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Human Resources
for bus5000
| Term | Definition |
|---|---|
| organizations of all sizes have human resource departments and/or personnel to | meet ever changing employee and employment legal requirements, workforce effectiveness and competitive challenges. |
| original focus of HR around 1900 | clerical operations to manage payroll and employee records |
| Managers in all departments essentially deal with five elements: | planning, organizing, staffing, leading, and controlling. |
| Primary stakeholders are | those whose concerns the organization must address in order to ensure its own survival. |
| while not every organization needs or has the capacity to support a distinct HR department, all organizations need | individuals with HR expertise and time committed to meeting these needs |
| The Society for Human Resource Management (SHRM), the world’s largest professional organization, is dedicated to | the field of HR management |
| The 9 competency areas for HR professionals | HR knowledge Ethical practice Leadership and navigation Business acumen Consultation Critical evaluation Communication Global and cultural effectiveness Relationship management |
| main expertise of the HR department | Analysis and Design of Work HR Planning Recruiting Selection Training and Development Compensation and Benefits Performance Management Employee Relations Legal Compliance |
| Policies are | statements of expectations and aspirations, and are modified and influenced by daily practices |
| in HRM, planning includes | workforce planning and succession planning |
| HR knowledge | the understanding and application of principles, practices, and functions of effective HRM |
| ethical practice | the ability to integrate core values, integrity, and accountability through all practices |
| leadership navigation | The ability to direct and contribute to initiatives and processes within the organization |
| business acumen | the ability to understand and apply information to contribute to the org’s strategic plan |
| consultation | the ability to provide guidance to organizational stakeholders |
| critical evaluation | the ability to interpret information to make business decisions and recommendations |
| communication | the ability to effectively exchange information with stakeholders |
| global and cultural effectiveness | the ability to value and consider the perspectives and backgrounds of all parties |
| relationship management | the ability to manage interactions to provide service and support the organization |
| developing an approach to total compensation | Providing base wages/salary, incentive pay and benefits for employees in exchange for their work performed for the organization. |
| Job analysis takes place in the context of | understanding the needs within the broader context of the organization |
| The company’s current employees are one source of applicants also known as the | internal labor market |
| After word-of-mouth, job openings posted _____ is the second most common method of internal recruiting | electronically or on paper |
| Walk-in Applicants: | Sometimes applicants simply walk into an employer’s office or make inquiries via a firm’s website, send an e-mail, or use conventional mail. |
| recruitment | Attracts a pool of qualified candidates for a job |
| selection | Makes a hiring decision aimed at achieving the best fit between a person and a job |
| retention | A combination of practices that an employer uses to encourage employees to work for an org |
| In a ___________________ the outcome is a description of the position to be filled. This description directly impacts subsequent activities such as where to seek qualified candidates, the selection process and tools to be utilized, etc | job analysis |
| The first step in conducting a performance review is to | set standards and expectations. |
| Critical Incident Method involves | supervisors keeping a record of positive and negative examples of employee behavior compared with previously agreed on standards. |
| forced ranking | to apply a grading curve whereby a predetermined percentage of employees are placed in 3 or 5 performance categories. |
| Rater Error refers to | mistakes resulting from the design of the system and/or its implementation. |
| Rater Bias refers to | intended or unintended skewing of ratings by the rater. |
| Central Tendency: | The tendency to rate all employees average |
| Halo Effect refers to | a person’s high performance in one or a few areas having a disproportionally positive impact on their overall rating. |
| Recency Effect: | This occurs when recent events overshadow performance over the whole assessment period and in particular of the previous evaluation period. |
| Organizational Pressures: | Ratings influenced by factors such as senior leadership preferences/bias and the need to ‘defend’ recent hiring or promotion decisions. |
| Comparing/Contrasting: | Ratings influenced by the performance of others instead of being based on the standards and goals relevant to a particular individual. |
| Training and development contributes to achieving and maintaining a competitive advantage by improving employees’ | knowledge, skills, and abilities (KSAs). |
| ADDIE refers to a long-established model used for Instructional Design: | analyze, design, develop, implement, evaluate |
| A performance review has the following core components: | Establishing the standard of performance Assessing an employee’s actual performance Providing feedback about actual performance Identifying a course of action to address gaps and/or reinforcing existing strengths. |
| Compensation objectives typically relate to: | Attracting and recruiting quality employees Employee retention and satisfaction Encouraging and rewarding performance and contributions Meeting legal obligations |
| Employee compensation laws typically address: | Minimum wage Overtime Child Labor Benefits (Indirect compensation) Protected classes Job classifications |
| job ranking is very effective when | there are relatively few jobs to be evaluated (less than 30). |
| ranking | Jobs are compared to each other based on the overall worth of the job to the organization. |
| grading/classification | Jobs are classified into an existing grade/category structure or hierarchy. |
| point method | A set of compensable factors are identified, grouped and given point values to rate jobs |
| factor comparison | New jobs are evaluated in terms of financial value using information from benchmark jobs. |
| compensation plan | A ____________________ is designed to provide competitive and equitable compensation consistent with the strategic compensation objectives of the organization. |
| employee relations | _________________ refers to a broad range of interrelated workplace practices and a work environment that creates and maintains a positive employee-employer relationship |
| disciplinary actions typically result from one or more of the following situations; | performance issues; non-compliance with policies (r) |
| employee relations has both formal and informal aspects. often __- | the informal practices, like behavior and attitudes of supervisors and peers, have more impact than the formal aspects (r) |
| the main components of achieving good employer-employee relations include open and honest communications, __, and ___ | an ethical workplace, highly competitive pay plans and benefits (r) |
| total compensation refers to ____ | the sum of all direct financial earnings as well as those that have indirect financial benefit (w) |
| compensation management____ | should be viewed as a continuous process which starts with consideration of business strategy and includes compensation policies and job evaluation (r) |
| ranking is an effective job evaluation method when there is less than __ positions | 30 (w) |
| performance reviews are conducted _____ | to provide performance feedback to all employees, provide them with a formal opportunity to discuss their perspectives and career goals as well as provide a basis for making compensation decisions (r) |
| when assessing performance relative to standards ____ | it is important to obtain feedback from a variety of sources and include information about goals, behavior and quality of work, i.e. not only find out what was done but how it got done (w) |
| in the ADDIE process, E stands for Evaluate. The evaluate step______ | refrs to assessing the effectiveness of training programs as well as assessing how well the overall training and development system is working (r) |
| job openings posted electronically or on paper is the second most common method of internal recruiting, after____ | word of mouth (r) |
| the term "walk in applicants" refers to ___ | unsolicited inquiries about job opportunities (w) |
| the company's current employees are one source of applicants; they are referred to as being part of the ___ labor market | internal (r) |
| managers in all departments essentially deal with five elements: planning, organizing, ___, leading, and controlling | staffing (r) |
| in relation to HR management, ethics and compliance is best described as _____ | developing policies and procedures to ensure compliance with employment laws, rules, and regulations (r) |
| HR professionals must be able to _____ | understand and implement HR best practices aligned with practical realities and the changing needs of the organization (r) |
| HR policies typically exist in relation to ______ | compensation structure, recruiting and performance management (w) |
| constructive discharge is a ___ practice used by employers | illegal (w) |
| EEO laws typically include requirements for employers in relation to harassment such that ___ | they have a duty to maintain a workplace free of harassment on the basis of sex, race, religion, age, or disabilities (r) |
| protection of employee's privacy ____ | relates to searching and monitoring of employee files and emails and protecting access to private information by other employees (r) |
| at will employment refers to the right of an employer to ___ an employee without giving a reason and the right of an employee to ___when he or she chooses to do so | terminate; quit (r) |
| the three types of employee offenses are____ | minor, moderate, and serious (r) |
| common ways of positively impacting communications include ____ | open door policy, employee handbook, supervisor and employee communications and training and coaching, surveys and focus groups (r) |
| which of the following is not a way to build good employer-employee relations? | employee social events (w) |
| a primary goal of staffing an organization is both person____ fit and person _____ fit | job; organization (r) |
| a job analysis leads to the development of a ______ | position/job description (r) |
| work-flow analysis is the process of analyzing ___ in order to ____ | tasks; clearly understand the nature of a job and therefore complete a job analysis (r) |
| SHRM stands for | society of human resource management (r) |
| what ___ and ___do we need to implement a successful succession plan? | system; resources (w) |
| nine competency areas have been identified for HR professionals. these include: | relationship management (r) |
| hr management serve a strategic role in most organizations because___ | organizations are instituting HR practices aimed at gaining competitive advantage through their employees (r) |
Created by:
bitchalaureateofscience
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