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HR (RIB)
Human Resources and Intro to stats
| Question | Answer |
|---|---|
| Motivation theory: McClelland's theory of learned needs | The need for achievement, power and affiliation |
| Tools for selection the right employee | Letter of recommendation Application forms Hand writing analysis Personality tests Ability tests Drug test Background test (Police record) |
| The three steps during a performance appraisal | Identification (Type of work, tasks, duties) Measurement (Judgment based on a rating scale) Management (Coaching towards a higher level of performance) |
| Motivation theory: Vroom's Expectancy Model | Effort leads to performance Performance leads to an outcome Outcome leads to personal goals |
| Explain the gaps in the gap model | Gap 1: The knowledge gap Gap 2: The policy gap Gap 3: The delivery gap Gap 4: The communication gap Gap 5: The customer gap |
| Motivation theory: Locke's goal setting theory | Set clear goals Set challenging goals Set achievable goals |
| Motivation theory: Maslow's hierachy of needs | Physiological Security Affiliation Esteem Self-Actualization |
| The differences between goods and services | Heterogeneity Intangibility Perishability (Simultaneous consumption and production) Perishability |
| The basic models for compensation | Distributive justice model (internal) Labor market model (External) |
| Motivation theory: Adam's Equity Theory | Fairness affect work attitude and behavior. Good input leads to good output |
| The service recovery definition | The actions taken by management in response to the service failure |
| Needs and expectations of work (from employee's perspective) | Extrinsic (Tangible benefits) Intrinsic (Psychological rewards) Social (Being with other people) |
| Sources of recruiting | Referalls from former and current employees Advertisement Employment agencies College recruiting |
| The five dimensions of service quality | Reliability Assurance Tangibles Empathy Responsiveness |
| On what premises can you dismiss an employee? | Mutual agreements Unilateral (from one side) Ordinary (result of incapability) Rescindment of contract |
| Performance appraisal process | Plan - Develop - Perform - Assess - Review |
| Measurement tools in the performance appraisal | Relative judgment Absolue judgment |
| Challenges for an effective performance appraisal | Rater errors and bias: Restriction effect Halo effect Range effect |
| Elements of a base compensation system | Base compensation Pay incentives Benefits |
| Explain the steps in the fish trap model | Defining the problem - Forming an image - Forming an opinion - Making a decision |
| The marketing mix (extended) | People Promotion Place Price People Physical evidence Process |
| Basic motivation process | Direction of behavior Intensity of behavior Persistence |
| For which purposes do we use perfomance appraisals? | Administrative purposes (basis for promotion, termination etc) Development purposes (Feedback, training etc) |
| Steps to follow during complaint handling | Let guest blow out steam Show understanding Reflection of feelings Paraphrasing Use of silence Find the practical aspect of complaint |
| Sources for recruiting | Non-traditional External vs internal candidates Recruiting protected classes (women, minorities) |
| 3 basis components of the job analysis | Task Duties Responsibilities |
| Types of contracts for an employee | Limited Unlimited On-call Temp. agencies Free lancer Apprentice |
| Motivation theory: Hackman & Oldham | Skills variety Task identity Task significance Autonomy Feedback |
| Steps in the career development | Mentoring - Coaching - Job rotation - Tuition |
| Methods for getting the information in the job analysis | Interviews Diaries Questionaires Observation |
| Elements in a job description | Identification (Job title, location) Job specification (Duties) Job summary (skills, abilities) |
| 360 degrees feedback concerns | Self Peers Managers Subordinates Customers |
| What is job enlargement? | Horizontal expansion of a job to provide variety for the individual |
| Disadvantages of job simplification | Monotonous tasks, boring and repetitive leading to: Absenteeism Higher turnover Carelessness Sabotage |
| What is job simplification? | Breaking down a job in to simpler constituent elements |
| The steps in the hiring process | Recruiting Selection Socialization |
| The discipline process | Identify that work is not done properly Performance plan Oral disciplin Written disciplin Termination |
| The motivation formula | Perfomance = Ability x Motivation |
| Motivation theory: The Herzberg two factor theory | Hygiene factors (Avoids dissatisfaction) Motivation factors (Could lead to satisfaction) |
| Motivation theory: Alderfer's ERG Theory | Existence needs Relatedness Growth |
| Service failure definition | When service performance falls below guest expectation and leads to dissatisfaction |
| The satisfaction mirror | The reflection of employees actions and the satisfaction of the customers |
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