Term
|
Definition
*is the economic value of people with job relevant abilities, knowledge, ideas, energies, and commitments
*if an employee quits, it costs one year of their salary to the organization |
|
|
Term
| 3 Major Responsibilities of Human Resource Management |
|
Definition
1) Attracting a quality workforce
2) Developing a quality workforce
3) Maintaining a quality workforce |
|
|
Term
| The Americans with Disabilities Act of 1990 |
|
Definition
*1990
*prohibits discrimination against a qualified individual on the basis of disability |
|
|
Term
| The Age Discrimination in Employment Act of 1967 |
|
Definition
*amended in 1978
*prohibits discrimination against persons over 40; restricts mandatory retirement |
|
|
Term
| The Pregnancy Discrimination Act of 1978 |
|
Definition
*1978
*prohibits employment discrimination against pregnant workers |
|
|
Term
| The Family and Medical Leave Act of 1993 |
|
Definition
*1993
*allows employees up to 12 weeks of unpaid leave with job guarantees for childbirth, adoption, or family illness |
|
|
Term
| Bona Fide Occupational Qualifications |
|
Definition
*employment criteria justified by capacity to perform a job
*example: firefighter |
|
|
Term
|
Definition
| *studies exactly what is done in a job, and why |
|
|
Term
|
Definition
| *details the duties and responsibilites of a job holder |
|
|
Term
|
Definition
| *list the qualifications required of a job holder |
|
|
Term
|
Definition
| *a set of activities designed to attract a qualified pool of job applicants |
|
|
Term
|
Definition
| *seeks job applicants from outside the organization |
|
|
Term
|
Definition
| *seeks job applicants from inside the organization |
|
|
Term
|
Definition
| *people switch tasks to learn multiple jobs |
|
|
Term
|
Definition
| *assigns early career employees as proteges to more senior ones |
|
|
Term
|
Definition
| *the process of formally evaluating performance and providing feedback to a job holder |
|
|
Term
|
Definition
| *includes superiors, subordinates, peers, and even customers in the appraisal process |
|
|
Term
|
Definition
| *plans provide one-time payments based on performance accomplishments |
|
|
Term
|
Definition
| *distributes to employees a proportion of net profits earned by the organization |
|
|
Term
|
Definition
| *plans allow employees to share in cost savings or productivity gains realized by their efforts |
|
|
Term
| Employee Stock Ownership Plans |
|
Definition
| *help employees purchase stock in their employing companies |
|
|
Term
|
Definition
| *give the right to purchase shares at a fixed price in the future |
|
|
Term
|
Definition
| *are non-monetary forms of compensation such as health insurance and retirement plans |
|
|
Term
|
Definition
| *programs allow employees to choose from a range of benefit options |
|
|
Term
|
Definition
| *help employees achieve better work-life balance |
|
|
Term
| Employee Assistance Programs |
|
Definition
| *help employees cope with personal stresses and problems |
|
|
Term
|
Definition
*occurs when one attribute is used to develop an overall impression of a person or situation
*opposite of Horns Bias |
|
|
Term
|
Definition
| *the tendency to define problems from one's own point of view |
|
|
Term
|
Definition
| *the profile of characteristics making a person unique from others |
|
|
Term
| Big Five Personality Traits |
|
Definition
*extraversion
*agreeableness
*conscientiousness
*emotional stability
*openness to experience |
|
|
Term
|
Definition
| *being outgoing, sociable, and assertive |
|
|
Term
|
Definition
| *being good-natured, cooperative, and trusting |
|
|
Term
|
Definition
| *being repsonsible, dependable, and careful |
|
|
Term
|
Definition
| *being relaxed, secure, and unworried |
|
|
Term
|
Definition
| *being curious, receptive to new ideas, and imaginative |
|
|
Term
|
Definition
*the extent to which one believe that what happens is within one's control
*internals (more self-confident and accept responsibility for their own actions)
*externals (more prone to blame others and outside forces for what happens to them) |
