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FFSS > Chapter 9: Human Resource Management > Flashcards

Chapter 9: Human Resource Management Flashcards

1
Q

includes all the method of matching of requirements of task to be performed with skills available

A

staffing

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2
Q

indicates the number of workers needed in each department of a foodservice

A

organization chart

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3
Q

surveys the sources of labor supply and determines which one or ones are to be used to bring the open positions to the attention of the best qualified prospective employees

A

recruitment

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4
Q

press, agencies, schools, and labor unions

A

external sources

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5
Q

reaching a large group of potential applicants

A

advertising

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6
Q

provide a preliminary “weeding out” of would-be applicants, eliminating unfit individuals

A

selection

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7
Q

graduates are excellent candidates for available foodservice positions

A

school

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8
Q

to select the most capable person available for the particular opening

cost of hiring, training, and discharging or transferring a worker is too great to allow any mistakes in the employee procurement process

A

selection

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9
Q

biographic data that will provide the employer all the facts necessary to determine the fitness of the applicant for the job and to compare the qualifications of all applicants

references of former employment are requested and should be checked

A

application form

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10
Q

to get information, not only the facts, but attitudes, beliefs, feelings, and personality traits that determine “will-do” qualifications

A

interview

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11
Q

the level of performance necessary to be successful on the job

include the steps involved in completing critical task, tools, and equipment used

the knowledge, skills, and abilities basic to completing the tas

A

skill standards

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12
Q

recruitment - internal sources

_____ of employees to higher level positions

A

promotion

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13
Q

recruitment - internal sources

_____ from a related department or unit

A

transfer

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14
Q

recruitment - internal sources

_____ of a person formerly on the payroll

A

rehiring

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15
Q

the worker on the job

record of appointment becomes the nucleus of the records of the activity and progress of the worker within the organization, intent of employees, and as a basis for merit ratings, salary adjustments, or other benefits

A

personnel records

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16
Q

the worker on the job

-introduction of the company
-review of important policies and practices
-review of benefits and service
-benefit plan enrollment
-completion of employment documents
-review of employer expectations
-setting of employee expectations
-introduction to fellow workers
-introduction to facilities
-introduction to the job

A

orientation

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17
Q

aims to:
-teach the right way to do something
-correct behavior that needs improvement
-institute a new standard or method of complying with a regulation

also done to reduce employee turnover

A

training and development

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18
Q

defined as the analysis of a job to be taught and a listing of the elemental seps of what to do and the key points of how to do them

necessary in order to facilitate an effective training program

A

job breakdown

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19
Q

used to determine job competence, need for additional training or counseling, and to review the employee’s progress within the organization

A

performance appraisal and evaluation

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20
Q

performance appraisal and evaluation

attempt to assess the overall value of an employee’s work in terms of contribution to business objectives, and is a broader aspect of an organization’s performance management system

A

performance appraisal

21
Q

performance appraisal and evaluation

-assessing employee compensation and comparing it with targets and plans
-analyzing factors affecting work performance of employees
-guiding and motivating employees to improve performance

A

performance appraisal

22
Q

performance appraisal and evaluation

ongoing process of receiving feedback in terms of job skills, quality and quantity of work, work habits, communication, initiative, judgment, and leadership

a component of performance appraisal

A

employee evaluation

23
Q

performance appraisal and evaluation - eval

employee is asked to rate his own performance. the management can compare self-evaluation results with the supervisor’s evaluation

A

self-evaluation

24
Q

performance appraisal and evaluation - eval

employee receives feedback from supervisors, peers, subordinates, customers, suppliers, or others who are able to observe the worker’s performance on the job

A

360-degree feedback

25
Q

performance appraisal and evaluation - eval

proactive method wherein a list of good and bad incidents is logged and discusses during the employee performance review

A

critical incident

26
Q

performance appraisal and evaluation - eval

simplistic method of answering performance question with a yes or a no

used to easily identify employees that have deficiencies in certain performance areas

A

checklist

27
Q

performance appraisal and evaluation - eval

method of rating using a scale

i.e. poor to excellent

A

graphic scale

28
Q

ranges from an informal talk, an oral unrecorded warning or reprimand, a written or official warning, a disciplinary suspension, a demotion or transfer, to a discharge

A

disciplinary action

29
Q

personnel - movement

vertical movement to a higher rank or position

implies an increase in responsibility and salary

A

promotion

30
Q

personnel - movement

horizontal or lateral movement

may be due to changes in organizational structure, volume of work, or job dissatisfaction

A

transfer

31
Q

personnel - movement

termination without the consent of the employee

should be given an exit interview in which strong points are recognized for the reasons for dismissal are dispassionately reviewed

A

dismissal

32
Q

personnel - movement

giving up a position

involves ending employment relationship

A

resignation

33
Q

personnel - movement

permanently leaving the workforce due to old age

A

retirement

34
Q

coordinating and directing the work of employees to accomplish the organization’s goals

A

supervision

35
Q

roles of a supervisor

-a matter of personal contract reinforced through checking by observations, records, and charts

-supervisor sets aside a certain time each day for checking on the work in progress and for stimulating interest and cooperation in the individual and in the group

-checking at the end of the day to see that the work scheduled has been carried out to complete “routine” supervision

A

routine supervision

36
Q

roles of a supervisor

better decisions are likely to be made

A

decision-making

37
Q

roles of a supervisor

a technique for generating ideas about problems and opportunities for imporvement

A

brainstorming

38
Q

roles of a supervisor

can be addressed through active supervision

symptoms of unexpressed dissatisfaction include excessive tardiness or absenteeism, decline in quantity or quality of work, or change in attitude or indifference

A

handling grievances

39
Q

labor policies and legislation

policies relating to personnel are known as

A

labor policies

40
Q

labor policies and legislation

adopted to provide meaning or understanding to a course of action, directive, and rules, which aim for compliance

A

policies

41
Q

labor policies and legislation

include salaries and wages, and fringe benefits

A

compensation policies

42
Q

labor policies and legislation

include labor unions, the way in which grievances and appeals are handled, or the degree of employee participation in organizational decision-making

A

integration policies

43
Q

labor policies and legislation

include services for employees’ physical, mental, and emotional helath

A

maintenance policies

44
Q

philippine labor legislation and policies - hours of work premiums

8 hours per day

5-6 days per week

A

regular

45
Q

philippine labor legislation and policies - hours of work premiums

for work performed between 10 and 6 am

A

night shift differentials

46
Q

service charges and pooled tips

A

85% equally shared by employees
15% retained by the management

47
Q

a fixed amount paid regularly, usually on a monthly basis. This payment remains consistent regardless of the hours worked

A

salary

48
Q

compensation paid solely for the hours worked, with employers paying employees on an hourly basis

A

wage

FFSS (30 decks)

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