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BusAd101 ch.8
Ball State Business
| Question | Answer |
|---|---|
| Human Resource Management | function of attracting, developing, and retaining employees who can perform necessary activities to accomplish organizational objectives. |
| Equal Employment Opportunity Commission | helps clarify ways in which employers must ensure that their employees will be hired and managed without discrimination. |
| Affirmative Action Program | increase job opportunities for women, minorities, people with disabilities, and other protected groups. |
| On-The-Job Training | prepares employees for job duties by allowing them to perform tasks under the guidance of experienced employees. |
| Management Development Program | provides training designed to improve the skills and broaden the knowledge of current or future managers and executives. |
| Performance Appraisals | evaluation of and feedback on an employee's job performance. (Take place several times a year, linked to organizational goals, based on objective criteria, as a two-way conversation) |
| 360-degree Performance Review | gathers feedback from a review panel of 8-12 people including coworkers, supervisors, team members, subordinates, and sometimes customers. |
| Compensation | amount employees are paid in money and benefits. |
| Wage | pay based on an hourly rate or the amount of work accomplished. |
| Salary | pay based on a periodic basis such as weekly or monthly. |
| Employee Benefits | compensation such as vacation, retirement, plans, profit-sharing, health insurance, gym membership, child and elder care, and tuition reimbursement. Paid entirely or in part by the company. |
| Compensation | amount employees are paid in money and benefits. |
| Wage | pay based on an hourly rate or the amount of work accomplished. |
| Salary | pay based on a periodic basis such as weekly or monthly. |
| Employee Benefits | compensation such as vacation, retirement, plans, profit-sharing, health insurance, gym membership, child and elder care, and tuition reimbursement. Paid entirely or in part by the company. |
| 401k | retirement plan, savings, pre-tax contribution. |
| Flexible Work Plan | adjust work hours according to need. |
| Flex Time | Set own time within certain limits. |
| Paid Time Off | (PTO - Nice for employees, expensive for employers) |
| Compressed Work Week | Longer hours, less days per week. |
| Job Sharing | 2 or more employees divide the tasks of one job. |
| Employee Separation | broad term covering the loss of an employee for any reason, voluntary or involuntary. |
| Downsizing | process of reducing the number of employees within a firm by eliminating jobs. |
| Outsourcing | transferring jobs from inside a firm to outside the firm. |
| Maslow's Hierarchy of Needs | theory of motivation proposed by Abraham Maslow (People have 5 levels of needs that they seek to satisfy: Physiological, Safety, Social, Self-esteem, and Self-actualization. |
| Expectancy Theory | the process people use to evaluate the likelihood that their efforts yield results they want. |
| Equity Theory | an individual's perception of fair and equitable treatment. |
| Herzberg's Two-Factor Model of Motivation | Hygiene Factors and Motivator Factors |
| Hygiene Factors | indirectly related to the task. Extrinsic Maintenance factors such as job environment, pay, job security, working conditions, status, interpersonal relations, technical supervision, and company policy. |
| Motivator Factors | directly related to the task. Intrinsic Factors such as job responsibility, achievement and recognition, and opportunity for growth. |
| Goal-setting Theory | people are motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement. |
| Management by Objectives | systematic approach that allows managers to focus on attainable goals and achieve the best results based on resources. |
| Job Enlargement | expands an employee's responsibility. |
| Job Enrichment | empowers an employee, allows them to make decisions within the firm and learn skills for career growth. |
| Job Rotation | Systematically moves employees from Job to Job. |
| Labor Union | group of workers who have banded together to achieve a common goals with wages, hours, and working conditions. |
| Theory X | employees dislike work and try to avoid it whenever possible, management must coerce them to do their jobs. |
| Theory Y | employees actually enjoy work and seek and accept higher responsibility. |
| Theory Z | worker involvement as the key to increased productivity for the company and improve their quality of work life for employees. |
| Collective Bargaining | process of negotiation between management and union representatives. |
| Grievance | a complaint |
| Mediation | the process of settling labor-management disputes through an impartial third party. |
| Arbitration | bringing in an outside arbitrator, who renders a legally binding decision. |
| Strike | walkout, temporary work stopping by workers until a dispute is settled or a contract signed. |
| Picket | workers march in public streets in a protest against employers. |
Created by:
aburris
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