Chapter 4 Flashcards
Vision
Long-term goals regarding what the organization wants to become and accomplish, describing its image of an ideal future
Core Values
The enduring beliefs and principles that guide an organization’s decisions and goals
Business Strategy
How an organization will compete in a particular market
Other Characteristics
A miscellaneous category for worker characteristics that are not knowledges, skills, or abilities, including personality traits, values, and work styles
Human Resource Planning
Aligning the organization’s human resources to effectively and efficiently accomplish the organization’s strategic goals
Strategic Planning
A process for making decisions about an organizations long-term goals and how they are to be achieved
Labor Gap Analysis
Comparison of the organization’s forecasted labor demand with its forecaster labor supply
Action Plan
A strategy for proactively addressing an expected talent shortage or surplus
Job Characteristics Model
Objective job characteristics including skill variety, task identity, task significance, autonomy, and task feedback lead to job satisfaction for people with a high growth need strength
Job Task
An observable unit of work with a beginning and an end
Talent Inventories
Worksheets or databases summarizing each employee’s competencies, qualifications, and anything else that can help the company understand how the employee can contribute
Job Rotation
Workers are moved through a variety of jobs to increase their interest and motivation
Job Enrichment
A job design approach that increases a job’s complexity to give workers greater responsibility and opportunities to feel a sense of achievement
Cross-Training
Training employees in more than one job or in multiple skills to enable them to do different jobs
Job Enlargement
Adding more tasks at the same level of responsibility and skill related to an employee’s current position
Mission
The organization’s basic purpose and the scope of its operations
Person Specification
Summarizes the characteristics of someone able to perform the job
Scientific Management
Breaks work down into simplest elements and then systematically improves the worker’s performance of each element
Intrinsic Rewards
Nonmonetary rewards derived from the work itself
Task Statements
Identity in specific behavioral terms the regular duties and responsibilities of a position
Total Rewards
The combined intrinsic and extrinsic rewards of a job
Job Analysis
A systematic process used to identify and describe the important aspects of a job and the characteristics a worker needs to perform the job well
Essential Criteria
Job holder characteristics that are vital to job performance
Job Description
Written descriptions of the duties and responsibilities of the job itself
Centralized Organization
Concentrated power and decision-making authority at higher levels of the organization
Extrinsic Rewards
Rewards with monetary value
Organizational Design
Selecting and managing aspects of organizational structure to facilitate organizational goal accomplishment
Succession Planning
Identifying, developing, and tracking employees to enable them to eventually assume higher level positions
Ability
A stable and enduring capability to perform a variety of tasks
Knowledge
organized factual or procedural information that can be applied to perform a task
Structured Interview Technique
Job experts provide information about the job during a structured interview
Rule
Statements of what employees may or may not do
Procedure
Describes how a policy directive is accomplished along with relevant details (who, when, where)
Skill
The ability to use some sort of knowledge in performing a physical task; often refers to psychomotor activities
Business Process Reengineering
A more radical rethinking and redesign of workflow and business processes to achieve large improvements in speed and customer satisfaction
Forecasting Labor Supply
Determining the demand for an organization’s products or services, which is a major influencer of the organization’s need for workers
Organizational Structure
The organization’s formal system of task, power, and reporting relationships
Strategic Planning
A process for making decisions about an organization’s long-term goals and how they are to be achieved
Formalization
The degree to which organizational rules, procedures, and communications are documented
Organizational Chart
Diagram illustrating the chain of command and reporting relationships in a company
Division of Labor
The degree to which employees specialize
Workflow
How work is organized to meet the organization’s goals
Forecasting Labor Demand
Determining an organization’s need for workers in anticipation of the demand for an organization’s products or services
Hierarchy
The degree to which some employees have formal authority over others
Competencies
Broad worker characteristics that underlie successful job performance
