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Human Resource Management Flashcards

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1
Q

The field of study that investigates the behavior of employees within the context of an organization.

A

Organizational psychology

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2
Q

It is a field of study that concentrates on the selection and evaluation of employees.

A

Personnel psychology

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3
Q

A field of study concentrating on the interaction between humans and machines.

A

Human factors

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4
Q

A branch of psychology that applies the principles of psychology to the workplace.

A

Industrial-organizational psychology

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5
Q

A series of studies, conducted at the Western Electric plant in Hawthorne, Illinois, that have come to represent any change in behavior when people react to a change in the environment.

A

Hawthorne studies

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6
Q

When employees change their behavior due solely to the fact that they are receiving attention or are being observed.

A

Hawthorne effect

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7
Q

The field of I/O psychology consists of three major subfields: __________, __________, and ________.

A

Personnel Psychology, Organizational Psychology, and Human Factors

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8
Q

Focuses on determining the abilities needed to perform for a job, staffing the organization with employees of competencies, and increasing those capabilities through training.

A

Industrial Approach

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9
Q

Creates an organizational structure and culture that will motivate employees to perform well, give them the necessary information to do their jobs, and provide working conditions that are safe and result in an enjoyable and satisfying work/life environment.

A

Organizational Approach

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10
Q

Concerned with developing assessment methods for the selection, placement, and promotion of employees.

A

Selection and Placement

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11
Q

It is an approach that is concerned with the issues of leadership, job satisfaction, employee motivation, organizational communication, conflict management, organizational change, and group processes within an organization

A

Organizational Psychology

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12
Q

Concerned with identifying employee skills to be enhanced to improve job performance.

A

Training and Development

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13
Q

Process of identifying criteria or standards for determining how well employees are performing on their jobs.

A

Performance and Appraisal

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14
Q

Process of analyzing the structure of an organization to maximize the satisfaction and effectiveness of individuals, workgroups, and customers.

A

Organization Development

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15
Q

Concerned with factors that contribute to a healthy and productive workforce.

A

Quality of Worklife

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16
Q

Concerned with designing tools, equipment, and machines that are compatible with human skills.

A

Ergonomics/Human factors

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17
Q

The process of determining those applicants who are selected for hire versus those who are rejected.

A

Personnel Selection

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18
Q

Goals of Personnel Selection

A
  1. To hire qualified applicants.

2. To fairly assess the ability of all applicants and achieve diversification in the workforce.

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19
Q
  • Challenging, interesting, and meaningful work
  • High salary
  • Opportunities for advancement
  • Job security
  • Company stock options
  • Satisfactory working hours
  • Pleasant working conditions
  • Compatible co-workers
  • Signs of respect and appreciation from one’s boss
  • Opportunity to learn new skills
  • Fair and loyal supervisor
  • Being asked one’s opinion on work issues
  • Assistance with a personal problem
A

Employee Preferences

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20
Q

Its goals are as follows:

  1. To hire qualified applicants.
  2. To fairly assess the ability of all applicants and achieve diversification in the workforce.
A

Goals of Personnel Selection

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21
Q

It is the process of attracting potential candidates for a particular job vacancy.

A

Recruitment

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22
Q

3 Needs of Recruitment

A
  1. Projected
  2. Intended
  3. Unexpected
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23
Q

Give at least 5 Employee Preferences

A
  • Challenging, interesting, and meaningful work
  • High salary
  • Opportunities for advancement
  • Job security
  • Company stock options
  • Satisfactory working hours
  • Pleasant working conditions
  • Compatible co-workers
  • Signs of respect and appreciation from one’s boss
  • Opportunity to learn new skills
  • Fair and loyal supervisor
  • Being asked one’s opinion on work issues
  • Assistance with a personal problem
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24
Q

It is the activity that links employees and job seekers.

A

Recruitment

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25
Q

Are those movements in personnel recruitment need, which can be predicted by the organization through studying trends in the internal and external environment.

A

Projected Need

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26
Q

Is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization.

A

Recruitment

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27
Q

That needs arising from changes in organizational and retirement policy.

A

Intended Need

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28
Q

Resignation, deaths, accidents, illness give rise to unexpected needs

A

Unexpected Ned

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29
Q

The process of recruitment:

A
  1. Identify Vacancy
  2. Job Analysis
  3. Communicating Vacancy
  4. Managing the Response
  5. a Select Candidates
  6. b Arranging Interview
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30
Q

It is a procedure by which pertinent information is obtained about a job, i.e., it is the detailed and systematic study of information relating to the operations and responsibilities of a specific job.

