Help
Options
Question
Human Resource Management
click to flip
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't know
Question
Human Capital
Remaining cards (57)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
HRM Test #1
| Question | Answer |
|---|---|
| Human Resource Management | The policies, practices, and systems that influence employees' behavior, attitudes, and performance. |
| Human Capital | An organization's employees, described in terms of their training, experience, judgement, intelligence, relationships, and insight. |
| High Performance Work System | An organization in which technology, organizational structure, people, and processes all work together to give an organization an advantage in the competitive environment. |
| Job Analysis | The process of getting detailed information about jobs. |
| Job Design | The process of defining the way work will be performed and the tasks that a given job requires. |
| Recruitment | The process through which the organization seeks applicants for potential employment. |
| Selection | The process by which the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals. |
| Training | A planned effort to enable employees to learn job-related knowledge, skills, and behavior. |
| Development | The acquisition of knowledge, skills, and behaviors that improve an employee's ability to meet changes in job requirements and in customer demands. |
| Performance Management | The process of ensuring that employees' activities and outputs match the organization's goals. |
| Human Resource Planning | Identifying the numbers and types of employees the organization will require to meet its objectives. |
| Evidence based HR | Collecting the using data to show that human resource practices have a positive influence on the company's borrow line or key stakeholders. |
| Corporate Social Responsibility | A company's commitment to meeting the needs of its stakeholders |
| Stake holders | The parties with an interest in the company's success (typically, shareholders, the community, customers, and employees) |
| Ethics | The fundamental principles of right and wrong. |
| Learning organization | organization that supports lifelong learning by enabling all employees to acquire and share knowledge. |
| Continuous Learning | Each employee's and each group's ongoing efforts to gather information and apply the information to their decisions in a learning organization. |
| Transaction processing | Computation and calculations involved in reviewing and documenting HRM decisions and practices. |
| Decision Support Systems | Computer software systems designed to help managers solve problems by showing how results vary when the manager alters assumptions or data. |
| Expert Systems | Computer systems that support decision making by incorporating the decision rules used by people who are considered to have expertise in a certain area. |
| HR Dashboard | Display of series of HR measure, showing human resource goals and objectives and progress toward meeting them. |
| HRM Audit | Formal review of the outcomes of HRM function, based on identifying key HRM functions and measure of business performance. |
| Involuntary Turnover | Turnover initiated by an employer (often with employees who would prefer to stay) |
| Voluntary Turnover | Turnover initiated by employees (often when the organization would prefer to keep them). |
| Outcome Fairness | Judgement that the consequences given to employees are just. |
| Procedural Justice | A judgement that fair methods were used to determine the consequences an employee receives. |
| Interactional Justice | A judgement that the organization carried out its actions in a way that took the employee's feelings into account. |
| Hot-Stove Rule | Principle of discipline that says discipline should be like a hot stove, giving clear warning and following up with consistent, objective, immediate consequences. |
| Progressive Discipline | A formal discipline process in which the consequences become more serious if the employee repeats the offense. |
| Alternate Dispute Resolution | methods of solving a problem by bringing in an impartial outsider but not using the court system. |
| Open Door policy | Organization's policy of making managers available to hear complaints. |
| Peer Review | Process for resolving disputes by taking them to a panel composed of representatives from the organization at the same levels as the people in the dispute. |
| Mediation | Nonbinding process in which a neutral party from outside the organization hears the case and tries to help the people in conflict arrive at a settlement. |
| Arbitration | Binding process in which a professional arbitrator from outside the organization (usually a lawyer or judge) hears the case and resolves it by making a decision. |
| Employee Assistance Program | A referral service that employees can use to seek professional treatment for emotional problems or substance abuse. |
| Outplacement Counseling | A service in which professionals try to help dismissed employees manage the transition from one job to another |
| Job Withdrawal | A set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally. |
| Role | The set of behaviors that people expect of a person in a particular job |
| Role Ambiguity | Uncertainty about what the organization expects from the employee in terms of what to do or how to do it. |
| Role Conflict | An employee's recognition that demands of the job are incompatible or contradictory. |
| Role Overload | A state in which too many expectations or demands are placed on a person. |
| Job Involvement | The degree to which people identify themselves with their jobs |
| Organizational Commitment | Degree to which an employee identifies with the organization and is willing to put forth effort on its behalf. |
| Job Satisfaction | A pleasant feeling resulting from the perception that one's job fulfills or allows for fulfillment of one's important job values. |
| Role Analysis Technique | Process of formally identifying expectations associated with a role. |
| Equal Employment Opportunity | Condition in which all individuals have an equal chance for employment, regardless of their race, color, religion, sex, age, disability, or national origin. |
| Equal Employment Opportunity Commission (EEOC) | Agency of the Department of Justice charged with enforcing Title VII of the Civil Rights Act of 1964 and other anti-discrimination laws. |
| Affirmative Action | An organization's active effort to find opportunities to hire or promote people in a particular group. |
| Disability | Under the Americans with Disabilities Act, a physical or mental impairment that substantially limits one or more major life activities, a record of having such an impairment, or being regarded as having such an impairment. |
| EEO-1 Report | EEOC's Employer Information Report, which counts employees sorted by job category, sex, ethnicity, and race. |
| Uniform Guidelines on Employee Selection Procedures | Guidelines issued by the EEOC and other agencies to identify how an organization should develop and administer its system for selecting employees so as not to violate anti-discrimination laws. |
| Office of Federal Contract Compliance Procedures (OFCCP) | Agency responsible for enforcing the executive orders that cover companies doing business with the federal government. |
| Disparate Treatment | Differing treatment of individuals, where the differences are based on the individuals' race, color, religion, sex, national origin, age, or disability status. |
| Bona Fide Occupational Qualification (BFOQ) | A necessary (not merely preferred) qualification for performing a job. |
| Disparate Impact | A condition in which employment practices are seemingly neutral yet disproportionately exclude a protected group from employment opportunities. |
| 4/5 Rule | Rule that finds evidence of discrimination if any organization's hiring rate for a minority group is less than 4/5 the hiring rate for the majority group. |
| Reasonable Accommodation | An employer's obligation to do something to enable an otherwise qualified person to perform a job. |
| Sexual Harassment | Unwelcome sexual advances as defined by the EEOC. |
Created by:
kstocker3