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Chapter 6 words
| Term | Definition |
|---|---|
| Human Resources Management | The managing function concerned with getting, training, motivating, and keep competent employees |
| Affirmative Action Programs | Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups |
| Work Councils | Groups of nominated or elected employees who must be consulted when management makes decisions involving personnel |
| Board Representatives | Employees who sit on a company's board of directors and represent the interest of employees, |
| Employment Planning | The process by which managers ensure they have the right numbers and kinds of people in the right place at the right time |
| Human Resource Inventory | A report listing important information about employees such as name, education, training, skills, languages spoken, and so forth |
| Job Analysis | An assessment that defines jobs and the behaviors necessary to perform them |
| Job Description | A written Statement that describes a job |
| Job Specification | A written statement of the minimum qualifications that a person must posses to perform a given job successfully |
| Recruitment | Locating, identifying, and attracting capable applicants |
| Selection Processes | Screening job applicants to ensure that the most appropriate candidates are hired |
| Reliability | The degree to which a selection device measures the same thing consistently |
| Validity | The proven relationship between a selection device and some relevant criterion |
| Performance-Simulation Tests | Selection devices based on actual job behaviors |
| Realistic Jobs Preview | A preview of a job that provides both positive and negative information about the job and the company |
| Orientation | Introducing a new employee to the job and the organization |
| Employee Training | A learning experiencing that seeks a relatively permanent change in employees by improving their ability to perform on the job |
| Performance Management System | A system that establishes performances standards that are used to evacuate employee performance |
| 360 Degree Appraisal | An appraisal device that seeks feedback from a variety of sources for the person being rated |
| Discipline | Actions taken by a manager to enforce an organization's standards and regulations |
| Employee Counseling | A process designed to help employees overcome performance-related problems |
| Compensation Administrations | The process of determining a cost effect pay structure that will attract and retain employees, provide an incentive for them to work hard, and ensure that pay leaves will be perceived as fair |
| Variable Pay | A pay system in which an individual's compensation is contingent on performance |
| Downsizing | The planned elimination of jobs in an organization |
| Skill based pay | A pay system that rewards employees for the job skills they demonstrate |
| Employee Benefits | Nonfinancial rewards designed to enrich employee's lives |
| Layoff-Survivor sickness | A set of attitudes perceptions, and behaviors of employees who survive layoffs |
| Sexual Harassment | Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment |
| Work place spiritualty | A spiritual culture where organizational values promote a sense of purpose through meaningful work that takes pace in the context of community |
Created by:
marionflores
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