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Principles of Management > Chapter 8 > Flashcards

Chapter 8 Flashcards

1
Q

system of organizational activities to attract, develop, and motivate an effective and qualified workforce. Also known as talent, human capital, or personnel management

A

Human Resources Management (HRM)

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2
Q

Strategic impact of human resources

A
  1. People create value
  2. Talent is rare
  3. A group of well-chosen, motivated people is difficult to imitate.
  4. People can be organized for success.
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3
Q

HR Planning Process Involves Three Stages

A

Planning, Programming, and Evaluating

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4
Q

determining how many and what type of people are needed

A

Demand Forecasts

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5
Q

HR planning process

—>Planning

A
  1. Organizational strategic planning,
  2. HRM environmental scanning,
  3. Human resources planning
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6
Q

HR planning process

—>Programming

A

Human resources activities: employee recruitment, employee selection, outplacement, training and development, and reward systems

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7
Q

HR planning process

—>Evaluating

A

Results: Productivity, quality, innovation, satisfaction, turnover, and health

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8
Q

a tool for determining what is done on a given job and what should be done on that job. 1.) Job description 2.) Job Specification

A

Job analysis

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9
Q

the development of a pool of applicants for jobs in an organization

A

Recruitment

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10
Q

determining whether or not the company needs to hire or reduce the number of employees and developing approaches for reconciling the two.

A

Reconciling Supply and Demand

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11
Q

employers knowing employees, and employees know their organization.

A

Internal Recruiting (Advantages)

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12
Q

employees lack skills or talent, that yields a limited applicant pool, leading to poor selection decisions. Also can inhibit a company that wants to change the nature or goals of the business by bringing in outside candidates.

A

Internal Recruiting (Disadvantages)

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13
Q

Brings in “new blood” and can inspire innovation

A

External Recruiting (Advantages)

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14
Q

Choosing from among qualified applicants to hire into an organization

A

Selection

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15
Q

Selection technique that involves asking all applicants the same questions and comparing their responses to a standardized set of answers

A

Structured Interview

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16
Q

Applications and Resumes, Interviews, Reference Checks, Background Checks, Personality Tests, Drug Testing, Cognitive Ability Tests, Performance Tests, and Integrity Tests

A

Selection Methods

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17
Q

percentage of respondents who say the method is effective or very effective

A

Employee referral programs (75%), Job boards (50%), Print ads (42%)

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18
Q

The consistency of test scores over time and across alternative measurements

A

Reliability

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19
Q

The degree to which a selection test predicts or correlates with job performance

A

Validity

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20
Q

laying off large number of managerial and other employees

A

Downsizing

21
Q

the process of helping people who have been dismissed from the company to regain employment elsewhere

A

Outplacing

22
Q

The legal concept that an employee may be terminated for any reason

A

Employment-at-will

23
Q

A discussion between a manager and an employee about the employee’s dismissal

A

Termination Interview

24
Q

FMLA, ADA, CIVIL RIGHTS, FAIR LABOR, AGE DISCRIMINATION, EXECUTIVE

A

NEED TO KNOW

25
Q

Requires 12 weeks’ unpaid leave for medical or family needs: paternity, maternity, family member illness.

A

Family and Medical Leave Act (1991)

26
Q

Extends affirmative action provision of Vocational Rehabilitation Act to private employers; requires workplace modification to facilitate disabled employees; prohibits discrimination against disabled.

A

Americans with Disabilities Act (1990)

27
Q

Prohibits discrimination in employment based on race, sex, color, national origin, and religion.

A

Civil rights act of 1964

28
Q

Prohibits discrimination against people age 40 and over.

A

Age discrimination in employment act of 1967

29
Q

When a seemingly neutral employment practice has a disproportionately negative effect on a protected group

A

Adverse impact

30
Q

Teaching lower-level employees how to perform the present job. 4 phases

A

Training

31
Q

Teaching managers and professional employees broad skills needed for their present and future job

A

Development

32
Q

An analysis identifying the jobs, people, and departments for which training is necessary

A

Needs assessment

33
Q

Training designed to introduce new employees to the company and familiarize them with policies, procedures, culture and the like

A

Orientation training

34
Q

Training that provides employees with the skills and perspectives they need to collaborate with others

A

Team training

35
Q

Programs that focus on identifying and reducing hidden biases against people with differences and developing the skills needed to manage a diverse workforce

A

Diversity training

36
Q

Assessment of an employee’s job performance

A

Performance appraisal (PA)

37
Q

A process in which objectives set by the subordinate and a supervisor must be reached within a given time.

A

Management by objectives (MBO)

38
Q

Performance appraisal has 2 equally important purposes.

A

Administrative: provides managers with the information they need to make salary, promotions and dismissal decisions.
Developmental: the information gathered can be used to identify and plan the additional training, experience or other improvements that employers require

39
Q

Process of using multiple sources of appraisal to gain a comprehensive perspective on one’s performance

A

360 degree appraisal

40
Q

The wage mix is influenced by a variety of factors

A
  1. Internal factors:” the organization’s compensation policy, the worth of each job, the employee’s relative worth, and the employer’s ability to pay
  2. External factors: include conditions of the labor market, area wage rates, the cost of living, the use of collective bargaining, and legal requirements
41
Q

3 types of decisions are crucial for designing an effective pay point.

A
  1. Pay level: the choice of whether to be a high, average or low paying company.
  2. The structure: the choice of how to price different jobs within the organization.
  3. Individual pay decisions: different pay rates for jobs of similar work within the same family.
42
Q

An employee benefit program in which employees choose from a menu of options to create benefit packages tailored to their needs

A

Cafeteria benefit program

43
Q

Benefit programs in which employees are given credits to spend on benefits that fit their unique needs

A

Flexible benefit programs

44
Q

Principle of equal pay for different job of equal worth

A

Comparable worth

45
Q

The system of relations between workers and management

A

Labor Relations

46
Q

The use of neutral 3rd party to resolve the labor dispute

A

Arbitration

47
Q

An organization with a union and a union security clause specifying that workers must join the union after a set period of time

A

Union shop

48
Q

Legislation that allows employees to work without having to join a union

A

Right-to-work

49
Q

Why do workers vote for or against a union?

A
  1. Economic factor: especially for workers in low paying jobs, unions attempt to raise the average wage rate for their members.
  2. Job dissatisfaction: Poor supervisory practices, favoritism, lack of communication, and perceived unfair or arbitrary discipline and discharge are specific triggers for job dissatisfaction.
  3. Belief that the union has power to obtain desired benefits can generate a pro-union vote
  4. The image of the union: headline stories of union corruption and dishonesty can discourage workers home unionzation.

Principles of Management (9 decks)

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