Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

HR > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

Groups

A

Collections of two or more individuals with low or no task dependency, who are not accountable to each other for their work, and who may or may not assemble for a specified period of time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Formal Group

A

A group assigned by an organization or its managers to accomplish specific goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Informal Group

A

A group whose overriding purpose in getting together is friendship or a common interest

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Role

A

A set of expected behaviors for a particular position

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Group Role

A

A set of shared expected behaviors for members of the group as a whole

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Task Roles

A

Enable the work group to define, clarify, and pursue a common purpose

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Mainenance Roles

A

Roles that foster supportive and constructive interpersonal relationships

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Norms

A

Shared attitudes, opinions, feelings, or behaviors that guide individual and group behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Group Cohesiveness

A

The degree to which members feel part of the collective or “we” of the group

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Punctuated Equilibrium

A

Form of group development in which groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives; the group then establishes and maintains new norms of functioning, returning to equilibrium

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Social Loafing

A

The tendency for individual effort to decline as group size increases

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Cross-functional teams

A

Teams created with members from different disciplines within an organization, such as finance, operations, and R&D

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Self-managed teams

A

Teams with collective autonomy and responsibility to plan, manage, and execute tasks interdependently to achieve their goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Virtual Teams

A

Teams that work across time, space, and organizational boundaries to achieve common goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Task interdependence

A

The degree to which team members depend on each other for information, materials, and other resources to complete their job tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Outcome interdependence

A

The degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Trust

A

The willingness to be vulnerable to another person, and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Team charter

A

A document detailing members’ mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its commitments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Team performance strategies

A

Deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Team composition

A

The collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Team adaptive capacity (adaptability)

A

The ability to make needed changes in response to demands put on the team

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Collaboration

A

The act of sharing information and coordinating efforts to achieve a collective outcome

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Power

A

The discretion and the means to enforce your will over others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Legitimate Power

A

Having the formal authority to make decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Reward Power

A

Obtaining compliance by promising or granting rewards valued by the other party

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Coercive Power

A

Power to make threats of punishment and deliver actual punishment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Expert Power

A

Influencing others with valued knowledge or information

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Referent Power

A

Use of personal characteristics and social relationships to effectively gain others’ compliance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Position Power

A

A source of influence associated with a particular job or position within an organization; also a leader’s formal power to reward, punish, or otherwise obtain compliance from employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Personal Power

A

A source of influence independent of position or job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Organizational politics

A

Intentional actions to improve individual or organizational interests

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Coalition

A

An informal group bound together by the active pursuit of a single issue

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Global mind-set

A

The belief in one’s ability to influence dissimilar others in a global context

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Job Analysis

A

The process of getting detailed information about jobs.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Job Design

A

The process of defining how work will be performed and what tasks will be required in a given job.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Recruitment

A

The process through which the organization seeks applicants for potential employment.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Selection

A

The process by which the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Training

A

An organization’s planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Development

A

The acquisition of knowledge, skills, and behaviors that improve an employee’s ability to meet changes in job requirements and in customer demands. Not always related to current job.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Performance Management

A

The process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Workforce Analytics

A

The use of quantitative tools and scientific methods to analyze data from human resource databases and other sources to make evidence-based decisions that support business goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Human Resource Planning

A

Identifying the numbers and types of employees the organization will require in order to meet its objectives.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Talent Management

A

A systematic, planned effort to attract, retain, develop, and motivate highly skilled employees and managers.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

Evidence-Based HR

A

Collecting and using data to show that human resource practices have a positive influence on the company’s bottom line or key stakeholders.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

Sustainability

A

An organization’s ability to profit without depleting its resources, including employees, natural resources, and the support of the surrounding community.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

Stakeholders

A

The parties with an interest in the company’s success (typically, shareholders, the community, customers, and employees).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

Work Flow Design

A

The process of analyzing the tasks necessary for the production of a product or service.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

Job

A

A set of related duties.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

Position

A

The set of duties (job) performed by a particular person.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

Job Description

A

A list of the tasks, duties, and responsibilities (TDRs) that a particular job entails.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

Job Specifications

A

A list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

Position Analysis Questionnaire

A

A standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

Fleishman Job Analysis

A

Job analysis technique that asks subject-matter experts to evaluate a job in terms of the abilities required to perform the job.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

Competency

A

An area of personal capability that enables employees to perform their work successfully.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

Job Design

A

The process of defining how work will be performed and what tasks will be required in a given job.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

Industrial Engineering

A

The study of jobs to find the simplest way to structure work in order to maximize efficiency.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

Job Enlargement

A

Broadening the types of tasks performed in a job.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

Job Extension

A

Enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks.

