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human resource mngt
Mathis HR 12th vocab from book site
| Question | Answer |
|---|---|
| Core competency | A unique capability that creates high value and differentiates an organization from its competition. |
| HR generalist | A person who has responsibility for performing a variety of HR activities. |
| HR specialist | A person who has in-depth knowledge and expertise in a limited area of HR. |
| Human capital | The collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organizational workforce. |
| Human Resource (HR) management | Designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals. |
| Human resource management system (HRMS) | An integrated system providing information used by HR management in decision making. |
| In-shoring | Foreign businesses shifting activities to the United States. |
| Off-shoring | U.S. businesses contracting out activities to unaffiliated companies or their affiliates in another country. |
| Organizational culture | The shared values and beliefs in an organization and its workforce. |
| Outsourcing | Businesses contracting out activities to unaffiliated companies either at home or abroad. |
| Benchmarking | Comparing specific measures of performance against data on those measures in other organizations. |
| Culture | Societal forces affecting the values, beliefs, and actions of a distinct group of people. |
| Economic value added (EVA) | Net operating profit of a firm after the cost of capital is deducted. |
| Effectiveness | The extent to which goals have been met. |
| Efficiency | The degree to which operations are done in an economical manner. |
| Environmental scanning | Process of studying the environment of the organization to pinpoint opportunities and threats. |
| Forecasting | Using information from the past and the present to identify expected future conditions. |
| Global organization | Firm that has corporate units in a number of countries integrated to operate as one _organization worldwide. |
| HR audit | Formal research effort that evaluates the current state of HR management in an organization. |
| HR metrics | Specific measures tied to HR performance indicators. |
| Human resource planning | Process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives. |
| Importing and exporting | Buying and selling goods and services with organizations in other countries. |
| Multi-national enterprise (MNE) | Organization that has operating units located in foreign countries. |
| Productivity | Measure of the quantity and quality of work done, considering the cost of the resources used. |
| Return on investment (ROI) | Calculation showing the value of expenditures for HR activities. |
| Strategic HR management | Use of employees to gain or keep a competitive advantage. |
| Succession planning | Process of identifying a long-term plan for the orderly replacement of key employees. |
| Unit labor cost | Computed by dividing the average cost of workers by their average levels of output. |
| 4/5ths rule | Discrimination exists if the selection rate for a protected group is less than 80% (4/5ths) of the selection rate for the majority group or less than 80% of the majority group's representation in the relevant labor market. |
| Affirmative action | Employers are urged to hire groups of people based on their race, age, gender, or national origin to make up for historical discrimination. |
| Blind to differences | Differences among people should be ignored and everyone should be treated equally. |
| Bona fide occupational qualification (BFOQ) | Characteristic providing a legitimate reason why an employer can exclude persons on otherwise illegal bases of consideration. |
| Burden of proof | What individuals who file suit against employers must prove in order to establish that illegal discrimination has occurred. |
| Business necessity | Practice necessary for safe and efficient organizational operations. |
| Content validity | Validity measured by a logical, non-statistical method to identify the KSAs and other characteristics necessary to perform a job. |
| Criterion-related validity | Validity measured by a procedure that uses a test as the predictor of how well an individual will perform on the job. |
| Disabled person | Someone who has a physical or mental impairment that substantially limits life activities, who has a record of such an impairment, or who is regarded as having such an impairment. |
| Disparate impact | Occurs when members of a protected class are substantially underrepresented as a result of employment decisions that work to their disadvantage. |
| Disparate treatment | Occurs when members of a protected class are treated differently from others. |
| Employment "test" | Any employment factor used as the basis for making an employment-related decision. |
| Equal employment | Employment that is not affected by illegal discrimination. |
| Equal employment opportunity (EEO) | The concept that all individuals should have equal treatment in all employment-related actions. |
| Essential job functions | Fundamental job duties. |
| Mediation | Dispute resolution process in which a third party helps negotiators reach a settlement. |
| Pay equity | Similarity in pay for all jobs requiring comparable knowledge, skills, and abilities, even if actual job duties and market rates differ significantly. |
| Protected class | Individuals within a group identified for protection under equal employment laws and regulations. |
| Reasonable accommodation | A modification to a job or work environment that gives a qualified individual an equal employment opportunity to perform. |
| Reliability | Consistency with which a test measures an item. |
| Retaliation | Punitive actions taken by employers against individuals who exercise their legal rights. |
