Mathis HR 12th vocab from book site
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| Autonomy | Extent of individual freedom and discretion in the work and its scheduling.
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| Business process re-engineering (BPR) | Measures for improving such activities as product development, customer service, and service delivery.
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| Competencies | Individual capabilities that can be linked to enhanced performance by individuals or teams.
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| Compressed workweek | Schedule in which a full week's work is accomplished in fewer than five 8-hour days.
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| Duty | Work segment composed of several tasks that are performed by an individual.
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| Feedback | Amount of information employees receive about how well or how poorly they have performed.
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| Flextime | Scheduling arrangement in which employees work a set number of hours a day but vary starting and ending times.
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| Job | Grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee.
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| Job analysis | Systematic way of gathering and analyzing information about the content, context, and human requirements of jobs.
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| Job description | Identification of the tasks, duties, and responsibilities of a job.
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| Job design | Organizing tasks, duties, responsibilities, and other elements into a productive unit of work.
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| Job enlargement | Broadening the scope of a job by expanding the number of different tasks to be performed.
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| Job enrichment | Increasing the depth of a job by adding responsibility for planning, organizing, controlling, or evaluating the job.
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| Job rotation | Process of shifting a person from job to job.
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| Job sharing | Scheduling arrangement in which two employees perform the work of one full-time job.
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| Job specifications | The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily.
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| Marginal job functions | Duties that are part of a job but are incidental or ancillary to the purpose and nature of the job.
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| Performance standards | Define the expected levels of performance in key areas of the job description.
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| Person/job fit | Matching characteristics of people with characteristics of jobs.
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| Responsibilities | Obligations to perform certain tasks and duties.
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| Self-directed team | Organizational team composed of individuals who are assigned a cluster of tasks, duties, and responsibilities to be accomplished.
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| Skill variety | Extent to which the work requires several different activities for successful completion.
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| Special-purpose team | Organizational team formed to address specific problems, improve work processes, and enhance the overall quality of products and services.
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| Task | Distinct, identifiable work activity composed of motion.
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| Task identity | Extent to which the job includes a "whole" identifiable unit of work that is carried out from start to finish and that results in a visible outcome.
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| Task significance | Impact the job has on other people.
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| Virtual team | Organizational team composed of individuals who are separated geographically but linked by communications technology.
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| Work | Effort directed toward accomplishing results.
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| Workflow analysis | Study of the way work (outputs, activities, and inputs) moves through an organization.
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| Acceptance rate | Percent of applicants hired divided by total number of applicants offered jobs.
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| Applicant pool | All persons who are actually evaluated for selection.
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| Applicant population | A subset of the labor force population that is available for selection using a particular recruiting approach.
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| Flexible staffing | Use of workers who are not traditional employees.
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| Independent contractors | Workers who perform specific services on a contract basis.
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| Job posting | System in which the employer provides notices of job openings and employees respond by applying.
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| Labor force population | All individuals who are available for selection if all possible recruitment strategies are used.
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| Labor markets | External supply pool from which organizations attract employees.
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| Recruiting | Process of generating a pool of qualified applicants for organizational jobs.
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| Selection rate | Percentage hired from a given group of candidates.
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| Strategy | A general framework that provides guidance for actions.
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| Yield ratios | Comparisons of the number of applicants at one stage of the recruiting process with the number at the next stage
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| Behavioral interview | Interview in which applicants give specific examples of how they have performed a certain task or handled a problem in the past.
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| Cognitive ability tests | Tests that measure an individual's thinking, memory, reasoning, verbal, and mathematical abilities.
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| Concurrent validity | Measured when an employer tests current employees and correlates the scores with their performance ratings.
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| Correlation coefficient | Index number that gives the relationship between a predictor and a criterion variable.
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| Negligent hiring | Occurs when an employer fails to check an employee's background and the employee injures someone on the job.
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| Negligent retention | Occurs when an employer becomes aware that an employee may be unfit for work, but continues to employ the person, and the person injures someone.
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| Non-directive interview | Interview that uses questions developed from the answers to previous questions.
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| Panel interview | Interview in which several interviewers meet with candidate at the same time.
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| Person/organization fit | The congruence between individuals and organizational factors.
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| Physical ability tests | Test that measure an individual's abilities such as strength, endurance, and muscular movement.
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| Placement | Fitting a person to the right job.
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| Predictive validity | Measured when test results of applicants are compared with subsequent job performance.
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| Predictors | Measurable or visible indicators of a selection criterion.
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| Psychomotor tests | Tests that measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors.
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| Realistic job preview | Process through which a job applicant receives an accurate picture of a job.
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| Selection | Process of choosing individuals with qualifications needed to fill jobs in an organization.