A

Job Analysis

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31
Q
  1. Organizational strategy
  2. Organization size
  3. Number of Employees employed
  4. Recruitment policy
  5. Cost Incurred
A

Internal Factors Affecting Recruitment

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32
Q
  1. Government rules and regulation
  2. Supply and Demand
  3. Company Goodwill
  4. Economic Factor
  5. Competitors
A

External Factors Affecting Recruitment

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33
Q

Give at least 3 Internal Sources of Recruitment

A
  1. Promotions
  2. Retired Employees
  3. Retrenched Employees
  4. Transfers
  5. Deceased Employees
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34
Q

At this stage of the recruitment, detailed analysis should be considered which includes both job description (e.g., job title, location, duties, working condition, hazards etc.) and job specification (e.g., qualification, experience, age limit required).

A

Job Analysis

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35
Q

Give at least 3 Internal Factors Affecting Recruitment

A
  1. Organizational strategy
  2. Organization size
  3. Number of Employees employed
  4. Recruitment policy
  5. Cost Incurred
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36
Q

Give at least 3 External Factors Affecting Recruitment

A
  1. Government rules and regulation
  2. Supply and Demand
  3. Company Goodwill
  4. Economic Factor
  5. Competitors
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37
Q

Give at least 4 External Sources of Recruitment

A
  1. College students
  2. Placement Agencies/Consultancy
  3. Press Advertisements
  4. Recruitment at Factory Gate
  5. Employment Exchange
  6. Employee Referrals and Recommendation
  7. Unsolicited Applicants
  8. Labor Contractor
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38
Q

It is to determine whether an applicant meets the qualification for a specific job and to choose the applicant who is most likely to perform well in a particular job.

A

Selection Process

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39
Q

Traditional unit around which work is organized and the means by which individuals are linked to organizations.

A

Job

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40
Q

The study of a job to describe in specific terms the natures of the component tasks performed by the workers. It includes information about the tools or equipment used, the operations performed, the education and training required, the wages paid, and any unique aspects of the job such as safety hazards.

A

Job Analysis

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41
Q

A two-way process that allows a company to evaluate a candidate’s suitability for employment and offers the opportunity for candidates to determine whether the company and the job are right for them.

A

Interview

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42
Q

Measure the traits exhibited by normal individuals in everyday life (test of normal personality) and determine whether individuals have serious psychological problems (test of psychopathology).

A

Personality Inventory

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43
Q

Information obtained from persons with knowledge about the applicants’ background, skills, and work history. This is done to examine the other people’s impressions of the applicants and to verify the information the applicants reported in his or her vitae.

A

References and Letters of Recommendation

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44
Q

Putting together similar jobs based on pre-defined classifications mostly based on function, skill and
difficulty. Job grades are normally made as references.

A

Job classification

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45
Q

The process where a practitioner or researcher undertakes to determine the core tasks of a certain job

A

Job analysis

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46
Q

the document that included the job summary, duties, and responsibilities, competencies, and skills required of the
job.

A

Job Description

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47
Q

It is the need of recruitment that is affected by resignation, deaths, accidents, illness.

A

Unexpected

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48
Q

The need of recruitment arises from changes in organization and retirement policy.

A

Intended

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49
Q

The beginning of the recruitment process when the human resource department gets a requisition from other departments. (i.e., How many personnel are required in a particular department? What are the qualifications?). The type of questions analyzed in this stage.

A

Identify Vacancy

50
Q

It is a procedure, by which pertinent information is obtained about a job (i.e., ut us detailed and systematic study of information relating to the operations and responsibilities of a specific job).

A

Job Analysis

51
Q

It is a stage in the recruitment that is concerned with communicating vacancy to the desired applicant through advertisement in newspapers, radio, television, on the internet, etc.

A

Communicating Vacancy

52
Q

It is the crucial stage in the recruitment that should be done by well-qualified staff to avoid mishiring undesirable candidate and miss the opportunity to recruit the desirable.

A

Managing the response

53
Q

This stage in the recruitment should be done with sincerity. The HR department selects the candidates who are suitable for the particular job or profile.

A

Select Candidates

54
Q

This is the last stage in the recruitment process which leads to the initiation of the selection process.

A

Arranging Interview

55
Q

The growth and expansion plan of the organization and its implementation is a large factor to be considered in the recruitment process.

A

Organizational Strategy

56
Q

The size of the organization affects the recruitment process. Large organizations’ need for manpower results in frequent recruitment processes.

A

Organization Size

57
Q

If the organization has sufficient manpower for any task, new employees are not required as jobs may be fulfilled by the existing employees themselves. Otherwise, recruitment of new applicants is necessary.

A

Number of Employees Employed

58
Q

It should be simple, easy, approachable, and time-sensitive to contribute better to organization development.

A

Recruitment Policy

59
Q

It also affects the process itself because it cost the organization a certain amount of money. More than this, recruitment also requires the time and efforts of their personnel which is more costly than money.

