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human resource mngt

Mathis HR 12th vocab from book site

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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