59
Q

Job Rotation

A

Enlarging jobs by moving employees among several different jobs.

60
Q

Job enrichment

A

Empowering workers by adding more decision-making authority to jobs.

61
Q

Flextime

A

A scheduling policy in which full-time employees may choose starting and ending times within guidelines specified by the organization.

62
Q

Job Sharing

A

A work option in which two part-time employees carry out the tasks associated with a single job.

63
Q

Forecasting

A

The attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses.

64
Q

Trend Analysis

A

Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year.

65
Q

Leading Indicators

A

Objective measures that accurately predict future labor demand.

66
Q

Transitional Matrix

A

A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period.

67
Q

Core Competency

A

A set of knowledges and skills that make the organization superior to competitors and create value for customers.

68
Q

Downsizing

A

The planned elimination of large numbers of personnel with the goal of enhancing the organization’s competitiveness.

69
Q

Outsourcing

A

Contracting with another organization (vendor, third-party provider, or consultant) to provide services.

70
Q

Workforce Utilization Review

A

A comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market.

71
Q

Recruiting

A

Any activity carried on by the organization with the primary purpose of identifying and attracting potential employees.

72
Q

Employment at Will

A

Employment principle that if there is no specific employment contract saying otherwise, the employer or employee may end an employment relationship at any time, regardless of cause.

73
Q

Due-Process Policies

A

Policies that formally lay out the steps an employee may take to appeal the employer’s decision to terminate that employee.

74
Q

Job Positioning

A

The process of communicating information about a job vacancy on company bulletin boards, in employee publications, on corporate intranets, and anywhere else the organization communicates with employees.

75
Q

Referrals

A

People who apply for a vacancy because someone in the organization prompted them to do so.

76
Q

Direct Applicants

A

People who apply for a vacancy without prompting from the organization.

77
Q

Nepotism

A

The practice of hiring relatives.

78
Q

Yield Ratios

A

A ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next.

79
Q

Cost per Hire

A

The total amount of money spent to fill a vacancy. The number is computed by finding the cost of using a particular recruitment source and dividing that cost by the number of people hired to fill that type of vacancy.

80
Q

Realistic Job Preview

A

Background information about a job’s positive and negative qualities.

81
Q

Predictive Validation

A

Research that uses the test scores of all applicants and looks for a relationship between the scores and the future performance of the applicants who were hired.

82
Q

Concurrent Validation

A

Research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance.

83
Q

Content Validity

A

Consistency between the test items or problems and the kinds of situations or problems that occur on the job.

84
Q

Construct Validity

A

Consistency between a high score on a test and high level of a construct such as intelligence or leadership ability, as well as between mastery of this construct and successful performance of the job.

85
Q

Generalizable

A

Valid in other contexts beyond the context in which the selection method was developed.

86
Q

Utility

A

The extent to which something provides economic value greater than its cost.

87
Q

Instructional Design

A

A process of systematically developing training to meet specified needs.

88
Q

Learning Management System

A

A computer application that automates the administration, development, and delivery of training programs.

89
Q

Needs Assessment

A

The process of evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary.

90
Q

Organization Analysis

A

A process for determining the appropriateness of training by evaluating the characteristics of the organization.

91
Q

Person Analysis

A

A process for determining individuals’ needs and readiness for training.

92
Q

Task Analysis

A

The process of identifying the tasks, knowledge, skills, and behaviors that training should emphasize.

93
Q

E-learning

A

Receiving training via the Internet or the organization’s intranet.

94
Q

Electronic Performance Support System

A

Computer application that provides access to skills training, information, and expert advice as needed.

95
Q

On-The-Job Training

A

Training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace.

96
Q

Apprenticeship

A

A work-study training method that teaches job skills through a combination of on-the-job training and classroom training.

97
Q

Internship

A

On-the-job learning sponsored by an educational institution as a component of an academic program.

98
Q

Simulation

A

A training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job.

99
Q

Avatars

A

Computer depictions of trainees, which the trainees manipulate in an online role-play.

100
Q

Virtual Reality

A

A computer-based technology that provides an interactive, three-dimensional learning experience.

101
Q

Experiential Programs

A

Training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations.

102
Q

Adventure Learning

A

A teamwork and leadership training program based on the use of challenging, structured outdoor activities.

103
Q

Cross-training

A

Team training in which team members understand and practice each other’s skills so that they are prepared to step in and take another member’s place.

104
Q

Coordination training

A

Team training that teaches the team how to share information and make decisions to obtain the best team performance.

105
Q

Team Leader Training

A

Training in the skills necessary for effectively leading the organization’s teams.

106
Q

Action Learning

A

Training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out.