A

Cost Incurred

60
Q

_______ and ______ of the specific skill in the marketplace also affect the recruitment process of the organization.

A

Supply and Demand

61
Q

The image of the employer may work as a potential constraint for recruitment. An organization with a positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with a negative image.

A

Company Goodwill

62
Q

The economy of the country or even the world also affect the recruitment of other organization. To face the competition in the market, many times the organizations have to change their recruitment because the company might be forced to retrench their employees.

A

Economic Factor

63
Q

Give at least 5 issues in the recruitment process

A
  1. Sources of recruiting
  2. Characteristics of recruiter
  3. College campus recruiting
  4. Adverse Impact
  5. Affirmative Action
  6. Kinds of Information provided to job applicants
  7. Discriminating during Selection
  8. Reverse Discrimination
64
Q

The relationship between the number of people to be hired (the number of jobs) and the number available to be hired (the potential labor supply).

A

Selection Ratio

65
Q

A conceptualization of the recruitment process reveals the ratio of initial contacts to individuals hired.

A

Recruiting Yield Pyramid

66
Q

Methods used to classify potential candidates as suitable or unsuitable for the job.

A

Selection Technique

67
Q

A score on the test that differentiates those who passed the test from those who failed.

A

Predictor Cutoff

68
Q

The percentage of the current employee in a job who are judged to be performing their jobs satisfactorily.

A

Base Rate

69
Q

A term to describe individuals who were correctly selected for hire because they became successful employees.

A

True Positive

70
Q

A term to describe individuals who were correctly rejected for employment because they would have been unsuccessful employees.

A

True Negative

71
Q

Individuals who were incorrectly rejected for employment because they were successful employees.

A

False Negative

72
Q

Individuals who were incorrectly accepted for employment because they were successful employees.

A

False Positive

73
Q

What is the 6 process of selection?

A
  1. Investigate the nature of the job
  2. Determine the most effective means of identifying characteristics in potential employees.
  3. Identify how potential employees are sourced.
  4. Perform other recruitment decisions based on the labor supply and job requirements.
  5. Select new employees using the appropriate selection techniques.
  6. Test the selection procedures to find out if they have succeeded in identifying the best workers for the job by evaluating the performance of the employees.
74
Q

A statement containing items such as job title, location, job summary, duties, machines, tools and equipment, materials supervision is given or received, working conditions, and hazards.

A

Job Description

75
Q

A statement of human qualification necessary to do the job. Usually contains such items as education, experience, training, judgment, initiative, physical effort, physical skills, responsibilities, communication skills, emotional characteristics, unusual sensory demands such as sight, smell, hearing.

A

Job Specification

76
Q

Involves extensive meetings with subject matter experts, or the person directly connected with the job.

A

Interviews

77
Q

Consist of 194 job elements related to specific behaviors and activities; employees and supervisors rate each element for its importance to the job in question.

A

Position Analysis Questionaire (PAQ)

78
Q

Job analysts directly observe the workers as they perform their jobs.

A

Direct Observation

79
Q

Workers and supervisors maintain detailed written records of their activities during a given time period.

A

Systematic Activity Logs

80
Q

A means of identifying specific activities or behaviors that lead to desirable or undesirable consequences of the job.

A

Critical Incidents Technique

81
Q

A method of assessing individuals through information about their past work experience.

A

Biographical Information (or Biodata)

82
Q

Solicits biographical data such as name, address, education, and work experience.

A

Application Blank

83
Q

An employee selection technique covering an applicant’s past behavior, attitudes, preferences, and values; has high predictive value but seldom used in the workplace.

A

Biographical Inventory

84
Q

The format and questions asked are left to the discretion of the interviewer; have low reliability and predictive validity but are still used far too often by organizations.

A

Unstructured interview

85
Q

Use a predetermined list of questions that are asked of every applicant for a particular job; higher reliability and predictive validity.

A

Structured Interview

86
Q

Focus not on personal characteristics or work experience but on behaviors needed for successful job performance; can be more valid than structured interviews in certain situations.

A

Situational Interview

87
Q

Uses computer software to conduct the initial interview by employing a fixed sequence of multiple-choice questions.

A

Online Interview

88
Q

Refers to a job that can be performed only by a person in a particular class

A

Bona Fide Occupational Qualification (BFOQ)

89
Q

Often use for jobs that require physical strength and stamina

A

Physical Ability Test

90
Q

Includes dimensions such as visions, color, discrimination, depth perception, glare sensitivity, speech, and hearing.

