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MGT 367 > All chapters > Flashcards

All chapters Flashcards

1
Q

Consist of all people who perform its activities

A

Human resources

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2
Q

Personnel policies and managerial practices that influence the workforce (organizational activities dealing with its people)

A

Human Resource Management

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3
Q

What are the main objectives of HRM?

A

To get, keep and grow talents

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4
Q

A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis

A

Organization

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5
Q

Determining people needed

A

Organizational design

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6
Q

Obtaining good people

A

Staffing

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7
Q

Making them better

A

Training

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8
Q

Motivating them

A

Performance appraisal and compensation

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9
Q

_______ is a better predictor of employee performance than intelligence.

A

Conscientiousness

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10
Q

Companies that screen job applicants for values have ____ performance than those that screen for intelligence

A

higher

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11
Q

T/F: Integrity tests don’t work well in practice because so many people lie on them.

A

True

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12
Q

Aligning people and tasks to the mission, goals, and strategic plans of the organization.

A

Organizational design

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13
Q

Recruitment, selection, promotion, and termination

A

Staffing

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14
Q

Assessing individual and unit performance

A

Performance management and appraisal

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15
Q

Fostering, and maintaining employee skills based on organizational and employee needs.

A

Employee training and organizational development

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16
Q

Compensation: Pay, rewards, or benefits available to employees

A

Reward systems, benefits and compliance

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17
Q

The process of linking the human resource function with the strategic objectives of the organization in order to improve performance

A

Strategic HRM

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18
Q

Focuses on internal HR issues, often separated from other business activities

A

HRM

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19
Q

focuses on long-term objectives, overall organizational goals; there is clear/explicit linkage between HRM policies and practices and organizational performance, goals and environment

A

SHRM

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20
Q

HR practices that have been shown to have a significant effect on corporate (financial) performance

A

High-performance work systems (HPWS)

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21
Q

How can organizations determine if HRM contributes to organizational success?

A

Measurement

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22
Q

Ensuring all outcomes of importance to organizations are measured/quantified

A

Management by measurement

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23
Q

The ability of an organization to formulate strategies that place it in a more favorable position relative to the other companies in the industry

A

Competitive advantage

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24
Q

What are the two major principles that describe the extent to which a business has competitive advantage?

A

Customer value and sources of uniqueness

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25
Q

Customers feel that they receive more value from their transaction with an organization than fro its copetitors

A

Customer value

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26
Q

What are the two factors that determine customer value?

A

Particular product or service and intangible variables

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27
Q

Offering a product or service that your competitor cannot easily imitate or copy

A

Uniqueness

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28
Q

Four mechanisms for offering uniqueness:

A

Financial, Product, Technological, Organization Capability

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29
Q

A business receives special access to financial funding or is able to produce a good or service cheaper than someone else

A

Financial or economic capability

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30
Q

A business offers a product or service that differentiates it from other products or services

A

Strategic or product capability

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31
Q

A business can have a distinct way of building or delivering its product or service

A

Technological or operational capability

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32
Q

The business’s ability to manage organizational systems and people in order to match customer and strategic needs

A

Organizational capability

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33
Q

The firm sells its products and services in foreign marketplaces through intermediaries

A

Exporting

34
Q

The licensor leases the right to use its intellectual property to another firm (the licensee) in exchange for a fee

A

Licensing

35
Q

A special form of licensing which allows an independent organization to operate a business under their name in return for a fee

A

Franchising

36
Q

A firm outsources the creation of its products to another country

A

Contract manufacturing

37
Q

A company sells its management (and sometimes technical) expertise to a company in another country

A

Management contracts

38
Q

Partnering with a local organization, allowing the firm to make a direct investment very gradually while sharing its risk with a knowledgeable, experienced other party

A

Alliances

39
Q

Partners create a new, separate company that is owned jointly by the venture partners

A

Joint ventures

40
Q

Companies agree to partner with one another, but do not set up a separate entity

A

Strategic alliance

41
Q

A firm owns an operation in a foreign country in order to ensure that they have full decision-making authority and operational control

A

Sole ownership

42
Q

A country’s economic, legal, political, and socio-cultural systems; language and religious beliefs

A

General environment

43
Q

Forces that are directly related to the industry, such as: cost pressures, intensity of competitive rivalry, barriers to entry

A

Task environment

44
Q

What are Porter’s two types of international industries?