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| Selection criterion | Characteristic that a person must possess to successfully perform work.
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| Situational interview | Structured interview that contains questions about how applicants might handle specific job situations.
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| Situational judgment tests | Tests that measure a person's judgment in work settings.
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| Stress interview | Interview designed to create anxiety and put pressure on applicants to see how they respond.
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| Structured interview | Interview that uses a set of standardized questions asked of all job applicants.
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| Team interview | Interview in which applicants are interviewed by the team members with whom they will work.
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| Work sample tests | Tests that require an applicant to perform a simulated task that is a specified part of the target job
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| Active practice | Performance of job-related tasks and duties by trainees during training.
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| Behavior modeling | Copying someone else's behavior.
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| Blended learning | Learning approach that combines short, fast-paced, interactive computer-based lessons and teleconferencing with traditional classroom instruction and simulation.
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| Cost-benefit analysis | Comparison of costs and benefits associated with training.
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| Cross training | Training people to do more than one job.
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| E-learning | Use of the Internet or an organizational intranet to conduct training on-line.
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| Immediate confirmation | Based on the idea that people learn best if reinforcement and feedback are given as soon as possible after training.
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| Informal training | Training that occurs through interactions and feedback among employees.
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| Knowledge management | The way an organization identifies and leverages knowledge in order to be competitive.
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| Massed practice | Practice performed all at once.
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| Orientation | Planned introduction of new employees to their jobs, co-workers, and the organization.
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| Performance consulting | Process in which a trainer and the organizational client work together to determine what needs to be done to improve organizational and individual results.
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| Reinforcement | Based on the idea that people tend to repeat responses that give them some type of positive reward and avoid actions associated with negative consequences.
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| Self-efficacy | Person's belief that he or she can learn the training program content.
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| Spaced practice | Practice performed in several sessions spaced over a period of hours or days.
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| Training | Process whereby people acquire capabilities to perform jobs.
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| Assessment centers | Collections of instruments and exercises designed to diagnose individuals' development needs.
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| Career | Series of work-related positions a person occupies throughout life.
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| Career paths | Represent employees' movements through opportunities over time.
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| Coaching | Training and feedback given to employees by immediate supervisors.
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| Development | Efforts to improve employees' abilities to handle a variety of assignments and to cultivate employees' capabilities beyond those required by the current job.
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| Dual-career ladder | System that allows a person to advance up either a management or a technical/professional ladder.
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| Individual-centered career planning | Career planning that focuses on an individual's responsibility for a career rather than on organizational needs.
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| Job rotation | Process of shifting a person from job to job.
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| Management mentoring | Relationship in which experienced managers aid individuals in the earlier stages of their careers.
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| Organization-centered career planning | Career planning that focuses on identifying career paths that provide for the logical progression of people between jobs in an organization.
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| Repatriation | Planning, training, and reassignment of global employees to their home countries.
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| Sabbatical | Time off the job to develop and rejuvenate oneself.
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| Succession planning | Process of identifying a long-term plan for the orderly replacement of key employees.
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| Talent management | Concerned with enhancing the attraction, development, and retention of key human resources
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| job | A is a grouping of tasks, duties, and responsibilities that constitutes the total work assignment for employees.
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| Outputs, activities, and inputs | included in a workflow analysis
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| Re-tool | Which of the three phases of business process reengineering includes looking at new technologies
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| It is used to communicate the valued behaviors throughout the organization | The competency-based approach to job analysis is used by organizations for which of the following reasons?
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| Results orientation | is an example of a behavioral competency.
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| managerial straitjacket | A common managerial anxiety about job analysis is
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| essential job functions | The Americans with Disabilities Act (ADA) calls the fundamental job duties of the position that an individual with a disability holds or desires
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| performance standards | if employees know what is expected and how performance is measured, they will have a better chance of performing satisfactorily
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| Determines qualifications and anticipates needs to fill vacancies | During recruitment the line manger typically handles which task
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| contingency firms | Executive search firms which charge a fee only after a candidate has been hired by the client company are called
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| yield ratios | Over time, employers can approximate the necessary size of the applicant pool by using
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| tasks, duties, and responsibilities performed | The essential functions and duties section of the job description should contain clear and precise statements on the
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| correlation coefficient | A is a number that ranges from -1.0 to +1.0 with higher scores suggesting stronger relationships between a predictor variable and a criterion variable.
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| work with top management to develop strategic training plans | Some organizations have created positions titled "Chief Learning Officer," whose primary function is to
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| a desire to learn | When they are ready to learn, people have the ability to learn, ----, and the belief that they can learn.
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| Adults have a need to be self-directed. | is an adult learning principle from Malcolm Knowles?
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