A

Perceptual Ability Test

91
Q

Includes dimensions such as finger dexterity, manual dexterity, control precision, multi-limb coordination, response, control, reaction time, arm-hand steadiness, and speed-of-limb

A

Psychomotor Ability Test

92
Q

Includes dimensions such as oral and written comprehension, oral and written expression, numerical facility, memorization, reasoning, and general learning

A

Cognitive Ability Test

93
Q

Assesses the extent to which an applicant can learn or perform a job-related skill.

A

Ability Test

94
Q

What are the 4 Ability Tests?

A
  1. Cognitive Ability Test
  2. Perceptual Ability Test
  3. Psychomotor Ability Test
  4. Physical Ability Test
95
Q

A type of personnel selection test in which the candidate demonstrates proficiency on a task representative of the work performed in the job.

A

Work Sample

96
Q

A method of selection via series of structured, group-oriented exercises that are evaluated by raters.

A

Assessment Center

97
Q

A method of selection through which applicants are hired based on how well they answer practical job situations.

A

Situational Exercise

98
Q

Types of Situational Exercise

A
  1. In-Basket Technique

2. Leaderless Group Discussion

99
Q

It requires job applicants to process memos, letters and directives found in a typical manager’s in-basket.

A

In-Basket Technique

100
Q

Job applicants meet to discuss an actual business problem under the pressure of time; a leader usually emerges from the group to guide the discussion.

A

Leaderless Group Discussion

101
Q

Assess the probability that an applicant would steal money or merchandise.

A

Integrity Test (Honesty Test)

102
Q

Controversial testing method is used to predict performance limitation due to medical problems.

A

Drug Testing

103
Q

Consist of an interview by a clinical psychologist who will examine the applicant’s life history, and the administration of psychological tests.

A

Psychological Exam

104
Q

Consist of basic medical procedures to establish physical fitness of the applicant to the position. It usually consist of complete blood count, urinalysis, fecalysis, chest x-ray, and some test that might be required by specific agencies like HIV test.

A

Medical Exam

105
Q

The process of assigning individuals to jobs based on one test score.

A

Placement

106
Q

The process of assigning individuals to jobs based on two or more test score

A

Classification

107
Q

Aims to maximize the values of the individual in terms of his or her wants or preferences.

A

Vocational Guidance Strategy

108
Q

Maximize organizational values by placing only the best qualified people for a job

A

Pure Selection Strategy

109
Q

Fills all jobs with at least minimally qualified people, places people into jobs that will make the best use of their talents.

A

Successive Selection Strategy

110
Q

Strategies used in placement and classification decisions:

A
  1. Vocational Guidance Strategy
  2. Pure Selection Strategy
  3. Successive Selection Strategy
111
Q

Site the selection techniques mentioned in Kumari 2012.

A
  1. Biographical Information
  2. Interview
  3. Ability Test
  4. Personality Inventory
  5. Work Sample
  6. References and Letters of Recommendation
  7. Assessment Center
  8. Situational Exercise
  9. Integrity Test (Honesty Test)
  10. Drug Testing
  11. Psychological Exam
  12. Medical Exam
112
Q

What are the types of Interview?

A
  1. Unstructured Interview
  2. Structured Interview
  3. Situational Interview
  4. Online Interview
  5. Telephone Interview
113
Q

What are the techniques in conducting job and work analysis (Kumari, 2012)?

A
  1. Interviews
  2. Questionnaires
  3. Direct Observation
  4. Systematic Activity Logs
  5. Critical Incidents Technique
114
Q

What are the importance of job analysis (Bisen & Priya, 2010)?

A
  1. To find out the derivation of training content.
  2. For setting up of personnel specifications
  3. For the improvement of job efficiency.
  4. For establishment of wage structure.
115
Q

Information included in a job analysis.

A
  1. Personal requirements
  2. Personal characteristics
  3. Experience requirements
  4. Job requirements
  5. Labor market
116
Q

If permanent worker is not present then unskilled workers may be recruited. More competent among these may be recruited to fill permanent vacancies in the organization.

A

Recruitment at the Factory Gate

117
Q

They charge a small fee from a candidate. They play a role of third party where they provide required number of candidates to the organization with significant qualification.

A

Placement Agencies/Consultancy

118
Q

When members of a protected group are treated unfairly by an employer’s personnel action.

A

Adverse Impact

119
Q

The voluntary development of policies that try to ensure that jobs are made available to qualified individuals regardless of sex, age, or ethnic background.

A

Affirmative Action

120
Q

A job analysis technique that relies on instances of especially successful or unsuccessful job performance.

A

Critical Incidents Technique

121
Q

Erroneously rejecting applicants who would have been successful in a particular job or occupation.

A

False-Negative Errors

122
Q

Erroneously accepting applicants for a job who are later proven to be unsuccessful at performing the job.

A

False-Positive Errors

I/O Psychology (2 decks)

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