A

Multilocal and Global industry

45
Q

Organization culture, expertise of management staff, and ability to detect and respond to consumer trends

A

Internal strengths or weaknesses

46
Q

Foreign subsidiaries have little autonomy, operations are typically centralized, and major decisions are made at the corporate headquarters

A

Ethnocentric

47
Q

Foreign subsidiaries are treated as a distinct entity with some level of decision-making authority

A

Polycentric

48
Q

Relationships between headquarters and foreign subsidiaries tend to be extremely collaborative, with each participant contributing important info, perspective, and decision-making factors

A

Geocentric

49
Q

Employees who are placed in an assignment outside their home country

A

Expatriates

50
Q

Laws designed to prevent employment discrimination

A

Equal employment opportunity law

51
Q

Work requirements reasonably necessary to the normal performance of a job or the normal operation of an organization

A

Bona fide occupational qualifications (BFOQs)

52
Q

Plaintiffs must show that an employer intended to treat a member(s) of a protected group differently

A

Disparate treatment

53
Q

Plaintiffs must show that the employment procedures had a disproportionately negative effect on the members of a protected group

A

Disparate impact

54
Q

The extent to which employers make an effort through their personnel practices to attract, retain, and upgrade members of the protected classes

A

Affirmative action

55
Q

Unwelcomed conduct that is based on race, color, sex, religion, national origin, disability and/or age

A

Harassment

56
Q

An individual with authority (1) to recommend tangible employment decision affecting the employee or (2) to direct the employee’s daily work activities

A

Supervisor

57
Q

A significant change in employment benefits and/or status, such as hiring, firing, promotion, demotion, undesirable reappointment

A

Tangible employment action

58
Q

Purposeful behaviors performed by people at work as prescribed by the organizations in order to achieve organizational goals/strategies

A

Tasks

59
Q

A group of tasks performed by one person

A

Position

60
Q

A group of similar positions in a single organization

A

Job

61
Q

A group of similar jobs in different organizations

A

Occupation

62
Q

A systematic process of gathering information about work, jobs, and the relationship between jobs

A

Work analysis

63
Q

Organizing/assigning tasks into jobs/positions (based upon the organizational strategies/goals)

A

Work/Job design

64
Q

Forecasting HR needs in the context of strategic business planning

A

HR planning

65
Q

The process of attracting applicants for the positions needed to fill, increase applicant pool to facilitate personnel selection

A

Recruitment

66
Q

What are the six steps of Human Resource Planning (HRP)?

A
  1. Environmental scanning
  2. Labor demand forecase
  3. Labor supply forecast
  4. Gap analysis
  5. Action programming
  6. Control and evaluation
67
Q

Uses historical information from personnel movements of the internal labor supply in the past to predict the probabilities of movements in the future

A

Markov Analysis

68
Q

Reconciles the forecast of labor supply and demand, identifies potential shortages or surpluses of employees, skills and jobs

A

Gap analysis

69
Q

Plans out sequence of events to implement solutions determined in the gap analysis step

A

Action programming

70
Q

Seeking applicants for positions from among the ranks of those currently employed

A

Internal recruiting

71
Q

Recruiting source seeking applicants for positions from outside the organization

A

External recruiting

72
Q

The process of gathering and assessing information about job applicants in order to make employment decisions

A

Personnel selection

73
Q

Identify knowledge, abilities, skills, and other characteristics (KASOCs) relevant to the job in question.

A

Job analysis

74
Q

The consistency of measurement

A

Reliability

75
Q

An index reflecting the linear relationship between two variables

A

Correlation

76
Q

Something with values that can change (e.g. personal characteristics such as KSOAC, performance level, gender, age)

A

Variable

77
Q

Reflects the frequencies (or probabilities) for all the values of a variable

A

Distribution

78
Q

Two variables are positively related if observations tend to have similar relative positions in both distributions

A

Linear relationship

79
Q

concerns whether a measure is actually measuring what it claims to be measuring

A

Validity

80
Q

Assesses the degree to which the content of a selection method represents (or assesses) the requirements of the job

A

Content validity

81
Q

Concerns the economic gains derived from using a particular selection method

A

Utility

82
Q

Application forms requesting standard info about applicants’ backgrounds

A

Application blanks

MGT 367 (1 decks)

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