Chapter 9: Human Resource Management Flashcards
Human resource management (HRM)
The activities managers perform to plan for, attract, develop, and retain a workforce
Strategic human resource management
The process of designing and implementing systems of policies and practices that align an organization’s human capital with its strategic objectives
Human capital
Economic or productive potential of employee knowledge, experience, and actions
Social capital
Economic or productive potential of strong, trusting, and cooperative relationships
Talent management
Approach to strategic HRM that matches high-potential employees with an organization’s most strategically valuable positions
High-performance work system (HPWS)
Approach to strategic HRM deploys bundles of internally consistent HR practices in order to improve employee ability, motivation, and opportunities across the entire organization
Recruiting
The process of locating and attracting qualified applicants for jobs open in the organization
Internal recruiting
Hiring from the inside, or making people already employed by the organization aware of job openings
External recruiting
Attracting job applicants from outside the organization
Employee referrals
Tap into existing employees’ social networks to fill open positions with outside applicants
Boomerangs
Former employee who return to the organization
Person–job (P–J) fit
The extent to which a worker’s competencies and needs match with a specific job
Selection process
The screening of job applicants to hire the best candidate
Legal defensibility
The extent to which the selection device measures job-related criteria in a way that is free from bias
Reliability
Degree to which a test measures the same thing consistently, so that an individual’s score remains about the same over time, assuming the characteristics being measured also remain the same
Validity
Extent to which a test measures what it purports to measure and extent to which it is free of bias
Unstructured interviews
Interviews in which the interviewer asks probing questions to find out what the applicant is like
Structured interviews
Interviews in which the interviewer asks each applicant the same questions and then compares the responses to a standardized set of answers
Situational interview
A structured interview in which the interviewer focuses on hypothetical situations
Behavioral-description interview
Type of structured interview in which the interviewer explores what applicants have done in the past
Employment tests
Tests legally considered to consist of any procedure used in the employment selection process
Assessment center
Company department where management candidates participate in activities for a few days while being assessed by evaluators
Compensation
Payment comprising three parts: wages or salaries, incentives, and benefits
Base pay
Consists of the basic wage or salary paid employees in exchange for doing their jobs
Benefits (or fringe benefits)
Additional nonmonetary forms of compensation
Onboarding
Programs that help employees to integrate and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities
Performance management
The continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement
Performance appraisal
A management process that consists of (1) assessing an employee’s performance and (2) providing him or her with feedback; also called a performance review
Objective appraisals
Also called results appraisals; performance evaluations that are based on facts and that are often numerical
Subjective appraisals
Performance evaluations based on a manager’s perceptions of an employee’s traits or behaviors
Behaviorally anchored rating scale (BARS)
Employee gradations in performance rated according to scales of specific behaviors
360-degree assessment/feedback appraisal
A performance appraisal in which employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients
Forced ranking performance review systems
Performance review systems whereby all employees within a business unit are ranked against one another, and grades are distributed along some sort of bell curve, like students being graded in a college course
Transfer
Movement of an employee to a different job with similar responsibility
Exit interview
A formal conversation between a manager and a departing employee to find out why he or she is leaving and to learn about potential problems in the organization
Nondisparagement agreement
Is a contract between two parties that prohibits one party from criticizing the other; it is often used in severance agreements to prohibit former employees from criticizing their former employers
Employment at will
Governing principle of employment in the great majority of states, that anyone can be dismissed at any time for any reason at all-or for no reason
National Labor Relations Board (NLRB)
Legislated in 1935, U.S. commission that enforces procedures whereby employees may vote to have a union and for collective bargaining
Collective bargaining
Negotiations between management and employees regarding disputes over compensation, benefits, working conditions, and job security
Social Security Act of 1935
Established the U.S. retirement system
Fair Labor Standards Act of 1938 (FLSA)
Legislation passed in 1938 that established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage
Equal Employment Opportunity Commission (EEOC)
U.S. panel whose job it is to enforce anti-discrimination and other employment related laws
Workplace discrimination
Type of discrimination that occurs when people are hired or promoted—or denied hiring or promotion—for reasons not relevant to the job
Adverse impact
Effect an organization has when it uses an employment practice or procedure that results in unfavorable outcomes to a protected class (such as Hispanics) over another group of people (such as non-Hispanic whites)
Disparate treatment
Results when employees from protected groups (such as disabled individuals) are intentionally treated differently
Affirmative action
The focus on achieving equality of opportunity
Sexual harassment
Unwanted sexual attention that creates an adverse work environment
Bullying
Repeated mistreatment of one or more persons by one or more perpetrators. It’s abusive, physical, psychological, verbal, or nonverbal behavior that is threatening, humiliating, or intimidating
Labor unions
Organizations of employees formed to protect and advance their members’ interests by bargaining with management over job-related issues
Union security clause
Part of a labor–management agreement that states that employees who receive union benefits must join the union, or at least pay dues to it
Right-to-work laws
Statutes that prohibit employees from being required to join a union as a condition of employment
Two-tier wage contracts
Contracts in which new employees are paid less or receive lesser benefits than veteran employees have
Cost-of-living adjustment (COLA) clause
Clause in a union contract that ties future wage increases to increases in the cost of living
Givebacks
Negotiation tactic in which the union agrees to give up previous wage or benefit gains in return for something else
Grievance
Complaint by an employee that management has violated the terms of the labor–management agreement
Mediation
The process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution
Arbitration
The process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them
Defensiveness
Occurs when people perceive they are being attacked or threatened
Self-compassion
Gentleness with yourself
Psychological capital
Positive state of psychological development that is characterized by high levels of hope, resiliency, optimism, and self-efficacy
Microlearning
Also called bite-size learning, which segments learning into bite-size content, enabling a student to master one piece of learning before advancing to anything else
