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hahshash > ME Module 5 (Finals) > Flashcards

ME Module 5 (Finals) Flashcards

1
Q

The management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organizations.

A

staffing

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2
Q

Is undertaken to match people with jobs so that the realization of the organization’s objectives will be facilitated.

A

staffing

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3
Q

The Staffing Procedure:

A
  1. human resource planning
  2. recruitment
  3. selection
  4. induction and orientation
  5. training and development
  6. performance appraisal
  7. employment decisions (monetary rewards, transfer, promotions and demotions)
  8. separations
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4
Q

The planned output of any organization will require a ____________________ at various levels.

A

systematic deployment of human resources

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5
Q

An assessment of future human resource needs in relation to the current capabilities of the organization.

A

forecasting

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6
Q

Translating the forecasted human resource needs to personnel objectives and goals.

A

programming

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7
Q

This refers to monitoring human resource action plans and evaluating their success.

A

evaluation and control

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8
Q

Enumerate: Methods of Forecasting.

A
  1. time series method
  2. explanatory or causal models
  3. monitoring methods
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9
Q

This make use of historical data to develop forecast of the future.

A

time series method

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10
Q

These are attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future conditions.

A

explanatory or causal models

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11
Q

Enumerate: Three Major Types of Explanatory Models.

A

a. regression models
b. econometric models
c. leading indicators

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12
Q

Those that provide early warning signals of significant changes in established patters and relationships so that the engineer manager can assess the likely impact and plan responses if required.

A

monitoring methods

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13
Q

Refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected.

A

recruitment

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14
Q

Enumerate: Sources of Applicants.

A
  1. the organizations’ current employees
  2. newspaper advertising
  3. schools
  4. referrals from employee
  5. recruitment firms
  6. competitors
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15
Q

These are useful sources of qualified but underutilized personnel.

A

competitors

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16
Q

Some of the organization current employees may be qualified to occupy positions higher than the ones they occupying. They should be considered.

A

the organizations’ current employees

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17
Q

Some companies are specifically formed to assist client firms in recruiting qualified persons.

A

recruitment firms

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18
Q

There are at least three major daily newspapers distributed throughout the Philippines. Readership is higher during Sunday.

A

newspaper advertising

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19
Q

Current employees sometimes recommend relatives and friends who may be qualified.

A

referrals from employee

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20
Q

These are good sources of applicants. Representatives of companies may interview applicants inside campuses.

A

schools

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21
Q

For _______________, the engineer manager will likely rely on newspaper advertising, school, and referrals.

A

entry level personnel

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22
Q

For entry level personnel, where do engineer managers likely rely on?

A

newspaper advertising, schools, referrals

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23
Q

Reliable sources for recruiting managers?

A

current employees, recruitment firms, competitors

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24
Q

The act of choosing from those that are available the individuals most likely to succeed on the job.

A

selection

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25
Q

This is a requisite for effective selection.

A

preparation of list indicating that the adequate pool of candidates is
available

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26
Q

Its purpose is to evaluate each candidate and to pick the most suited for the position available

A

selection

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27
Q

Enumerate: Ways of Determining the Qualifications of a Job Candidate.

A
  1. application blanks
  2. references
  3. interviews
  4. testing
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28
Q

Provides information about a person’s characteristics such as age, marital status, address, educational background, experience, and special interest.

A

application blanks

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29
Q

This gives the evaluator have some basis on whether or not to proceed further in evaluating the applicant.

A

application blanks

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30
Q

These are written by previous employers, co-workers, teachers, club officers, etc. their statements may provide some vital information on the character of the applicant.

A

references

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31
Q

Information may be gathered through ____________ by asking a series of relevant questions to the job candidate.

A

interviews

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32
Q

This involves an evaluation of the future behavior or performance of an individual.

A

testing

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33
Q

Enumerate: Two Types of Tests.

A
  1. psychological test
  2. physical examination
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34
Q

An objective, standard, measure of a sample behavior.

A

psychological test

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35
Q

A type of test given to assess the physical health of the applicant.

A

physical examination

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36
Q

To assure that the health of the applicant is adequate to meet the job requirements.

A

physical examination

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37
Q

One used to measure a person’s capacity or potential ability to learn.

A

aptitude test

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38
Q

One used to measure a person’s current knowledge of a subject.

A

performance test

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39
Q

One used to measure personality traits as dominance, sociability, and conformity.

A

personality test

40
Q

One used to measure a person’s interest in various fields of work.

A

interest test

41
Q

The new employee is provided with the necessary information about the company.

A

induction

42
Q

The employee’s duties, responsibilities, and benefits are relayed to him.

A

induction

43
Q

Personnel and health forms are filled up, and passes are issued.

A

induction

44
Q

The company history, its products and services, and the organization structure are explained to the new employee.

A

induction

45
Q

The new employee is introduced to the immediate working environment and co-workers.

A

orientation

46
Q

The following are discussed: location, rules, equipment, procedures, and training plans.

A

orientation

47
Q

What are the things discussed during orientation?

A
  • location
  • rules
  • equipment
  • procedures
  • training plans
48
Q

Performance expectations are discussed here.

A

orientation

49
Q

The new employee also undergoes the “socialization process” by pairing him with an experienced employee and having a one on one discussion with manager.

