Term
| Human Resource Management |
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Definition
| Organizational philosophies, policies and practices that strive for the effective use of the employees. |
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Term
| Human Resources Department (HR) |
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Definition
| Department that provides advice and service to other departments on human resource matters. |
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| Factors used to choose among applicants who apply for a job. |
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| The process of choosing the best applicants to fill positions. |
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| Interview approach in which the interviewer guides the discussion along a predetermined course. |
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| Interview approach in which the interviewer asks open ended questions that allow the applicant latitude in responding. |
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| The set of skills knowledge and personal attitudes possessed by the superior performer. |
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| Realistic Organizational Preview |
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Definition
| Sharing information by an interviewer with a job applicant concerning the mission values and direction of the organization. |
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Term
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Definition
| information given by an interviewer to a job applicant that provides a realistic view of both the positive and the negative aspects of the job. |
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| The tendency to allow one favorable aspect of a persons behavior to positively influence judgement on all other aspects. |
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| The tendency to allow one negative aspect of a persons behavior to negatively influence judgement on all other aspects. |
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| The practice of hiring relatives |
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Definition
| the process of smoothing the transition of new employees into the organization. |
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| the continuous process of assimilation and growth within the organization of new hires. |
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| an experienced employee guiding a newer employee in areas concerning job and career. |
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| Training employees to do multiple tasks and jobs. |
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Term
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Definition
| an acronym for reduction in force. |
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Term
| system of performance management |
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Definition
| all those things a supervisor must do to enable an employee to achieve prescribed objectives. |
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Definition
| a systematic assessment of how well an employee is performing a job and the communication of that assessment. |
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Term
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Definition
| the evaluation of an employees performance by other employees of relatively equal rank. |
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| performance appraisal based on data collected from all around the employee from customers, vendors, supervisors, peers, subordinates and others. |
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| supervisors give employees higher ratings than they deserve. |
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| the job related requirements by which the employees performance is evaluated. |
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Definition
| supervisors record specific examples of outstanding and below average performance on the part of each employee. |
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Definition
| the frequent activity of the supervisor to give employees information, instruction, and suggestions relating to their job assignments and performance. |
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Term
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Definition
| an employees length of service in a department or an organization |
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Term
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Definition
| the quality of an employees job performance |
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Definition
| an employees potential to perform higher level tasks. |
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Definition
| system in which the employee earns a certain amount of pay for each piece produced. |
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Definition
| compensation other than base wage that is given for achieving employee or corporate goals. |
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Definition
| group incentive plans that have employees share in the benefits from improved performance. |
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Term
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Definition
| system that rewards employees for acquiring new skills or knowledge. |
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Term
| effective human resource professionals are responsible for developing and implementing: |
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Definition
| strategies, policies, and procedures that enable the organizations employees to be the best they can be. |
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Term
| Leonard and Cook contend that human resource professionals must: |
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Definition
- monitor the external environment for forces that are beyond the control for the organization but could affect long term performance
- Develop and initiate strategic initiatives that support the orgs mission and objectives
- Manage the human-resource process, from recruiting and training to compensating and coordinating employee management relations activities.
- Deal with day-to-day supervisor/employee issues that could impede org effectiveness. |
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Term
| The human resources department |
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Definition
| is often given primary responsibility for certain activities, and supervisors must follow HR requirements with little or no discretion. (EEO, labor relations, wage rates) |
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Term
| The supervisor is accountable |
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Definition
| even when they follow the advice of HR. |
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Term
| An ongoing aspect of the supervisory staffing function is: |
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Definition
| determining the department's need for employees, both in number and job position. |
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Term
| After determining the number of positions and skills that are needed: |
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Definition
| the next step is to match jobs with individuals. |
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Term
| Title VII of the Civil Rights Act of 1964: |
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Definition
| prohibits employment discrimination. |
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Term
| The Equal Employment Opportunity Commission |
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Definition
| was created to increase job opportunities for women and minorities and to enforce the law. |
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Term
| Effective supervisors acquaint themselves with the: |
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Definition
| Uniform Guidelines on Employee Selection Procedures because these guidelines apply to all aspects of supervisors staffing responsibilities. |
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Term
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Definition
| is the process of getting things accomplished with and through people by guiding and motivating these peoples efforts towards common goals. |
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Term
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Definition
| provides a framework to help the supervisor evaluate performance systematically. |
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Term
| Management scholar Douglas McGregor identified three reasons for using performance appraisal: |
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Definition
1) provide systematic judgments to support salary increases, promotions, transfers layoffs, demotions and terminations.
2) are a means of telling subordinates how they are doing and of suggesting needed changes in behavior, attitudes, skills,or job knowledge. They let subordinates know where they stand with supervisors.
3) help supervisors coach and counsel employees. |
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Term
| The Performance Appraisal Process |
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Definition
- Complete a written appraisal form.
- The appraisal meeting.
- Develop an action plan if needed.
- closing the appraisal meeting.
- Managing performance appraisal results: coaching employees,promoting employees, compensating employees. |
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Term
| The objectives of a compensation program should be to: |
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Definition
- eliminate pay inequities to minimize dissatisfaction and complaints among employees.
- establish and/or maintain sufficiently attractive pay rates.
- conduct periodic employee merit ratings to provide the basis for comparative performance rewards.
- control labor costs with respect to productivity gains.
- reward employees for outstanding performance or the acquisition of additional skills or knowledge. |
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Term
| Attributes of a skill based pay system are the: |
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Definition
- need for a deep commitment to training to achieve success.
- use of multi-tasking or job rotation strategies.
- choice of plan is tied to business needs.
- supervisor support. |
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