107
Q

Protean Career

A

A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment.

108
Q

Self-Assessment

A

The use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies.

109
Q

Feedback

A

Information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans.

110
Q

Tuckman’s Model of Group Development Stages:

A

Forming
Storming
Norming
Performing
Adjourning

111
Q

Work Teams

A

Long term, well-defined purpose, require full commitment from members

112
Q

Project Teams

A

Assembled to address specific problem, duration can vary, members usually divide time.

113
Q

5 Competencies of Team Players

A

Contribute, Interact, On track, high-quality, KSAs

114
Q

Trust is thought to come in three forms:

A

Contractual, Communication, Competence

115
Q

Violations that are competence based vs integrity based when it comes to repairing trust

A

Integrity based violations are harder to repair.

116
Q

3 C’s of effective teams:

A

Team Charters
Team Composition
Capacity

117
Q

Five Bases of Power:

A

Legitimate
Expert
Reward
Referent
Coercive

118
Q

Criterion-related validity

A

A measure of validity based on showing a substantial correlation between test scores and job performance scores.

119
Q

Validity

A

The extent to which performance on a measure (such as a test score) is related to what the measure is designed to assess (such as job performance).

120
Q

Reliability

A

The extent to which a measurement is free from random error.

121
Q

-Describe the key characteristics of groups and differentiate them from those of teams

A

Groups consist of two or more individuals who have no/low task dependency, are not accountable to each other, and may not assemble for a specified period of time.

Teams are more unified and dependent on one another.

122
Q

-Explain the group development process

A

Forming, storming, norming, performing, and adjourning. Also punctuated equilibrium.

123
Q

-Illustrate your ability to foster team effectiveness

A

Three C’s of effective teams. Rewards and collaboration are important means of fostering team effectiveness.

124
Q

-Differentiate and apply the main forms of organizational politics.

A

Political action occurs at three levels-individual, coalition, and network.

125
Q

-Identify the responsibilities of human resource departments

A

Analyze and design jobs
Recruit and select employees
Equip, train, develop employees
Plan and pay employee benefits
Engage in employee relations
Comply with labor laws.

126
Q

-Summarize the elements of work flow analysis

A
  1. Identify the amount and quality of a work unit’s output
  2. Determine the work process required to produce the outputs
  3. Identify the inputs used to carry out the process.
127
Q

-Describe how work flow is related to an organizations structure

A

Individuals must cooperate to create outputs. People may be grouped.

A functional structure is most appropriate for highly specialized jobs, empowerment and teams work succeed best in a divisional structure.

128
Q

-Define the elements of a job analysis, and discuss their significance for Human Resource Management.

A

Job Analysis is the process of getting detailed information about jobs

They provide a foundation for carrying out many HRM responsibilities.

129
Q

-Tell how to obtain information for a job analysis

A

Comes from incumbents and their supervisors, the Labor Department, Job analysts.

130
Q

-Summarize recent trends in job analysis

A

Organizations develop competency models, which identifies and describes all the competencies required for a job.

131
Q

-Describe methods for designing a job so that it can be done efficiently.

A

Industrial engineering, which looks for the simplest way to structure work to maximize efficiency.

132
Q

-Identify approaches to designing a job to make it motivating.

A

Jobs are motivating if they have skill variety, task identity, task significance, and feedback.

133
Q

-Define ways to measure the success of a selection method

A

Reliability, validity, utility.

134
Q

-Explain how to assess the need for training

A

Organization analysis, person analysis, and task analysis.

135
Q

-Compare widely used training methods.

A

Classroom instruction is most widely used and least expensive. Also audiovisual techniques, on-the-job, simulation.

136
Q

-Discuss how development is related to training and careers

A

Training is for a certain job while development is for their careers. Careers change a lot.

137
Q

-Identify the methods organizations use for employee development

A

Educational programs, mentors, coaches, assessments, job experiences.

138
Q

-Identify the steps in the process of career management.

A

Gather data, provide feedback, set goals and discuss with manager, create an action plan.

139
Q

Elaborator

A

The person who promotes greater understanding through examples or exploration of implications for a group

140
Q

Stage of the group development process where group members ask, “How can I best perform my role?”

A

Performing

141
Q

The use of expert power tends to result in

A

Commitment

142
Q

Task significance

A

The extent to which the job has an important impact on the lives of other people.

143
Q

Instructional Design Process

A

Assessment of the needs for training

Ensures that employees are ready for training

Plan the training program

Implement the program

Evaluate the results

144
Q

The many approaches to employee development fall into four broad categories:

A

Formal education
Assessment
Job experiences
Interpersonal relationships

HR (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions