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human resource mng 2

Mathis HR 12th vocab from book site

QuestionAnswer
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.
Acceptance rate Percent of applicants hired divided by total number of applicants offered jobs.
Applicant pool All persons who are actually evaluated for selection.
Applicant population A subset of the labor force population that is available for selection using a particular recruiting approach.
Flexible staffing Use of workers who are not traditional employees.
Independent contractors Workers who perform specific services on a contract basis.
Job posting System in which the employer provides notices of job openings and employees respond by applying.
Labor force population All individuals who are available for selection if all possible recruitment strategies are used.
Labor markets External supply pool from which organizations attract employees.
Recruiting Process of generating a pool of qualified applicants for organizational jobs.
Selection rate Percentage hired from a given group of candidates.
Strategy A general framework that provides guidance for actions.
Yield ratios Comparisons of the number of applicants at one stage of the recruiting process with the number at the next stage
Behavioral interview Interview in which applicants give specific examples of how they have performed a certain task or handled a problem in the past.
Cognitive ability tests Tests that measure an individual's thinking, memory, reasoning, verbal, and mathematical abilities.
Concurrent validity Measured when an employer tests current employees and correlates the scores with their performance ratings.
Correlation coefficient Index number that gives the relationship between a predictor and a criterion variable.
Negligent hiring Occurs when an employer fails to check an employee's background and the employee injures someone on the job.
Negligent retention Occurs when an employer becomes aware that an employee may be unfit for work, but continues to employ the person, and the person injures someone.
Non-directive interview Interview that uses questions developed from the answers to previous questions.
Panel interview Interview in which several interviewers meet with candidate at the same time.
Person/organization fit The congruence between individuals and organizational factors.
Physical ability tests Test that measure an individual's abilities such as strength, endurance, and muscular movement.
Placement Fitting a person to the right job.
Predictive validity Measured when test results of applicants are compared with subsequent job performance.
Predictors Measurable or visible indicators of a selection criterion.
Psychomotor tests Tests that measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors.
Realistic job preview Process through which a job applicant receives an accurate picture of a job.
Selection Process of choosing individuals with qualifications needed to fill jobs in an organization.
Selection criterion Characteristic that a person must possess to successfully perform work.
Situational interview Structured interview that contains questions about how applicants might handle specific job situations.
Situational judgment tests Tests that measure a person's judgment in work settings.
Stress interview Interview designed to create anxiety and put pressure on applicants to see how they respond.
Structured interview Interview that uses a set of standardized questions asked of all job applicants.
Team interview Interview in which applicants are interviewed by the team members with whom they will work.
Work sample tests Tests that require an applicant to perform a simulated task that is a specified part of the target job
Active practice Performance of job-related tasks and duties by trainees during training.
Behavior modeling Copying someone else's behavior.
Blended learning Learning approach that combines short, fast-paced, interactive computer-based lessons and teleconferencing with traditional classroom instruction and simulation.
Cost-benefit analysis Comparison of costs and benefits associated with training.
Cross training Training people to do more than one job.
E-learning Use of the Internet or an organizational intranet to conduct training on-line.
Immediate confirmation Based on the idea that people learn best if reinforcement and feedback are given as soon as possible after training.
Informal training Training that occurs through interactions and feedback among employees.
Knowledge management The way an organization identifies and leverages knowledge in order to be competitive.
Massed practice Practice performed all at once.
Orientation Planned introduction of new employees to their jobs, co-workers, and the organization.
Performance consulting Process in which a trainer and the organizational client work together to determine what needs to be done to improve organizational and individual results.
Reinforcement Based on the idea that people tend to repeat responses that give them some type of positive reward and avoid actions associated with negative consequences.
Self-efficacy Person's belief that he or she can learn the training program content.
Spaced practice Practice performed in several sessions spaced over a period of hours or days.
Training Process whereby people acquire capabilities to perform jobs.
Assessment centers Collections of instruments and exercises designed to diagnose individuals' development needs.
Career Series of work-related positions a person occupies throughout life.
Career paths Represent employees' movements through opportunities over time.
Coaching Training and feedback given to employees by immediate supervisors.
Development Efforts to improve employees' abilities to handle a variety of assignments and to cultivate employees' capabilities beyond those required by the current job.
Dual-career ladder System that allows a person to advance up either a management or a technical/professional ladder.
Individual-centered career planning Career planning that focuses on an individual's responsibility for a career rather than on organizational needs.
Job rotation Process of shifting a person from job to job.
Management mentoring Relationship in which experienced managers aid individuals in the earlier stages of their careers.
Organization-centered career planning Career planning that focuses on identifying career paths that provide for the logical progression of people between jobs in an organization.
Repatriation Planning, training, and reassignment of global employees to their home countries.
Sabbatical Time off the job to develop and rejuvenate oneself.
Succession planning Process of identifying a long-term plan for the orderly replacement of key employees.
Talent management Concerned with enhancing the attraction, development, and retention of key human resources
job A is a grouping of tasks, duties, and responsibilities that constitutes the total work assignment for employees.
Outputs, activities, and inputs included in a workflow analysis
Re-tool Which of the three phases of business process reengineering includes looking at new technologies
It is used to communicate the valued behaviors throughout the organization The competency-based approach to job analysis is used by organizations for which of the following reasons?
Results orientation is an example of a behavioral competency.
managerial straitjacket A common managerial anxiety about job analysis is
essential job functions The Americans with Disabilities Act (ADA) calls the fundamental job duties of the position that an individual with a disability holds or desires
performance standards if employees know what is expected and how performance is measured, they will have a better chance of performing satisfactorily
Determines qualifications and anticipates needs to fill vacancies During recruitment the line manger typically handles which task
contingency firms Executive search firms which charge a fee only after a candidate has been hired by the client company are called
yield ratios Over time, employers can approximate the necessary size of the applicant pool by using
tasks, duties, and responsibilities performed The essential functions and duties section of the job description should contain clear and precise statements on the
correlation coefficient A is a number that ranges from -1.0 to +1.0 with higher scores suggesting stronger relationships between a predictor variable and a criterion variable.
work with top management to develop strategic training plans Some organizations have created positions titled "Chief Learning Officer," whose primary function is to
a desire to learn When they are ready to learn, people have the ability to learn, ----, and the belief that they can learn.
Adults have a need to be self-directed. is an adult learning principle from Malcolm Knowles?
Created by: romoore245
 

 



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