chapter 6
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| human resource management | the management function concerned with getting, training, motivating, and keeping competent employees
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| affirmative action programs | programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups
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| work councils | groups of nominated of elected employees who must be consulted when management makes decisions involving personnel
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| board representatives | employees who sit on a company's board of directors and represent the interest of employees
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| employment planning | the process by which managers ensure they have the right numbers and kinds of people in the right places at the right time
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| human resource inventory | a report listing important information about employees such as name, education, training, skills, languages spoken, and so forth
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| job analysis | an assessment that defines jobs and the behaviors necessary to perform them
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| job description | a written statement that describes a job
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| job specification | a written statement of the minimum qualifications that a person must possess to perform a given job successfully
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| recruitment | locating, identifying, and attracting capable applicants
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| selection process | screening job applicants to ensure that the most appropriate candiates are hired
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| reliability | the degree to which a selection device measures the same thing consistently
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| validity | the proven relationship between a selection device and some relevant criterion
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| performance-simulation tests | selection devices based on actual job behaviors
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| realistic job preview | a preview of a job that provides both positive and negative information about the job and the company
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| orientation | introducing a new employee to the job and the organization
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| employee training | a learning experience that seeks a relatively permanent change in employees by improving their ability to perform on the job
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| performance management system | a system that establishes performance standards that are used to evaluate employee performance
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| 360-degree appraisal | an appraisal device that seeks feedback from a variety of sources for the person being rated
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| discipline | actions taken by a manager to enforce an organization's standards and regulations
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| compensation administration | the process determination cost-effective pay structure that will attract and retain employees provide an incentive for them to work hard, and ensure that pay levels will be perrecived as fair
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| skill-based pay | a pay system that rewards employees for the employees for the job skills they demonstrate
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| variable pay | a pay system in which an individual's compensation is contingent in performance
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| employee benefits | nonfinancial rewards designed to enrich employees' lives
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| downsizing | the planned elimination of jobs in an organization
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| layoff-survivor sickness | a set of attitudes, perceptions, and behaviors of employees who survive layoffs
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| sexual harassment | any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work enviroment
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| workplace spirituality | a spiritual culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community
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Or sort by any of the columns using the down arrow next to any column heading.
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