|
|
Term
|
Definition
| *a person oriented toward extreme achievement, impatience, and perfectionism |
|
|
Term
|
Definition
*Daniel Goldeman
*an ability to understand emotions and manage relationships effectively |
|
|
Term
|
Definition
| *strong feelings directed toward someone or something |
|
|
Term
|
Definition
| *generalized positive and negative feelings or states of mind |
|
|
Term
|
Definition
| *a state of tension experienced by individuals facing extraordinary demands, contraints, or opportunities |
|
|
Term
|
Definition
| *anything that causes stress |
|
|
Term
|
Definition
| *acts in a positive way to increase effort, stimulate creativity, and encourage diligence in one's work |
|
|
Term
|
Definition
| *impairs the performance of an individual |
|
|
Term
|
Definition
| *physical and mental exhaustion from work stress |
|
|
Term
|
Definition
| *aggressive behavior toward co-workers or the work setting |
|
|
Term
|
Definition
| *accounts for the level, direction, and persistence of effort expended at work |
|
|
Term
| Hierarchy of Needs Theory |
|
Definition
*Abraham Maslow
*lower-order needs: physiological, safety, and social needs in Maslow's heirarchy
*higher-order needs: esteem and self-actualization needs in Maslow's hierarchy |
|
|
Term
|
Definition
1) self-actualization needs
2) esteem needs
3) social needs
4) safety needs
5) physiological needs |
|
|
Term
|
Definition
*Clayton Alderfer
*existence needs: desires for physical well being
*relatedness needs: desires for good interpersonal relationships |
|
|
Term
|
Definition
*Frederick Herzberg
*satisfier factor: found in job contect, such as a sense of achievement, recognition, responsibility, advancement, or personal growth
*hygiene factor: found in the job context, such as working conditions, interpersonal relations, organizational policies, and salary |
|
|
Term
|
Definition
*David McClelland
*1940s
*need for achievement: the desire to do something better, to seolve problems, or to master complex tasks
*need for power: the desire to control, influence, or be responsible for other people
*need for affiliation: the desire to establish and maintain good relations with people |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
*E.L. Thorndike
*also called "law of effect": behavior followed by pleasant consequences is likely to be repeated: behavior followed by unpleasent consequences is not |
|
|
Term
|
Definition
| *increases talk variety by periodically shifting workers between different jobs |
|
|
Term
|
Definition
| *increases task variety by combining into one job two or more tasks previously done by seperate workers |
|
|
Term
|
Definition
| *increaes job depth by adding work planning and evaluating duties normally performed by the supervisor |
|
|
Term
|
Definition
*gives employees some choice in daily work hours
*flex-time |
|
|
Term
|
Definition
| *allows a full time job to be completed in less than 5 days |
|
|
Term
|
Definition
| *temporary employment for less than the standard 40 hour work week |
|
|
Term
|
Definition
*a collection of people who regularly interact to pursue common goals
*Together Everyone Achieves More |
|
|
Term
|
Definition
| *the process of people actively working together to accomplish common goals |
|
|
Term
|
Definition
*the creation of a whole greater than the sum of its individual parts
*1+1=3 |
|
|
Term
|
Definition
| *officially recognized and supported by the organization |
|
|
Term
|
Definition
| *unofficial and emerges from relationships and shared interests among members |
|
|
Term
| 5 Distinct Phases in the Life Cycle of Any Team (in order) |
|
Definition
1) Forming
2) Storming
3) Norming
4) Performing
5) Adjourning |
|
|
Term
|
Definition
| *a tendency for highly cohesive teams to lose their evaluative capabilities |
|
|
Term
| Illusions of Invulnerability |
|
Definition
| *members assume that the team is too good for criticism, or beyond attack |
|
|
Term
|
Definition
| *engages group members in an open, spontaneous discussion of problems and ideas |
|
|
