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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
Past term that were used to describe the type of vocation.
PROFESSIONAL
26
Associated by women like midwife, nursing and Secretarial
PINK COLLAR
27
Classification of our work role in three categories
LABOR GRADE
28
Earnings that don't flactuate with the amount of work performed.
BY THE TIME WORKED
29
-earnings depends on how much work the employee completes
BY THE AMOUNT OF WORK PRODUCED
30
The line drawn freehand so that about the same number of data points fall above the line
EYE INSPECTION
31
This uses the statistical formula; the trend line will normally follow a straight path
THE LEAST SQUARES
32
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.
THE SECOND DEGREE CURVE
33
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
SKILLED LABOR
34
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.
UNSKILLED LABOR
35
Arguably the elite of the of the labor grades, these are those workers who need advanced degree to do their jobs
PROFESSIONAL
36
Stretch tightly to come up with the demand
ORGANIZATIONAL RESOURCES
37
Qualified candidates from the company
INTERNAL SOURCE
38
Hiring from the outside source is a management option
EXTERNAL SOURCE
39
Ads that do not reveal the identity of the company
BLIND ADS
40
Could become another source of employment opportunities
INTERNET
41
First step in the assessment of an applicant for the job
PRELIMINARY SCREENING
42
Directive interview is usually structured. Are usually more effective in promoting equal opportunities for all applicants
STRUCTURED INTERVIEW
43
Where the applicant takes the lead. Provides no specific reference and the applicant is given a free hand in talking about himself.
UNSTRUCTURED INTERVIEWS
44
Is the art and science of the analysis of the individual's traits through his hand writing
GRAPHOLOGY
45
Test are still the commonly used instruments for determining the qualifications
TESTING
46
It is wisely used to measure mental or general learning ability
INTELLIGENCE TEST
47
Most important part of the selection process
IN-DEPTH INTERVIEWS
48
Measures the person's capacity to learn a given job, provided there is adequate training
APTITUDE TEST
49
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.
ACHIEVEMENT OR PROFICIENCY TEST
50
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.
INTEREST TEST
51
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.
PERSONALITY TEST
52
Employees are sent to assessment centers to take examination covering personality tests, communication skills personal inventory assessment, benchmarking and other examination.
ASSESSMENT CENTERS
53
Pencil and paper tests have been used for years to determine employee's development potentials and needs
PSYCHOLOGICAL TEST
54
Measures the employees potential when done properly could he a good source of development information.
PERFORMANCE APPRAISAL
55
The planned activities that could be developed with in the company
IN-HOUSE OR ON COMPANY SITE
56
The range of the salary that is paid to an employee doing similar functions.
SALARY GRADE
57
His observant that "we have no control over a lot of things in life, We don't get to choose our parents.
JOHN C. MAXWELL
58
Important in the workplace
INTEGRITY
59
Linked to status as is wealth
JOB TYPE
60
The determination of organizational purpose and goals and how they are to be achieved.
STRATEGIC PLANNING
61
Integral component of a strategic plan which greatly affects productivity and organization performance.
HUMAN RESOURCE
62
This approach involves the listing of all the skills possessed by workforce and they are made to relate to the requirements of the organization.
SKILLS INVENTORY
63
technique wherein the personnel who are promotable to the higher positions are identified together with their back up or understudy.
RATIO ANALYSIS
64
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.
CASCADE APPROACH
65
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.
OVER-PLANNING
66
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
TECHNIQUE OVERLOAD
67
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.
BIAS FOR THE QUANTITATIVE
68
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.
BIAS FOR THE QUANTITATIVE
69
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
ISOLATION OF THE PLANNERS
70
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
ISOLATION FROM ORGANIZATIONAL OBJECTIVES
71
Any plan to develop the personnel and to improve the conditions of work must use the feedbacks from the line supervisor.
LACK OF LINE SUPERVISORS
72
Must rest on a solid foundation of information about sale forecasts
ORGANIZATIONAL GOALS
73
Second element in the planning process
HUMAN RESOURCE FORECAST
74
Usually accomplished by utilizing historical data and reliable ratios
FORECASTING
75
Final component of the strategic management process
STRATEGY EVALUATION AND CONTROL
76
Consist of strategies that evolve from the grass roots of the organization and can be thought of as what the organization actually do
EMERGENT STRATEGIES
77
Are the results of rational decision-making by the top management as they develop strategic plans
INTENDED STRATEGIES
78
Information must be systematic arranged and contain the needed data.
SYSTEMATIC
79
Information are essential tools for effective manpower planning
MANAGEMENT ORIENTED
80
The data and information stored in life must be applicable in making human resource decisions
APPLICABLE
81
The results from the information and the decisions derived thereat must be both acceptable to management and the employees concern
RESULT-ORIENTED
82
Includes payroll, job evaluation salary planning and analysis for executive compensation, planninh and management benefits
COMPENSATION AND BENEFITS APPLICATIONS

MIDTERMS (2 decks)

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