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MGT 367 > Exam 3 (Chapter 9-12) > Flashcards

Exam 3 (Chapter 9-12) Flashcards

1
Q

The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers

A

Employee Development

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2
Q

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

A

Protean Career

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3
Q

Collecting information and providing feedback to employees about their behavior, communication, style, or skills

A

Assessment

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4
Q

Psychological test that identifies individuals preferences for source of energy, means of information gathering, way of decision-making and lifestyle, providing information for team building and leadership development

A

Myers-Briggs Type Indicator (MBTI)

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5
Q

An assessment process in which multiple raters or evaluators evaluate employees’ performance on a number of exercises, usually as they work in a group at an off-site location

A

Assessment Center

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6
Q

An assessment center exercise in which a team of five to seven employees is assigned a problem and must work together to solve it within a certain time period

A

Leaderless Group Discussion

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7
Q

A measurement tool that gathers ratings of manager’s use of skills associated with success in managing

A

Benchmarks

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8
Q

Performance measurement by the employee’s, supervisors, peers, employees, and customers

A

360 degree feedback

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9
Q

The process of measuring employees’ performance

A

Performance appraisal

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10
Q

Involves adding challenges or new responsibilities to employees’ current job

A

Job enlargement

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11
Q

The combination of relationships, problems, demands, tasks, and other features of an employees jobs

A

Job experiences

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12
Q

Moving employees through a seres of job assignments in one or more functional areas

A

Job rotation

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13
Q

Assignment of an employee to a position in a different area of the company, usually in a lateral move

A

Transfer

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14
Q

Assignment of an employee to a position with less responsibility and authority

A

Downward move

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15
Q

Assignment of an employee to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accompanied by a pay increase

A

Promotion

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16
Q

Employee development through a full-time temporary position at anther organization

A

Externship

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17
Q

A leave of absence from an organization to renew or develop skills

A

Sabbatical

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18
Q

An experienced, productive senior employee who helps develop less-experienced employee

A

Mentor

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19
Q

A peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback

A

Coach

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20
Q

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

A

Self-assessment

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21
Q

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

A

Feedback

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22
Q

Circumstances resembling an invisible barrier that keep most omen and minorities from attaining the top jobs in organizations

A

Glass Ceiling

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23
Q

The process of identifying and tracking high potential employees who will be able to fill top management positions when they become vacant

A

Succession Planning

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24
Q

Turnover initiated by an employer(often employers who would prefer to stay)

A

Involuntary turnover

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25
Q

Turnover initiated by employees (often when the organization would prefer to keep them)

A

Voluntary Turnover

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26
Q

A judgement that the consequences given to employees who are just

A

Outcome fairness

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27
Q

A judgement that fair methods were used to determine the consequences an employee receives

A

Procedural Justice

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28
Q

A judgment that the organization carried out its actions in a way that took the employee’s feelings into account

A

Interactional Justice

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29
Q

Principle of discipline that says discipline should be like a hot stove, giving clear warning and following up with consistent, objective, immediate consequences

A

Hot-Stove Rule

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30
Q

A formal discipline process in which the consequences become more serious if the employee repeats its offense

A

Progressive Discipline

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31
Q

Methods of solving a problem by bringing in an impartial outsider but not using the court system

A

Alternative Dispute Resolution (ADR)

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32
Q

An organization’s policy of making managers available to hear complaints

A

Open-Door Policy

33
Q

Process for resolving disputes by taking them to a panel composed of representatives from the organization at the same levels as the people in the disputes

A

Peer Review

34
Q

Non-binding process in which a neutral party from outside the organization hears the case and tries to help the people in conflict arrive at a settlement

A

Mediation

35
Q

Binding process in which a professional arbitrator from outside the organization (usually a lawyer or judge) hears the case and resolves it by making a decision

A

Arbitration

36
Q

A referral service that employees can use to seek professional treatment for emotional problems or substance abuse

A

Employee Assistance Program (EAP)

37
Q

A service in which professional try to help dismissed employees manage the transition from one job to another

A

Outplacement Counseling

38
Q

The degree to which employees are fully involved in their work and the strength of their job and company commitment

