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MIDTERMS > HRM midterms > Flashcards

HRM midterms Flashcards

1
Q

When that is gradually gained acceptance and recognition in private business

A

Early 1950’s

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2
Q

Nationwide organization of all personnel manager

A

PMAP( Personnel Management Association of the Philippines)

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3
Q

-made up of people
-must deal with many and diverse changes

A

ORGANIZATION

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4
Q

-Concerned with promoting and enhancing the development
-Face challenges to motivate and develop well trained and committed work force.

A

HUMAN RESOURCE MANAGEMENT

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5
Q

Involves in the systematic gathering of data derived from services

A

PERSONNEL MANAGEMENT

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6
Q

-Needs to implement his choice at the right time
-foresee the portable success

A

PERSONNEL

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7
Q

Directly related to the companies success in meeting the competitive challenges

A

TOP MANAGEMENT

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8
Q

Known as JACK OF ALL TRADES

A

PERSONNEL MANAGER

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9
Q

Responsible for the formulation of personnel policy

A

TOP EXECUTIVE

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10
Q

Process of attracting the best individuals

A

RECRUITMENT

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11
Q

Process by which internal recruitment is accomplished.

A

JOB POSTING

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12
Q

Appears to be an ideal recruitment source.

A

WORD OF MOUTH

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13
Q

One popular and often affective means of soliciting applicants

A

ADVERTISING MEDIA

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14
Q

Used as mediums for manpower recruitment.

A

RADIO AND TELEVISION

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15
Q

Process of determining from among the applicants who can meet the job requirements.

A

SELECTION

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16
Q

Staff department and as functional authority to assists fine managers

A

HRD ( HUMAN RESOURCE DEPARTMENT)

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17
Q

Done for managerial and supervisory employees.

A

PANEL OR ROUND TABLE INTERVIEW

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18
Q

Important Instrument to test the personality of the applicant.

A

PERSONALITY TEST

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19
Q

Shifting employees from one job to another

A

JOB ROTATION

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20
Q

One of the most important functions of the human resources

A

THE PAYMENT OF THE PROPER SALARIES ANG WAGES

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21
Q

-Important date or information that managers must have.
- involvement of the gathering of specific information regarding the task.

A

JOB ANALYSIS

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22
Q

More objective as they have more experience conducting the job analysis.

A

MANAGEMENT CONSULTANT

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23
Q

Jobs within the class are treated the same way.

A

ECONOMIC ADMINISTRATION

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24
Q

Stated that people who achieved great heights but lack the bedrock character.

A

STEVE BERGLAS

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25
Q

Past term that were used to describe the type of vocation.

A

PROFESSIONAL

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26
Q

Associated by women like midwife, nursing and Secretarial

A

PINK COLLAR

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27
Q

Classification of our work role in three categories

A

LABOR GRADE

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28
Q

Earnings that don’t flactuate with the amount of work performed.

A

BY THE TIME WORKED

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29
Q

-earnings depends on how much work the employee completes

A

BY THE AMOUNT OF WORK PRODUCED

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30
Q

The line drawn freehand so that about the same number of data points fall above the line

A

EYE INSPECTION

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31
Q

This uses the statistical formula; the trend line will normally follow a straight path

A

THE LEAST SQUARES

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32
Q

Using another statistical formula; the trend line will normally take the form of a curve line and many more accurately indicate the trend of the data.

A

THE SECOND DEGREE CURVE

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33
Q

These are workers who have received specialized training to do their jobs. ( Carpenters, business executive, managers, artisans, accountants, engineers, police, mechanics blue or white collar

A

SKILLED LABOR

34
Q

These are workers who have received no special training and have few specific skills. ( Construction workers, sanitation, custodial workers, painters, factory assembly line workers, these are the blue collars.

A

UNSKILLED LABOR

35
Q

Arguably the elite of the of the labor grades, these are those workers who need advanced degree to do their jobs

A

PROFESSIONAL

36
Q

Stretch tightly to come up with the demand

A

ORGANIZATIONAL RESOURCES

37
Q

Qualified candidates from the company

A

INTERNAL SOURCE

38
Q

Hiring from the outside source is a management option

A

EXTERNAL SOURCE

39
Q

Ads that do not reveal the identity of the company

A

BLIND ADS

40
Q

Could become another source of employment opportunities

A

INTERNET

41
Q

First step in the assessment of an applicant for the job

A

PRELIMINARY SCREENING

42
Q

Directive interview is usually structured. Are usually more effective in promoting equal opportunities for all applicants

A

STRUCTURED INTERVIEW

43
Q

Where the applicant takes the lead. Provides no specific reference and the applicant is given a free hand in talking about himself.

