CHAPTER 5: STAFFING THE ENGINEERING ORGANIZATION Flashcards

1
Q

the management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organization.

A

Staffing

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2
Q

Staffing Procedures

A
  1. human resource planning
  2. recruitment
  3. selection
  4. induction and orientation
  5. training and development
  6. performance appraisal
  7. employment decisions (monetary rewards, transfers, promotions, and demotions) and
  8. separations.
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2
Q

which is an assessment of future human resource needs in relation to the current capabilities of the organization.

A

Forecasting

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3
Q

which means translating the forecasted human resource needs to personnel objectives and goals.

A

Programming

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4
Q

which refers to monitoring human resource action plans and evaluating their success

A

Evaluation and Control

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5
Q

which use historical data to develop forecasts of the future.

A

Time series methods

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6
Q

which are attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future conditions.

A

Explanatory or causal models

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7
Q

three major types of explanatory models

A

a) regression models
b) econometric models
c) econometric models

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8
Q

are those that provide early warning signals of significant changes in established patterns and relationships so that the engineer manager can assess the likely impact and plan responses if required.

A

Monitoring methods

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9
Q

attracting qualified persons to apply for vacant positions in the ·company so that those who are best suited to serve the company may be selected.

A

Recruitment

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10
Q

Source of Applicants

A
  1. The organization’s current employees
  2. Newspaper advertising
  3. Schools
  4. Referrals from employees.
  5. Recruitment firms.
  6. Competitors.
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11
Q

the act of choosing from those that are available the individuals most likely to succeed on the job.

A

Selection

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12
Q

Ways of Determining the Qualifications of a Job Candidate

A
  1. Application blanks
  2. References
  3. Interviews
  4. Testing
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13
Q

which is “an objective, standard measure of a sample behavior”

A

Psychological tests

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14
Q

one used to measure a person’s capacity or potential ability to learn.

A

aptitude test

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15
Q

one used to measure a person’s current knowledge of a subject.

A

performance test

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16
Q

one used to measure personality traits as dominance, sociability, and conformity.

A

personality test

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17
Q

one used to measure a person’s interest in various fields of work.

A

interest test

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18
Q

a type of test given to assess the physical health of an applicant.

A

Physical examination

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19
Q

the new employee is provided with the necessary information about the company.

A

Induction

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20
Q

the new employee is introduced to the immediate working environment and co-workers.

A

Orientation

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21
Q

learning that is provided in order to improve performance on the present job.

A

Training

22
Q

directed to nonmanagers for specific increases in skill and knowledge to perform a particular job

A

Training programs for nonmanagers

23
Q

where the trainer is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer.

A

On-the-job training

24
Q

where the trainee is placed in a situation almost the same as the workplace where machines, materials, and time constraints are present.

A

Vestibule school

25
Q

where a combination of on-the-job training and experiences with classroom instruction in particular subjects are provided to trainees.

A

Apprenticeship program

26
Q

are those taken which provide more emphasis on education rather than training.

A

Special courses

27
Q

may be classified into four areas: decision-making skills, interpersonal skills, job knowledge, and organizational knowledge.

A

Training and educational programs for executives

28
Q

where the trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation.

A

In-basket

29
Q

is a training method where “trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation.”

A

Management games

30
Q

this method presents actual situations in organizations and enable one to examine successful and unsuccessful operations.

A

Case studies

31
Q

is a method by which the trainees are assigned roles to play in a given case incident.

A

Role-playing

32
Q

this method attempts to influence the trainee by “showing model persons behaving effectively in n problem situation”.

A

Behavior modeling

33
Q

under this method, awareness, and sensitivity to behavioral patterns of oneself and others are developed.

A

Sensitivity training

34
Q

is a training method intended “to help individuals not only understand themselves and others but also improve their interpersonal communication skills.

A

Transactional analysis

35
Q

this method provides valuable opportunities for the trainee to Jearn various skills while engaged in the performance of a job.

A

On-the-job experience

36
Q

this method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism.

A

Coaching

37
Q

under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself.

A

Understudy

38
Q

under this method, the manager is given assignments in a variety of department. The purpose is to expose him to different functions of the organization.

A

Position rotation

39
Q

this method is premised on the idea that junior executives must be provided with means to prepare them for higher management positions.

A

Multiple management

40
Q

where each trait or characteristic to be rated is represented by a line or scale on which the rater indicates the degree to which the individual possesses the trait or characteristic.

A

Rating scale method

41
Q

where the evaluator composes statements that best describe the person evaluated.

A

Essay method

42
Q

where specific goals are set collaboratively for the organization, for various subunits, and for each individual member.

A

Management by objectives method

43
Q

where one is evaluated by persons other than the immediate superior.

A

Assessment center method

44
Q

where the evaluator checks statements on a list that are deemed to characterize an employee’s behavior or performance.

A

Checklist method

45
Q

where standards are set for the realistic worker output and later on used in evaluating the performance of non-managerial employees.

A

Work standards method

46
Q

where each evaluator arranges employees in rank order from best to the poorest.

A

Ranking method

47
Q

where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee’s performance.

A

Critical-incident method

48
Q

these are given to employees whose performance is at par or above standard requirements.

A

Monetary rewards

49
Q

this refers to a movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition.

A

Promotion

50
Q

this is the movement of a person to a different job at the same or similar level of responsibility in the organization.

A

Transfer

51
Q

this is a movement from one position to another which has less pay or responsibility attached to it. Demotion is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position.

A

Demotion

52
Q

It is either a voluntary or involuntary termination of an employee. When made voluntarily, the organization’s management must find out the real reason.

A

Separation

53
Q

is the last option that the management exercises when an employee’s performance is poor or when he/she committed on act violating the company rules and regulations.

A

Involuntary separation