A

Employee Engagement

39
Q

A set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally

A

Job withdrawal

40
Q

The set of behaviors that people expect of a person in a particular job

A

Role

41
Q

Uncertainty about what the organization expects from the employee in terms of what to do or how to do it

A

Role ambiguity

42
Q

An employee’s recognition that demands of the job are incompatible or contradictory

A

Role conflict

43
Q

A state in which too many expectations or demands are placed on a person

A

Role Overload

44
Q

The degree to which people identify themselves with their jobs

A

Job involvement

45
Q

The degree to which an employee identifies with the organization and is willing to put forth effort on its behalf

A

Organizational Commitment

46
Q

A pleasant feeling resulting from the perception that one’s job fulfills or allows for the fulfillment of one’s important job values

A

Job satisfaction

47
Q

A process of formally identifying expectations associated with a role

A

Role analysis technique

48
Q

A meeting of a departing employee with the employee’s supervisor and/or a human resource specialist to discuss the employee’s reasons for leaving

A

Exit Interview

49
Q

The relative pay for different jobs within the organization

A

Job structure

50
Q

The average amount (including wages, salaries, and bonuses) the organization pays for a particular job

A

Pay level

51
Q

The pay policy resulting from job structure and pay-level decisions

A

Pay Structure

52
Q

The lowest amount that employers may payer under federal or state law, stated as an amount of pay per hour

A

Minimum wage

53
Q

Federal law that establishes a minimum wage and requirements for overtime pay and child labor

A

Fair Labor Standards Act (FLSA)

54
Q

Managers outside salespeople, and any other employees not covered by the FLSA requirement for overtime pay

A

Exempt Employees

55
Q

Employees covered by the FLSA requirements for overtime employees

A

Nonexempt Employees

56
Q

A procedure in which an organization compares its own practices against those of successful competitors

A

Benchmarking

57
Q

An administrative procedure for measuring the relative internal worth of the organization’s job

A

Job evaluation

58
Q

Rate of pay for each hour worked

A

Hourly wage

59
Q

Rate of pay for each unit produced

A

Piecework Rate

60
Q

Rate of pay for each week, month, or year worked

A

Salary

61
Q

A graphed line showing the mathematical relationship between job evaluation points and pay rate

A

Pay Policy Line

62
Q

Sets of jobs having similar worth or content, grouped together to establish rates of pay

A

Pay Grades

63
Q

A set of possible pay rates defined by a minimum, maximum, and midpoint of pay for employees holding a particular job or a job within a particular pay grade

A

Pay Range

64
Q

Adjustment to a pay rate to reflect differences in working conditions or labor markets

A

Pay Differential

65
Q

Reducing the number of levels in the organization’s job structure

A

Delayering

66
Q

Pay structures that set pay according to the employees’ levels of skill or knowledge and what they are capable of doing

A

Skill-Based Pay Systems

67
Q

Forms of pay linked to an employees performance as an individual, group member, or organization member

A

Incentive Pay

68
Q

A wage based on the amount of workers produce

A

Piecework Rate

69
Q

Incentive pay in which the employer pays the same rate per piece, no matter how much the worker produces

A

Straight Piecework Plan

70
Q

Incentive in which the piece rate is higher when a greater amount is produced

A

Differential Piece Rates

71
Q

An incentive plan that pays workers extra for work done in less than a preset “standard time”

A

Standard Hour Plan

72
Q

A system linking pay increases to rating on performance appraisals

A

Merit Pay

73
Q

Incentive pay calculated as a percentage of sales

A

Commissions

74
Q

Group incentive program that measure improvements in productivity and effectiveness and distributes a portion of each gain to employees

A

Gainsharing

75
Q

A gainsharing program in which employees receive a bonus if the ratio of labor costs to the sales value of production is below a set standard

A

Scanlon Plan

76
Q

Incentive pay in which payments are a percentage of the organization’s profits and do not become part of the employees’ base salary

A

Profit Sharing

77
Q

Rights to buy a certain number of shares of stock at a specified price

A

Stock options

78
Q

An arrangement in which the organization distributes shares of stock to all its employees by placing it in a trust

A

Employee Stock Ownership Plan (ESOP)

79
Q

A combination of performance measures directed toward the company’s long and short term goals and used as the basis for awarding incentive pay

A

Balanced Scorecard

MGT 367 (4 decks)

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