| Sexual harassment | Actions that are sexually directed, are unwanted, and subject the worker to adverse employment conditions or create a hostile work environment. |
| Undue hardship | Significant difficulty or expense imposed on an employer in making an accommodation for individuals with disabilities. |
| Validity | Extent to which a test actually measures what it says it measures. |
| Autonomy | Extent of individual freedom and discretion in the work and its scheduling. |
| Business process re-engineering (BPR) | Measures for improving such activities as product development, customer service, and service delivery. |
| Competencies | Individual capabilities that can be linked to enhanced performance by individuals or teams. |
| Compressed workweek | Schedule in which a full week's work is accomplished in fewer than five 8-hour days. |
| Duty | Work segment composed of several tasks that are performed by an individual. |
| Feedback | Amount of information employees receive about how well or how poorly they have performed. |
| Flextime | Scheduling arrangement in which employees work a set number of hours a day but vary starting and ending times. |
| Job | Grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee. |
| Job analysis | Systematic way of gathering and analyzing information about the content, context, and human requirements of jobs. |
| Job description | Identification of the tasks, duties, and responsibilities of a job. |
| Job design | Organizing tasks, duties, responsibilities, and other elements into a productive unit of work. |
| Job enlargement | Broadening the scope of a job by expanding the number of different tasks to be performed. |
| Job enrichment | Increasing the depth of a job by adding responsibility for planning, organizing, controlling, or evaluating the job. |
| Job rotation | Process of shifting a person from job to job. |
| Job sharing | Scheduling arrangement in which two employees perform the work of one full-time job. |
| Job specifications | The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily. |
| Marginal job functions | Duties that are part of a job but are incidental or ancillary to the purpose and nature of the job. |
| Performance standards | Define the expected levels of performance in key areas of the job description. |
| Person/job fit | Matching characteristics of people with characteristics of jobs. |
| Responsibilities | Obligations to perform certain tasks and duties. |
| Self-directed team | Organizational team composed of individuals who are assigned a cluster of tasks, duties, and responsibilities to be accomplished. |
| Skill variety | Extent to which the work requires several different activities for successful completion. |
| Special-purpose team | Organizational team formed to address specific problems, improve work processes, and enhance the overall quality of products and services. |
| Task | Distinct, identifiable work activity composed of motion. |
| Task identity | Extent to which the job includes a "whole" identifiable unit of work that is carried out from start to finish and that results in a visible outcome. |
| Task significance | Impact the job has on other people. |
| Virtual team | Organizational team composed of individuals who are separated geographically but linked by communications technology. |
| Work | Effort directed toward accomplishing results. |
| Workflow analysis | Study of the way work (outputs, activities, and inputs) moves through an organization |
| Attitude survey | A survey that focuses on employees' feelings and beliefs about their jobs and the organization. |
| Churn | Hiring new workers while laying off others. |
| Exit interview | An interview in which individuals are asked to give their reasons for leaving the organization. |
| Job satisfaction | A positive emotional state resulting from evaluating one's job experiences. |
| Motivation | The desire within a person causing that person to act. |
| Organizational commitment | The degree to which employees believe in and accept organizational goals and desire to remain with the organization. |
| Organizational culture | The shared values and beliefs in an organization and its workforce. |
| Psychological contract | The unwritten expectations employees and employers have about the nature of their work relationships. |
| Turnover | The process in which employees leave an organization and have to be replaced. |
| Affirmative action | Employers are urged to hire groups of people based on their race, age, gender, or national origin to make up for historical discrimination. |
| Affirmative action plan (AAP) | Formal document that an employer compiles annually for submission to enforcement agencies. |
| Availability analysis | Identifies the number of protected-class members available to work in the appropriate labor markets for given jobs. |
| Glass ceiling | Discriminatory practices that have prevented women and other protected-class members from advancing to executive-level jobs. |
| Hostile environment | Sexual harassment in which an individual's work performance or psychological well-being is unreasonably affected by intimidating or offensive working conditions. |
| Nepotism | Practice of allowing relatives to work for the same employer. |
| Phased retirement | Approach in which employees gradually reduce their workloads and pay levels. |
| Quid pro quo | Sexual harassment in which employment outcomes are linked to the individual granting sexual favors. |
| Reverse discrimination | When a person is denied an opportunity because of preferences given to protected-class individuals who may be less qualified. |
| Utilization analysis | Identifies the number of protected-class members employed in the organization and the types of jobs they hold. |
Created by:
romoore245
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