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Human Resource Management > Human Resources Ch. 1-4 > Flashcards

Human Resources Ch. 1-4 Flashcards

1
Q

Human resources management (HRM)

A

An integrated set of processes, practices, programs and systems in an organization that focuses on the effective deployment and development of its employees

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2
Q

Line manager

A

Key link between the employee and the organization

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3
Q

Globalization

A

Moving local or regional business into global marketplace

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4
Q

Downsizing

A

The planned elimination of jobs

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5
Q

Outsourcing

A

Contracting outside the organization for work that was formerly done by internal employees.

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6
Q

Telework

A

Conducting work activities in different locations through the use of technology

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7
Q

Human resource management system (HRMS)

A

Technology system that provides data and information for purposes of control and decision making

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8
Q

Six sigma

A

A process used to translate customer needs into a set of optimal tasks performed in concert with one another; it catches mistakes before they happen.

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9
Q

Benchmarking

A

Finding the best practices in other organizations that can be brought into a company to enhance performance

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10
Q

Human capital

A

The individual’s knowledge, skills, and abilities that have economic value to an organization

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11
Q

Core competencies

A

A combination of knowledge, skills, and characteristics needed to effectively perform a role in an organization

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12
Q

Talent management

A

Leveraging competencies to achieve high organizational performance

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13
Q

Human resources management strategy

A

Identifying key HR processes and linking those to the overall business strategy

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14
Q

Competitive advantage

A

the capacity or quality that gives an organization an edge over its competition

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15
Q

Systemic discrimination

A

The exclusion of members of certain groups through the application of employment policies or practices based on criteria that are not job related

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16
Q

Bona fide occupational qualification (BFOQ)

A

a justifiable reason for discrimination based on business reasons of safety or effectiveness

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17
Q

Reasonable accommodation

A

Attempt by employers to adjust the working conditions and employment practices of employees to prevent discrimination

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18
Q

Reverse discrimination

A

Giving preference to members of certain groups such that others feel they are the subjects of discrimination

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19
Q

Harassment

A

Any unwanted physical or verbal conduct that offends or humiliates the individual

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20
Q

Psychological harassment

A

Repeated and aggravating behavior that affects an employee’s dignity, psychological, or physical integrity that results in a harmful work environment

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21
Q

Employment equity

A

A distinct Canadian process for achieving equality in all aspects of employment

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22
Q

Designated groups

A

Women, visible minorities, Aboriginal peoples, and persons with disabilities who have been disadvantaged in employment

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23
Q

Pay equity

A

The practice of equal pay for work of equal value

24
Q

Diversity Management

A

The combination of organizational policies and practices that supports and encourages employee differences in order to reach business objectives

25
Q

Job Analysis

A

Process of obtaining information about jobs by determining the duties, tasks, or activities and the skills, knowledge and abilities associated with the jobs

26
Q

Job

A

A group of related activities and duties

27
Q

Position

A

Specific duties and responsibilities performed by only one employee

28
Q

Work

A

Tasks or activities that need to be completed.

29
Q

Job description

A

A document that lists the tasks, duties, and responsibilities of a job to be performed along with the skills, knowledge, and abilities, or competencies needed to successfully perform the work

30
Q

Job specifications

A

Statement of the needed KSA of the person who is to perform the position; the different duties and responsibilities performed by only on employee

31
Q

Standards of performance

A

Set out the expected results of the job

32
Q

Job design

A

Process of defining and organizing tasks, roles, and other processes to achieve employee goals and organizational effectiveness

33
Q

Job Characteristics model

A

An approach to job design that recognizes the link between motivational factors and components of the job to achieve improved work performance and job satisfaction

34
Q

Employee empowerment

A

Granting employees power to initiate change, thereby encouraging them to take charge of what they do

35
Q

Employee teams

A

an employee-contributions technique in which work functions are structured for groups rather than individuals, and team members are given discretion in matters traditionally considered mgt. prerogatives.

36
Q

Virtual team

A

A team with widely dispersed members linked together through computer and telecommunications technology

37
Q

Human resource planning

A

Process that the people required to run the company are being used as effectively as possible, where and when they are needed, in order to accomplish the organization’s goals

38
Q

Trend Analysis

A

Quantitative approach to forecasting labour demand on an organizational index

39
Q

Management forecasts

A

Opinions and judgements of supervisors or managers and others that are knowledgeable about the organization’s future employment needs

40
Q

Staffing table

A

Graphic representations of organizational jobs along with the number of employees currently occupying those jobs and future employment needs

41
Q

Markov Analysis

A

Method for tracking the pattern of employee movements through various jobs

42
Q

Skills inventory

A

Information about the education, experiences, skills, etc of staff

43
Q

Recruitment

A

The process of locating and encouraging potential applicants to apply for jobs

44
Q

Internal job posting

A

Method of communicating information about job openings

45
Q

Labour market

A

area from which applicants are recruited

46
Q

Selection

A

The process of choosing individuals who have relevant qualifications and who will best perform on the job to fill existing or projected job openings

47
Q

Reliability

A

The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures

48
Q

Validity

A

How well a test or selection procedure measures a person’s attributes

49
Q

Panel Interview

A

An interview in which a board of interviewers questions and observes a single candidate

50
Q

Behavioral description Interview (BDI)

A

Question about what a person did in a given situation

51
Q

Situational question

A

Question in which an applicant is given a hypothetical incident and asked how he or she would respond to it

52
Q

Aptitude tests

A

Measures of a person’s capacity to learn or acquire skills

53
Q

Achievement tests

A

Measures of what a person knows or can do right now

54
Q

“Can-do” Factors

A

knowledge, skills, aptitude

55
Q

“Will-Do” Factors

A

motivation, interests, personality characteristics

56
Q

Job performance formula

A

“can-do” factors x “will-do” factors

Human Resource Management (3 decks)

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