A

UNSTRUCTURED INTERVIEWS

44
Q

Is the art and science of the analysis of the individual’s traits through his hand writing

A

GRAPHOLOGY

45
Q

Test are still the commonly used instruments for determining the qualifications

A

TESTING

46
Q

It is wisely used to measure mental or general learning ability

A

INTELLIGENCE TEST

47
Q

Most important part of the selection process

A

IN-DEPTH INTERVIEWS

48
Q

Measures the person’s capacity to learn a given job, provided there is adequate training

A

APTITUDE TEST

49
Q

Tries to measure the applicants knowledge of a given job. It tries to eliminate “trade bluffers” Who profess to know a particular type of work.

A

ACHIEVEMENT OR PROFICIENCY TEST

50
Q

Derived from hereditary and environmental factors. It tries to predict the success in the job if the person’s interest and job are properly matched.

A

INTEREST TEST

51
Q

It is considered as an important instrument to test the personality of the applicant especially for supervisory and managerial positions, are they have to relative of their co-workers in the industry.

A

PERSONALITY TEST

52
Q

Employees are sent to assessment centers to take examination covering personality tests, communication skills personal inventory assessment, benchmarking and other examination.

A

ASSESSMENT CENTERS

53
Q

Pencil and paper tests have been used for years to determine employee’s development potentials and needs

A

PSYCHOLOGICAL TEST

54
Q

Measures the employees potential when done properly could he a good source of development information.

A

PERFORMANCE APPRAISAL

55
Q

The planned activities that could be developed with in the company

A

IN-HOUSE OR ON COMPANY SITE

56
Q

The range of the salary that is paid to an employee doing similar functions.

A

SALARY GRADE

57
Q

His observant that “we have no control over a lot of things in life, We don’t get to choose our parents.

A

JOHN C. MAXWELL

58
Q

Important in the workplace

A

INTEGRITY

59
Q

Linked to status as is wealth

A

JOB TYPE

60
Q

The determination of organizational purpose and goals and how they are to be achieved.

A

STRATEGIC PLANNING

61
Q

Integral component of a strategic plan which greatly affects productivity and organization performance.

A

HUMAN RESOURCE

62
Q

This approach involves the listing of all the skills possessed by workforce and they are made to relate to the requirements of the organization.

A

SKILLS INVENTORY

63
Q

technique wherein the personnel who are promotable to the higher positions are identified together with their back up or understudy.

A

RATIO ANALYSIS

64
Q

this approach the setting off objectives flows from the top to bottom in the organization so that everyone gets a chance to make his contribution.

A

CASCADE APPROACH

65
Q

Plan is likely to fail through inherent weaknesses of having covered too many aspect of personnel management at the very early stage of HRP in the firm or government office.

A

OVER-PLANNING

66
Q

The use of many techniques sometimes leads to the gathering of so much information, this makes the techniques serve as a trap rather than a means of action

A

TECHNIQUE OVERLOAD

67
Q

There are planners in HRP who sometimes make the mistake of being drawn towards emphasizing the quantitative aspects of personnel management to the neglect of the quantitative side.

A

BIAS FOR THE QUANTITATIVE

68
Q

There are planners in HRP who sometimes make the mistake of being drawn towards emphasizing the quantitative aspects of personnel management to the neglect of the quantitative side.

A

BIAS FOR THE QUANTITATIVE

69
Q

When top management has a low regard for human resource activities and for the staff, they give little encouragement to HRP activities, ignore the plan

A

ISOLATION OF THE PLANNERS

70
Q

When HRP is pursued for its own sake or for norrow viewpoint of concentrating on HRD. Effort leads to the formulation of a plan that does not Interphase

A

ISOLATION FROM ORGANIZATIONAL OBJECTIVES

71
Q

Any plan to develop the personnel and to improve the conditions of work must use the feedbacks from the line supervisor.

A

LACK OF LINE SUPERVISORS

72
Q

Must rest on a solid foundation of information about sale forecasts

A

ORGANIZATIONAL GOALS

73
Q

Second element in the planning process

A

HUMAN RESOURCE FORECAST

74
Q

Usually accomplished by utilizing historical data and reliable ratios

A

FORECASTING

75
Q

Final component of the strategic management process

A

STRATEGY EVALUATION AND CONTROL

76
Q

Consist of strategies that evolve from the grass roots of the organization and can be thought of as what the organization actually do

A

EMERGENT STRATEGIES

77
Q

Are the results of rational decision-making by the top management as they develop strategic plans

A

INTENDED STRATEGIES

78
Q

Information must be systematic arranged and contain the needed data.

A

SYSTEMATIC

79
Q

Information are essential tools for effective manpower planning

A

MANAGEMENT ORIENTED

80
Q

The data and information stored in life must be applicable in making human resource decisions

A

APPLICABLE

81
Q

The results from the information and the decisions derived thereat must be both acceptable to management and the employees concern

A

RESULT-ORIENTED

82
Q

Includes payroll, job evaluation salary planning and analysis for executive compensation, planninh and management benefits

A

COMPENSATION AND BENEFITS APPLICATIONS

MIDTERMS (2 decks)

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