Exam 2 (Chapters 5-8) Flashcards
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
Forecasting
Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year
Trend Analysis
Objective measures that accurately predict future labor demand
Leading Indicators
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
Transitional Matrix
A set of knowledge and skills that make the organization superior to competitors and create value for customers
Core Competency
The planned elimination of large numbers of personnel with the goal of enhancing the organization’s competitiveness
Downsizing
Closing outdated factories, automating, or introducing other technological changes reduces the need for labor.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
Replacing labor with technology
When organizations combine, they often need less bureaucratic overhead, so they lay off managers and some professional staff members
Mergers and acquisitions
Contracting with another organization to perform a broad set of services
Outsourcing
A comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market
Workforce Utilization Review
Any activity carried on by the organization with the primary purpose of identifying and attracting potential employees
Recruiting
Organizations with policies to “promote from within” try to fill upper-level vacancies by recruiting candidates internally
Internal vs. external recruiting
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
Employment at Will
Policies that formally lay out the steps an employee may take to appeal the employer’s decision to terminate that employee
Due-Process Policies
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
Job posting
People who apply for a vacancy without promoting from the organization
Direct Applicants
People who apply for a vacancy because someone in the organization prompted them to do so
Referrals
The practice of hiring relatives
Nepotism
A ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next
Yield Ratio
Background information about a job’s positive and negative qualities
Realistic Job Preview
The process through which organizations make decisions about who will or will not be allowed to join the organization
Personnel Selection
The extent to which a measurement is free from random error
Reliability
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)
Validity
A measure of validity based on showing a substantial correlation between test scores and job performance scores
Criterion-Related Validity
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
Predictive Validation
Research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance
Concurrent Validation
Consistency between the test items or problems and the kinds of situations or problems that occur on the job
Content Validity
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
Construct Validity
Valid in other contexts beyond the context in which the selection method was developed
Generalizable
The extent to which something provides economic value greater than its cost
Utility
Federal law requiring employers to verify and maintain records on applicants’ legal rights to work in the United States
Immigration Reform and Control Act of 1986
The applicant’s name, address, phone number, and e-mail address
Contact information
Companies the applicant worked for, job titles, and dates of employment
Work experience
High school, college, and universities attended and degree(s) awarded
Educational background
Signature following a statement that the applicant has provided true and complete information
Applicant’s signature
Tests that assess how well a person can learn or acquire skills and abilities
Aptitude Tests
Tests that measure a person’s existing knowledge and skills
Achievement Tests
Tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability
Cognitive Ability Tests
A wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential
Assessment CEnter
A selection interview in which the interviewer has great discretion in choosing questions to ask each candidate
Non-directive Interview
A selection interview that consists of a predetermined set of questions for the interviewer to ask
Structured interview
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
Situational interview
A structured interview in which the interview ask the candidate to describe how he or she handled a type of situation in the past
Behavior Description Interview (BDI)
Selection Interview in which several members of the organization meet the interview each candidate
Panel Interview
Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process
Multiple-Hurdle Model
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
Compensatory Model
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
Training
A process of systematically developing training to meet specified needs
Instructional Design
A computer application that automates the administration, development, and delivery of training programs
Learning Management System (LMS)
The process of evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary
Needs Assessment
A process for determining the appropriateness of training by evaluating the characteristics of the organization
Organization Analysis
A process of determining individuals’ needs and readiness for training
Person Analysis
The process of identifying and analyzing tasks to be trained for
Task Analysis
A combination of employee characteristics and positive work environment that permit training
Readiness for Training
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.
Request for Proposal (RFP)
Receiving training via the internet or the organization’s intranet
E-learning
Computer application that provides access to skills training, information, and expert advice as needed
Electronic Performance Support System (EPSS)
Training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace
On-the-job training
A work-study training method that teaches job skills through a combination of on-the-job training and classroom training
Apprenticeship
On-the-job learning sponsored by an educational institution as a component of an academic program
Internship
A training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job
Simulation
Computer depictions of trainees, which the trainees manipulate in an online role-play
Avatars
A computer-based technology that provides an interactive, three-dimensional learning experience
Virtual Reality
Training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations
Experiential Programs
A teamwork and leadership training program based on the use of challenging, structured outdoor activities
Adventure Learning
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
Cross-Training
Team training that teaches the team how to share information and make decisions to obtain the best team performance
Coordination Training
Training in the skills necessary for effectively leading the organization’s teams
Team Leader Training
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
Action Learning
The difficulty level of written materials
Readability
On-the-job use of knowledge, skills, and behaviors learned in training
Transfer of Training
Groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished.
Communities of Practice
Training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships
Orientation
Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce
Diversity Training
The process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals
Performance management
Effective performance management helps the organization achieve its business objectives
Strategic purpose
Refers to the ways in which organization use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs
Administrative purpose
Serves as a basis for developing employees’ knowledge and skills
Developmental purpose
Refers to whether the appraisal measures all the relevant aspects of performance and omits irrelevant aspects of performance
Validity
Describes the consistency of the results that the performance measure will deliver
Reliability
Consistency of results when more than one person measure performance
Interrater reliability
Refers to the consistency of results overtime
Test-retest reliability
Method of performance measurement that requires managers to rank employees in their group from the highest performer to the poorest performer
Simple Ranking
Method of performance measurement that assigns a certain percentage of employees to each category in a set of categories
Forced-Distribution Method
Method of performance measurement that compares each employee with each other employee to establish rankings
Paired-Comparison Method
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
Graphic Rating Scale
Method of performance measurement that uses several statements describing each trait to produce a final score for that trait
Mixed-Standard Scales
Method of performance measurement based on managers’ records of specific examples of the employee acting in ways that are either effective or ineffective
Critical-Incident Method
Method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance
Behaviorally Anchored Rating Scale (BARS)
A variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task
Behavioral Observation Scale (BOS)
A plan for managing the behavior of employees through a formal system of feedback and reinforcement
Organizational Behavior Modification (OBM)
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
Management by Objectives (MBO)
Performance measurement that combines information from the employee’s managers, peers, subordinates, self, and customers
360-Degree Performance Appraisal
Meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors
Calibration Meeting
When a motivated employee lacks knowledge, skills, or abilities in some area, the manager may offer coaching, training, and more detailed feedback
Lack of ability
Managers with an unmotivated employee can explore ways to demonstrate that the employee is being treated fairly and rewarded adequately
Lack of Motivation
Performance may improve if the manager directs the employee’s attention to the significance of the problem by withholding rewards or providing specific feedback
Lack of both
