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Human Resources > HRM 5 and 6 > Flashcards

HRM 5 and 6 Flashcards

1
Q

The process of identifying qualified individuals and labor markets from which to recruit.

A

Sourcing

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2
Q

Activities that affect either the number or type of people willing to apply for and accept job offers.

A

Recruiting

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3
Q

A person actively looking for information about job opportunities.

A

Active Job Seeker

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4
Q

A person at least somewhat interested in finding a new job, but who inconsistently looks for one.

A

Semi-Passive Job Seeker

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5
Q

Someone not actively looking for a new job but could be tempted by the right opportunity.

A

Passive Job Seeker

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6
Q

Locates talent currently working for the company that would be a good fit with another position.

A

Internal Recruiting Source

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7
Q

Locates people looking for work outside of the organization.

A

External Recruiting Source

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8
Q

The ongoing process of preparing employees to assume other positions within the organization.

A

Succession Management

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9
Q

Communicate information about internal job openings to employees.

A

Internal Job Posting Systems

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10
Q

Proactively searching the Internet to locate semi-passive and passive job seekers with the characteristics and qualifications needed for a position.

A

Internet Data Mining

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11
Q

A place where multiple employers and recruits meet to discuss employment opportunities.

A

Job Fair

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12
Q

Opening a location in another country or outsourcing work to an existing company abroad.

A

Offshoring

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13
Q

Watching people work in similar jobs for other companies to evaluate their potential fit with your organization.

A

Observation

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14
Q

Websites that help job seekers and employers find one another.

A

Online Job Board

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15
Q

A searchable database of pre-screened resumes.

A

Resume Database

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16
Q

An independent company that specializes in the recruitment of talent.

A

Search Firm

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17
Q

People who apply for a job based on a sign on company property.

A

Walk-in

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18
Q

Positive or negative unintended consequences of recruiting activities.

A

Recruitment Spillover Effects

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19
Q

Software that helps manage the recruiting process.

A

Applicant Tracking System

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20
Q

Metrics that track how efficiently a firm is hiring.

A

Efficiency-Oriented Recruiting Metrics.

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21
Q

Recruiting metrics that track recruiting processes and outcomes that influence the organization’s performance, competitive advantage, or strategic execution.

A

Strategic Recruiting Metrics

22
Q

Presenting both positive and negative information about a job in an objective way.

A

Realistic Job Preview (RJP)

23
Q

A person’s general impression of an organization based on both feelings and fact.

A

Organizational Image

24
Q

An organization’s reputation as an employer.

A

Employer Image

25
Q

A symbolic picture of all the information connected to a company or a product, including its image.

A

Brand

26
Q

Summary of what an employer offers to employees.

A

Employer Brand

27
Q

The hiring process of gathering and evaluating the information used for deciding which applicants will be hired.

A

Selection

28
Q

The fit between a person’s abilities and the job’s demands and the fit between a person’s desires and motivations and the jobs attributes and rewards.

A

Person-Job Fit

29
Q

Match between an individual and his or her workgroup and supervisor.

A

Person-Group Fit

30
Q

The fit between an individual’s values, attitudes, and personality and the organization’s values, norms, and culture.

A

Person-Organization Fit

31
Q

Assessment method that reduces the pool of applicants to a group of job candidates.

A

Screening Assessment Method

32
Q

Assessment method used to evaluate job candidates which will help identify whom to hire.

A

Evaluative Assessment Methods

33
Q

Assessment method used for determining whether a candidate has a job offer if they pass.

A

Contingent Assessment Methods

34
Q

Written information about skills and education, job experience, and other relevant job information.

A

Job Application

35
Q

Assesses general mental abilities including reasoning, logic, and perceptual abilities.

A

Cognitive Ability Test

36
Q

Assesses visual, auditory, and speech perception.

A

Sensory Test

37
Q

Assesses strength, physical dexterity, and coordination.

A

Psychomotor Test

38
Q

Assesses attitudes and experiences related to reliability, trustworthiness, honesty, and moral character.

A

Integrity Test

39
Q

Measures the knowledge required of a job.

A

Job Knowledge Test

40
Q

Situation in which varying questions are asked across interviews, and there are usually no standards for evaluating answers.

A

Unstructured Interview

41
Q

Uses consistent, job-related questions with predetermined scoring keys.

A

Structured Interview

42
Q

Uses information about what the applicant has done in the past to predict future behaviors.

A

Behavioral Questions

43
Q

The candidate is given a business situation or problem and asked to present a well-thought-out solution.

A

Case Question

44
Q

Ask how the applicant might react to hypothetical situations.

A

Situational Interview Questions

45
Q

Evaluates the performance of factual or simulated work tasks.

A

Work Sample

46
Q

A type of work sample that gives candidates actual job tasks to perform or simulates critical events that might occur to assess how well candidates handle them.

A

Simulation

47
Q

Assesses factors including personal and credit characteristics, criminal history, and reputation.

A

Background Check

48
Q

When candidates must receive a passing score on an assessment before being allowed to continue in the selection process.

A

Multiple Hurdle Approach

49
Q

When high scores on some assessments can compensate for low scores on other assessments.

A

Compensatory Approach

50
Q

The perceived fairness of the hiring outcomes.

A

Distributive Fairness

51
Q

The perceived fairness of the policies and procedures used to determine the outcome when hiring.

A

Procedural Fairness

52
Q

The degree of respect and the quality of the interpersonal treatment received during the hiring process.

A

Interactional Fairness

Human Resources (5 decks)

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