Chapter 5

Question 1

Human resources planning (HRP

Answer 1

the process of forecasting future human resources requirements to ensure that the organization will have the required number of employees with the necessary skills to meeti it’s strategic objectives.

Question 2

Environment scanning-

Answer 2

an assessment of external factors influencing the organization’s ability to find and secure talent from the stern all labour market including economic, competitive, legislative, social, technological and demographic trends.

Question 3

Skills inventories

Answer 3

manual or computerized records summarizing employees’ education, experience, interests, skills, and so on, which are used to identify internal candidates eligible for transfer or promotion

Question 4

Management inventories

Answer 4

records summarizing the qualifications, interests, and skills of management employees, along with the number and types of employees supervised, duties of such employees, total budget managed, previous managerial duties and responsibilities, and managerial training received.

Question 5

Replacement charts

Answer 5

visual representations of who will replace whom in the event of a job opening. Likely internal candidates are listed, alone with their age, present performance rating, and promotability status.

Question 6

Replacement summaries-

Answer 6

lists of likely replacements for each position and their relative strengths and weaknesses, as well as information about current position, performance, promotability, age, and experience

Question 7

Succession planning-

Answer 7

the process of ensuring suitable supply of successors for current and future senior or key jobs so that the careers of individuals can be effectively planned and managed

Question 8

Markov analysis-

Answer 8

a method of forecasting internal labour supply that involves tracking the pattern of employee movements through various jobs and developing a transitional probability matrix

Question 9

Trend analysis

Answer 9

the study of a firm’s past employment levels over a period of years to predict future needs.

Question 10

Ratio analysis

Answer 10

a forecasting technique for determining future staff needs by using ratios between some causal factor (such as sales volume ) and the number of employees needed .

Question 11

Scatter plot-

Answer 11

a graphical method used to help identify the relationship between two variables.

Question 12

Regression a analysis-

Answer 12

a statistical technique involving the use of a mathematical formula to project future demands based on an established relationship between an organization’s employment level ( dependent variable) and some measure able factor of output (independent variable)

Question 13

Nominal group technique

Answer 13

a decision making technique that involves a group of experts meeting face to face. Steps include independent idea generation, clarification and open discussion , and private assessment

Question 14

Delphi technique

Answer 14

• a judge mental forecast method used to arrive at a group decision, typically involving outside experts as well as organizational employees. Ideas are exchanged without face to face interaction and feedback is provided and used to fine tune independent judgments until a consensus is reached.

Question 15

Staffing table-

Answer 15

a pictorial representation of all jobs within the organization, along with the number of current incumbents and future employment requirements (monthly or yearly) for each

Question 16

Hiring freeze

Answer 16

a common initial response to an employee surplus; openings are filled by reassigning current employees and no outsiders are hired

Question 17

Attrition–

Answer 17

the normal separation of employees from an organization because of resignation, retirement, or death.

Question 18

Early retirement buyout programs

Answer 18

strategies used to accelerate attrition that involve offering attractive buyout packages or the opportunity to retire on full pension with an attractive benefits package.

Question 19

Job sharing

Answer 19

a strategy that involves dividing the duties of a single position between two or more employees

Question 20

Work sharing-

Answer 20

employees work three or four days a week and receive EI benefits on their non-workdays(s)

Question 21

Reduced workweek

Answer 21

employees work fewer hours and receive less pay.

Question 22

Layoff

Answer 22

the temporary or permanent withdrawal of employment to workers for economic or business reasons

Question 23

Termination -

Answer 23

permanent separation from the organization for anything reason

Question 24

Leave of absence

Answer 24

allows those who may be interested in taking time away from work for a variety of reasons (eg. Persona, educational, etc. ) to have a set period of time away from their position without pay, but with a guarantee that their job will be available upon their return.

Question 25

Supplemental unemployment benefits (SUBs)

Answer 25

a top-up of EI benefits to bring income levels closer to what an employee would receive if on the job.

Question 26

Survivor syndrome

Answer 26

a range of negative emotions experience by employees remaking after a major restructuring initiative, which can include feelings of betrayal or violation, guilt, or detachment, and can result in stress symptoms, including depression, increased errors, and reduced performance.

Question 27

Severance package

Answer 27

• a lump-sum payment, continuation of benefits for a specified period of time, or other benefits that are provided to employees who are being terminated.

Question 28

Transfer

Answer 28

movement of an employee from one job to another that is relatively equal in pay, responsibility, or organizational level

Question 29

Promotion

Answer 29

movement of an employee from one job to another that is higher in pay, responsibility, organizational level, usually based on merit, seniority, or a combination of both.