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Definition
| The process of forecasting the supply and demand for human resources within an organization and developing action plans for aligning the two |
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| The process of gathering and organizing detailed information about various jobs within the organization so that managers can better understand the process through which they are performed most effectively. |
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| Has one or more SMEs prepare a written narrative or text description of the job. |
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Term
| The Fleishman Job-Analysis System |
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Definition
| Defines abilities as enduring attributes of individuals that account for differences in performance. Relies on a taxonomy of abilities that presumably represents all the dimensions relevant to work. |
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| A family of job analysis methods, each with unique characteristics; each focuses on analyzing all the tasks performed in the focal job |
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| Attepts to provide a single job analysis instrument that can be used with a wide variety of jobs. |
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Term
| Position Analysis Questionnaire (PAQ) |
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Definition
| Consists of 194 items reflecting work behavior, working conditions, or job characteristics that are assumed to be generalizable across jobs. |
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| Management Position Description Questionnaire (MPDQ) |
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Definition
| Contains 197 items that analyze how managerial jobs are done in terms of 13 components considered essential to all managerial jobs. |
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| Critical Incidents approach |
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Definition
| Focuses on critical behaviors that distinguish between effective and ineffective performers. |
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Definition
| Focuses on the individual who will perform the job and indicates the knowledge, abilities, skills, and other characteristics that an individual must have to be able to perform the job. |
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| Lists the tasks, duties, and responsibilities for a particular job. It specifies the major job elements, provides examples of job tasks, and provides some indication of their relative importance in the effective conduct of the job. |
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Definition
| The process of monitoring and adjusting the composition of the organization's workforce to its optimal size. |
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| Refers to perceptions that the outcomes a person faces are fair when compared to the outcomes faced by others. |
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Definition
| Refers to perceptions that process used to determine the outcomes were fair. |
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Definition
| Refers to the quality of the interpersonal treatment people receive when a decision is implemented |
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Definition
| When an employee leaves a company on their own terms, which is often due in part to job dissatisfaction |
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| Progressive Discipline - Punishment |
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Definition
| Simply refers to following unacceptable behavior with some type of negative consequences. |
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| Progressive Discipline - Discipline |
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Definition
| Refers to the system of rules and procedures for how and when punishment is administered and how severe it should be. |
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Definition
| States that an employer can terminate any employee, at any time, for any reason, (good or bad), or for no reason at all. |
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Definition
| The process of developing a pool of qualified applicants who are interested in working for the organization and from which the organization might reasonably select the best individual or individuals to hire for employment. |
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Term
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Definition
| Concerned with identifying the best candidate or candidates for jobs from among the pool of qualified applicants developed during the recruiting process. |
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Definition
| Exists in a group or organization when its member differ from one another along one or more important dimensions. |
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| Suggests that organizations that learn to cope with diversity will generally have higher levels of productivity and lower levels of turnover and absenteeism |
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Term
| The Resource Acquisition Argument |
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Definition
| Suggests that organizations that manage diversity effectively will become known among women and minorities as good places to work. |
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Definition
| Suggests that organizations with diverse workforces will be able to understand different market segments better than will less diverse organizations. |
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Definition
| Suggests that organizations with diverse workforces will generally be more creative and innovative than will less diverse organizations. |
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| The systems flexibility argument |
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Definition
| Suggests that organizations must become more flexible as a way of managing a diverse workforce. |
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Definition
| The set of rewards that organizations provide to individuals in return for their willingness to perform various jobs and tasks within the organization. |
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| Internal equity in compensation |
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Definition
| Refers to comparisons made by employees to other employees within the same organization. |
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| External equity in compensation |
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Definition
| Refers to comparisons made by employees to others employed by different organizations performing similar jobs. |
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Term
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Definition
| Surveys of compensation paid to employees by other employers in a particular geographic area, industry, or occupational group. |
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Term
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Definition
| Generally refer to hourly compensation paid to operating employees; the basis for wages is time. |
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Term
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| Income paid to an individual on the basis of performance, not on the basis of time. |
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| Wage and salary administration |
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Definition
| The ongoing process of managing a wage and salary structure; managers must be sensitive to these costs and must be vigilant about managing them properly. |
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Definition
| Unemployment Insurance, social security, and workers' compensation |
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Term
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Definition
| Private Pension Plans (Defined benefit plans& Defined Contribution plans), paid time off, and health insurance coverage. |
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| Cafeteria-Style Benefit Plans |
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Definition
| Allow the employee to choose the benefits that he or she really wants. |
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Term
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Definition
| Asks individuals for various bits of information pertaining to their personal background. |
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Definition
| A device for measuring the characteristics of an individual such as personality, intelligence, and aptitude |
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| Psychomotor ability tests |
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Definition
| Measure physical abilities such as strength, eye-hand coordination, and manual dexterity |
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Term
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Definition
| measure traits, or tendencies to act, that are relatively unchanging in a person. |
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