Stack #68089
Quiz yourself by thinking what should be in
each of the black spaces below before clicking
on it to display the answer.
Help!
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| show | downsize people
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| show | occurs when something new kills something older. A great example of this is personal computers. The industry, led by Microsoft and Intel, destroyed many mainframe computer companies, but in doing so, entrepreneurs created PCs'.
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| show | Schumpeter
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| how will creative destruction impact the way companies strategically plan for future human resource activities? | show 🗑
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| human resource planning | show 🗑
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| show | using statistical models to predict labor demand for next year using leading indicators and subjective judgments
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| show | objective measures that accurately predict future labor demand
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| 2 ways to manage a surplus | show 🗑
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| show | planned elimination of large numbers of personnel with the goal of enhancing the organization's competitiveness
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| early retirement programs | show 🗑
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| 2 ways to manage a shortage | show 🗑
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| show | any activity carried on by the organization with the primary purpose of identifying and attracting potential employees
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| show | 1) personnel policies 2) recruitment sources 3) characteristics of the recruiter
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| show | 1) recruiting from wtihin or outside the company 2) pay strategies 3) employment at will vs due-process policies 4) image advertising
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| In 2004, the EEOC redefined the term ____________ as it pertains to internet recruiting. | show 🗑
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| show | 1) the employee has acted to fill a particular position 2) the individual has followed the employer's standard procedures for submitting applications 3) the individual has indicated an interest in the particular position
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| factors the influence applicants' impressions (3 things) | show 🗑
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| show | process through which organizations make decisions abotu who will or will not be allowed to join the organization
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| show | 1) Screening applicants and resumes 2) Testing and reviewing work samples 3) Interviewing candidates 4) Checking references and background 5) Making a selection
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| 5 criteria for evaluating selection methods | show 🗑
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| content-related validity | show 🗑
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| show | a measure of validity based on showing a substantial correlation between test scores and job performance
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| 2 approaches to criterion-related validity | show 🗑
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| predictive validation | show 🗑
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| show | administers a test to people who currently hold a job, then compares their scores to existing measures of job performance
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| show | selection test that has disparate impact must be a valid predictor of job performance. race norming is illegal.
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| show | gathering information on protected status, even indirectly
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| ADA requires employers to | show 🗑
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| show | 1) Contact info 2) work experience 3) educational background 4) Applicant's signature
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| Resumes are most valid when | show 🗑
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| _________ helps manage resumes. | show 🗑
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| show | may be held liable for defamation, invasion of privacy or retaliation for statements made about former employees
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| risks of negligent hiring | show 🗑
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| risks of negligent referrals | show 🗑
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| show | edgewater technology
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| show | aptitude, achievement, physical ability, cognitive ability, job performance w/work samples, personality inventories, honesty tests, drug tests, medical examinations
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| aptitude test | show 🗑
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| show | test that measures a person's existing knowledge and skills
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| physical ability test | show 🗑
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| show | test designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability
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| job performance and work samples | show 🗑
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| personality inventories | show 🗑
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| nondirective interview | show 🗑
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| show | consists of a predetermined set of questions for the interviewer to ask
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| show | the interviewer describes a situation likely to arise on the job, then asks the candidate what he would do
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| behavior description interview | show 🗑
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| advantage of interviewing | show 🗑
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| interviews are most valid when | show 🗑
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| show | 1) can be unreliable 2) low on validity 3) costly 4) subjective/biased
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| show | establishing a minimum score for each employment test thereby gradually narrowing the candidates down.
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| show | scores on all predictors are added together, allowing a higher score on one predictor to offset a lower one on another predictor
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| show | an organization's planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job
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| instructional design | show 🗑
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| 6 stages of instructional design | show 🗑
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| show | 1) globalization 2) need for leadership 3) increased value placed on knowledge 4) attracting and retaining talent 5) customer service and quality emphasis 6) changing demographics and diversity of the work force 7) new technology
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| show | the process of evaluating the organization, individual employees, and an employees' tasks to determine what kinds of training, if any, are necessary. this is the first step.
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| person analysis | show 🗑
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| show | process of identifying and analyzing tasks to be training for
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| show | motivation and ability
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| baldwin and ford transfer process model: training design | show 🗑
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| show | climate for transfer, management and peer support, opportunity to perform, technological support
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| show | a combination of employee characteristics and positive work environment
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| establish training objectives. why? | show 🗑
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| effective training objectives indicate | show 🗑
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| show | 1) link training to the job 2) provide multiple practice opportunities 3) provide feedback on skill development or knowledge acquisition 4) organize content in memorable chunks
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| evaluating training | show 🗑
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| show | training designed to prepare employees to perform their job effectively, learn about the organization, and establish work relationships
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| show | training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce
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| show | the process through which managers ensure that employees' activities and outputs contribute to the organization's goals
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| 3 purposes of performance management | show 🗑
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| show | 1) fit with strategy 2) validity 3) reliability 4) acceptability 5) specific feedback
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| 3 comparitive methods for measuring performance | show 🗑
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| rating individuals: attributes | show 🗑
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| show | attributes, behaviors, and results
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| show | managers, peers, subordinates, self, customers
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| errors in performance management | show 🗑
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| to prepare for a feedback session managers should (5 things): | show 🗑
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| show | tell and sell, problem-solving, tell and listen
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| show | performance management processes are often scruitnized in cases of discrimination or dismissal
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| ethical issues in performance management | show 🗑
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| unions | show 🗑
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| show | increased public, decreased private
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| positive effects of unions on performance | show 🗑
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| show | more work rules and limitations on workloads (less flexibility for management), strikes and work slowdowns
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| show | federal law passed in 1935 that supports collective bargaining and sets out the rights of employees to form unions
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| show | 1) organize a union 2) join a union 3) strike to secure better working conditions 4) refrain from activity on behalf of the union
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| show | employed: as a supervisor, by a parent or spouse, as an ind. contractor, in the domestic service of any person or family in a home, as agricultural laborers, by an employer subject to the Railway Labor Act, by a federal, state, or local govt., nlra
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| taft-hartley act of 1947 | show 🗑
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| show | regulates union activities and establishes and protects rights of union members
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| National Labor Relations Board | show 🗑
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| show | conduct and certify representation elections, prevent unfair labor practices
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| unfair labor practice: TIPS | show 🗑
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| Unfair Labor Practices: Threaten | show 🗑
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| Unfair Labor Practices: Interrogate | show 🗑
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| Unfair Labor Practices: Promise | show 🗑
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| Unfair Labor Practices: spy | show 🗑
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| show | refusing to bargain collectively in good faith (also supplies to unions
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| show | labor costs, productivity, ability to compete
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| show | distributive bargaining-fixed "pie", integrative bargaining-find win-win situations 3) attitude structuring-builds trust, intra-organizational bargaining-resolves internal conflicts within union or management groups
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| strike | show 🗑
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| show | mediation, fact finding, arbitration
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| show | the attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses
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| leading indicators | show 🗑
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| transitional matrix | show 🗑
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| core competency | show 🗑
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| workforce utilization review | show 🗑
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| employment at will | show 🗑
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| job posting | show 🗑
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| show | people who apply for a vacancy without prompting from the organization
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| referrals | show 🗑
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| show | the practice of hiring relatives
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| yield ratio | show 🗑
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| realistic job preview | show 🗑
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| reliability | show 🗑
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| validity | show 🗑
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| assessment center | show 🗑
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Created by:
sweetjezka