2) behaviors
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| training | refers to educating technical and operationl employees in how to better do their current jobs
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| unstructured interview | involves asking probing questions to find out what the applicant is like
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| validity | the test measures what it purports to measre and is free of bias
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| human resource inventory | a report listing your organization's employees by name, education, traning, languages, and other important information
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| assessment center | which management candidates participate in activities for a few days while being assessed by evaluators
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