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MGT 367 > Exam 2 (Chapters 5-8) > Flashcards

Exam 2 (Chapters 5-8) Flashcards

1
Q

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

A

Forecasting

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2
Q

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

A

Trend Analysis

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3
Q

Objective measures that accurately predict future labor demand

A

Leading Indicators

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4
Q

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

A

Transitional Matrix

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5
Q

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

A

Core Competency

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6
Q

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

A

Downsizing

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7
Q

Closing outdated factories, automating, or introducing other technological changes reduces the need for labor. Often, the labor saving outweigh the cost of the new technology

A

Replacing labor with technology

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8
Q

When organizations combine, they often need less bureaucratic overhead, so they lay off managers and some professional staff members

A

Mergers and acquisitions

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9
Q

Contracting with another organization to perform a broad set of services

A

Outsourcing

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10
Q

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

A

Workforce Utilization Review

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11
Q

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

A

Recruiting

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12
Q

Organizations with policies to “promote from within” try to fill upper-level vacancies by recruiting candidates internally

A

Internal vs. external recruiting

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13
Q

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

A

Employment at Will

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14
Q

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

A

Due-Process Policies

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15
Q

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

A

Job posting

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16
Q

People who apply for a vacancy without promoting from the organization

A

Direct Applicants

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17
Q

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

A

Referrals

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18
Q

The practice of hiring relatives

A

Nepotism

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19
Q

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

A

Yield Ratio

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20
Q

Background information about a job’s positive and negative qualities

A

Realistic Job Preview

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21
Q

The process through which organizations make decisions about who will or will not be allowed to join the organization

A

Personnel Selection

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22
Q

The extent to which a measurement is free from random error

A

Reliability

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23
Q

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)

A

Validity

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24
Q

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

A

Criterion-Related Validity

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25
Q

Research that uses the test scores of all applicant and looks for a relationship between the scores and future performance of the applicant who we hired

A

Predictive Validation

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26
Q

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

A

Concurrent Validation

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27
Q

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

A

Content Validity

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28
Q

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

A

Construct Validity

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29
Q

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

A

Generalizable

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30
Q

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

A

Utility

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31
Q

Federal law requiring employers to verify and maintain records on applicants’ legal rights to work in the United States

A

Immigration Reform and Control Act of 1986

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32
Q

The applicant’s name, address, phone number, and e-mail address

A

Contact information

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33
Q

Companies the applicant worked for, job titles, and dates of employment

A

Work experience

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34
Q

High school, college, and universities attended and degree(s) awarded

A

Educational background

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35
Q

Signature following a statement that the applicant has provided true and complete information

A

Applicant’s signature

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36
Q

Tests that assess how well a person can learn or acquire skills and abilities

A

Aptitude Tests

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37
Q

Tests that measure a person’s existing knowledge and skills

A

Achievement Tests

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38
Q

Tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability

A

Cognitive Ability Tests

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39
Q

A wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential

A

Assessment CEnter

40
Q

A selection interview in which the interviewer has great discretion in choosing questions to ask each candidate

A

Non-directive Interview

41
Q

A selection interview that consists of a predetermined set of questions for the interviewer to ask

A

Structured interview

42
Q

A structured interview in which the interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation

A

Situational interview

43
Q

A structured interview in which the interview ask the candidate to describe how he or she handled a type of situation in the past

A

Behavior Description Interview (BDI)

44
Q

Selection Interview in which several members of the organization meet the interview each candidate

A

Panel Interview

45
Q

Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process

A

Multiple-Hurdle Model

46
Q

Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another

A

Compensatory Model

47
Q

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

A

Training

48
Q

A process of systematically developing training to meet specified needs

A

Instructional Design

49
Q

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

A

Learning Management System (LMS)

50
Q

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

A

Needs Assessment

51
Q

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

A

Organization Analysis

52
Q

A process of determining individuals’ needs and readiness for training

A

Person Analysis

53
Q

The process of identifying and analyzing tasks to be trained for

A

Task Analysis

54
Q

A combination of employee characteristics and positive work environment that permit training

A

Readiness for Training

55
Q

The document outlining the type of service needed, the type and number of references needed, the number of employes to be trained, the date by which the training is to be completed, and the date by which proposals should be received.

A

Request for Proposal (RFP)

56
Q

Receiving training via the internet or the organization’s intranet

A

E-learning

57
Q

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

A

Electronic Performance Support System (EPSS)

58
Q

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

A

On-the-job training

59
Q

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

A

Apprenticeship

60
Q

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

A

Internship

61
Q

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

A

Simulation

62
Q

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

A

Avatars

63
Q

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

A

Virtual Reality

64
Q

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

A

Experiential Programs

65
Q

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

A

Adventure Learning

66
Q

Team training in which team member understand and practice each other’s sills so that they are prepare to step in and take another member’s place

A

Cross-Training

67
Q

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

A

Coordination Training

68
Q

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

A

Team Leader Training

69
Q

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

A

Action Learning

70
Q

The difficulty level of written materials

A

Readability

71
Q

On-the-job use of knowledge, skills, and behaviors learned in training

A

Transfer of Training

72
Q

Groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished.

A

Communities of Practice

73
Q

Training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships

A

Orientation

74
Q

Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce

A

Diversity Training

75
Q

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

A

Performance management

76
Q

Effective performance management helps the organization achieve its business objectives

A

Strategic purpose

77
Q

Refers to the ways in which organization use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs

A

Administrative purpose

78
Q

Serves as a basis for developing employees’ knowledge and skills

A

Developmental purpose

79
Q

Refers to whether the appraisal measures all the relevant aspects of performance and omits irrelevant aspects of performance

A

Validity

80
Q

Describes the consistency of the results that the performance measure will deliver

A

Reliability

81
Q

Consistency of results when more than one person measure performance

A

Interrater reliability

82
Q

Refers to the consistency of results overtime

A

Test-retest reliability

83
Q

Method of performance measurement that requires managers to rank employees in their group from the highest performer to the poorest performer

A

Simple Ranking

84
Q

Method of performance measurement that assigns a certain percentage of employees to each category in a set of categories

A

Forced-Distribution Method

85
Q

Method of performance measurement that compares each employee with each other employee to establish rankings

A

Paired-Comparison Method

86
Q

Method of performance measurement that lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait

A

Graphic Rating Scale

87
Q

Method of performance measurement that uses several statements describing each trait to produce a final score for that trait

A

Mixed-Standard Scales

88
Q

Method of performance measurement based on managers’ records of specific examples of the employee acting in ways that are either effective or ineffective

A

Critical-Incident Method

89
Q

Method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance

A

Behaviorally Anchored Rating Scale (BARS)

90
Q

A variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task

A

Behavioral Observation Scale (BOS)

91
Q

A plan for managing the behavior of employees through a formal system of feedback and reinforcement

A

Organizational Behavior Modification (OBM)

92
Q

A system in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organization’s overall goals; these goals become the standards for evaluating each employee’s performance

A

Management by Objectives (MBO)

93
Q

Performance measurement that combines information from the employee’s managers, peers, subordinates, self, and customers

A

360-Degree Performance Appraisal

94
Q

Meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors

A

Calibration Meeting

95
Q

When a motivated employee lacks knowledge, skills, or abilities in some area, the manager may offer coaching, training, and more detailed feedback

A

Lack of ability

96
Q

Managers with an unmotivated employee can explore ways to demonstrate that the employee is being treated fairly and rewarded adequately

A

Lack of Motivation

97
Q

Performance may improve if the manager directs the employee’s attention to the significance of the problem by withholding rewards or providing specific feedback

A

Lack of both

MGT 367 (4 decks)

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