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MOB Chapter 9 Vocab
| Question | Answer |
|---|---|
| Activities undertaken to attract, develop, and maintain an effective workforce within an organization. | Human-resource Management (HRM) |
| The economic value of the knowledge, experience, skills, and capabilities of employees. | Human Capital |
| A subfield of human-resource management that addresses the complexity that results from recruiting, selecting, developing, and maintaining a diverse workforce on a global scale. | International Human-resource Management (IHRM) |
| The hiring or promoting of applicants based on criteria that are not job relevant. | Discrimination |
| A policy that requires employers to take positive steps to guarantee equal employment opportunities for people within protected groups. | Affirmative Action |
| People who work for an organization, but not on a permanent or full-time basis, including temporary placements, contracted professionals, and leased employees. | Contingent Workers |
| People, mostly retirees, who bring needed expertise. | Contingent Professionals |
| Using computers and telecommunications equipment to perform work from home or another remote location. | Telecommuting |
| Intentionally reducing the company's workforce to the point where the number of employees is deemed to be right for the company's current situation. | Rightsizing |
| An employee selection approach in which the organization and the applicant attempt to match each other's needs, interests, and values. | Matching Model |
| The forecasting of human-resource needs and the projected matching of individuals with expected job vacancies. | Human-resource Planning |
| The activities or practices that define the desired characteristics of applicants for specific jobs. | Recruiting |
| The systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job. | Job Analysis |
| A concise summary of the specific tasks and responsibilities of a particular job. | Job Description |
| An outline of the knowledge, skills, education, and physical abilities needed to adequately perform a job. | Job Specification |
| A recruiting approach that gives applicants all pertinent and realistic information about the job and the organization. | Realistic Job Preview |
| The process of determining the skills, abilities, and other attributes a person needs to perform a particular job. | Selection |
| A device for collecting information about an applicant's education, previous job experience, and other background characteristics. | Application Form |
| A written or computer-based test designed to measure a particular attribute such as intelligence or aptitude. | Employment Test |
| A technique for selecting individuals with high managerial potential based on their performance on a series of simulated managerial tasks. | Assessment Center |
| A type of training in which an experienced employee "adopts" a new employee to teach him or her how to perform job duties. | On-the-job Training (OJT) |
| An in-house training and education facility that offers broad-based learning opportunities for employees. | Corporate University |
| When an experienced employee guides and supports a less-experienced employee. | Mentoring |
| A method of directing, instructing, and training a person with the goal of developing specific management skills. | Coaching |
| The process of observing and evaluating an employee's performance, recording the assessment, and providing feedback to the employee. | Performance Appraisal |
| A process that uses multiple raters, including self-rating, to appraise employee performance and guide development. | 360-degree Feedback |
| Placing an employee into a class or category based on one or a few traits or characteristics. | Stereo Typing |
| A type of rating error that occurs when an employee receives the same rating on all dimensions regardless of his or her performance on individual ones. | Halo Effect |
| A rating technique that relates an employee's performance to specific job-related incidents. | Behaviorally Anchored Rating Scale (BARS) |
| Monetary payments (wages, salaries) and nonmonetary goods and commodities (benefits, vacations) used to reward employees. | Compensation |
| The process of determining the value of jobs within an organization through an examination of job content. | Job Evaluation |
| Surveys that show what other organizations pay incumbents in jobs that match a sample of "key" jobs selected by the organization. | Wage and Salary Surveys |
| Incentive pay that ties at least part of compensation to employee effort and performance. | Pay for Performance |
| An interview conducted with departing employees to determine the reasons for their termination. | Exit Interview |
| All the ways in which employees differ. | Diversity |
| Creating a climate in which the potential advantages of diversity for organizational or group performance are maximized while the potential disadvantages are minimized. | Managing Diversity |
| The tendency to view people who are different as being deficient. | Prejudice |
| When someone acts out their prejudicial attitudes toward people who are the targets of their prejudice. | Discrimination |
| Associating a rigid, exaggerated, and irrational belief with a particular group of people. | Stereotyping |
| A psychological experience of a person who, usually engaged in a task, is aware of a stereotype about his or her identify group that suggests he or she will not perform well on that task. | Stereotype Threat |
| The belief that one's own group or subculture is inherently superior to other groups or cultures. | Ethnocentrism |
| Invisible barrier that separates women and minorities from top management positions. | Glass Ceiling |
| Higher-ranking organizational member who is committed to providing upward mobility and support to a protege's professional career. | Mentor |
Created by:
abbyjp
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