A

orientation

50
Q

Learning that is provided in order to improve performance on the present job.

A

training

51
Q

Training programs consist of two general types, namely:

A
  1. training programs for nonmanagers
  2. training and educational programs executives
52
Q

Enumerate: Four Classifications of Training Programs for Managers.

A
  1. decision-making skills
  2. interpersonal skills and competence
  3. job knowledge
  4. organizational knowledge
53
Q

Where the trainee is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer.

A

on the job training

54
Q

Where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present. As the trainer works full time, the trainee is assured of sufficient attention from him.

A

vestibule school

55
Q

Where a combination of on the job training and experiences with classroom instruction in particular subjects are provided to trainees.

A

apprenticeship program

56
Q

Those taken which provide more emphasis on education rather than training. Examples are those which concerns specific uses of computer like computer-aided design and building procedures.

A

special courses

57
Q

Enumerate: Methods in decision-making skills.

A
  1. in-basket
  2. management games
  3. case studies
58
Q

Where the trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation. He is expected to handle the situation within a given period of 1 or 2 hours.

A

in-basket

59
Q

A training method where “trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation.

A

management games

60
Q

This method present actual situations in organizations and enable on to examine successful and unsuccessful operations.

A

case studies

61
Q

It emphasizes “the manager’s world, improves communication skills, offers rewards of solving a mystery, possesses the quality of illustration, and establishes concrete reference points for connecting theory with practice.”

A

case studies

62
Q

A method by which the trainees are assigned roles to play in a given case accident.

A

role-playing

63
Q

The purpose of this method is to improve the skill of the trainees in human relations, supervision, and leadership

A

role-playing

64
Q

This method attempts to influence the trainee by “showing model persons behaving effectively in a problem situation.”

A

behavior modeling

65
Q

Awareness and sensitivity to behavioral patterns of oneself and others are developed.

A

sensitivity training

66
Q

To help individuals not only understand themselves and others but also improve their interpersonal communication skills.

A

transaction analysis

67
Q

This method provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job.

A

on-the-job experience

68
Q

This method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism.

A

coaching

69
Q

Under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself.

A

understudy

70
Q

Under this method, the manager is given assignments in a variety of departments. The purpose is to expose him to different functions of the organization.

A

position rotation

71
Q

This method is premised on the idea that the junior executive must be provided with means to prepare them for higher management positions.

A

multiple management

72
Q

Enumerate: Methods under Decision-making Skills.

A
  1. in-basket
  2. management games
  3. case studies
73
Q

Enumerate: Methods under Interpersonal Skills and Competence.

A
  1. role-playing
  2. behavior modeling
  3. sensitivity training
  4. transaction analysis
74
Q

Enumerate: Methods under Job Knowing.

A
  1. on-the-job experience
  2. coaching
  3. understudy
75
Q

Enumerate: Methods under Organizational Knowledge.

A
  1. Position Rotation
  2. Multiple Management
76
Q

The measurement of employee performance.

A

performance appraisal

77
Q

The purposes for which appraisal is made:

A
  1. To influence, in a positive manner, employee performance and development.
  2. To determine merit pay increase
  3. To plan for future performance goals.
  4. To determine training and development needs, and
  5. To assess the promotional potential of employee.
78
Q

Enumerate: Ways of Appraising Performance.

A
  1. rating scale method
  2. essay method
  3. management by objectives method
  4. assessment center method
  5. checklist method
  6. work standards method
    7.ranking method
  7. critical-incident method
79
Q

Where each trait or characteristic is represented by a line of scale on the rater indicates the degree to which the individual possesses the trait or characteristic.

A

rating scale method

80
Q

Where the evaluator composes statements that best describes the person evaluated.

A

essay method

81
Q

Where specific goals are set collaboratively for the organization as a whole, for various sub units, and for each individual member. Individuals are, then, evaluated on the basic of how well they have achieved the results specified by the goals.

A

management by objectives method

82
Q

Where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers.

A

assessment center method

83
Q

Where the evaluator checks statement on a list that are deemed to characterize an employee’s behavior or performance.

A

checklist method

84
Q

Where standards are set for the realistic worker output and later on used in evaluating the performance of non-managerial employees.

A

work standards method

85
Q

Where each evaluator arranges employees in rank order from the best to the poorest.

A

ranking method

86
Q

Where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee’s performance.

A

critical-incident method

87
Q

This occurs when employee’s behavior results in an unusual success or failure on some parts of job.

A

critical incident

88
Q

Enumerate: Employment Decisions.

A
  1. monetary rewards
  2. promotion
  3. transfer
  4. demotion
89
Q

These are given to employees whose performance is at par or above standard requirements.

A

monetary rewards

90
Q

A movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition.

A

promotion

91
Q

A movement of a person to a different job at the same or similar level of responsibility in the organization. These are made to provide growth opportunities for the persons involved or to get rid of a poor performing
employee.

A

Transfer

92
Q

A movement from one position to another which has less pay or responsibility attached to it. This is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position.

A

demotion

93
Q

This is either a voluntary or involuntary termination of a company.

A

separation

94
Q

The organization’s management must find out the real reason. If the presence of a defect in the organization is determined, corrective action is necessary.

A

Voluntary separation

95
Q

The last option that the management exercises when an employee’s performance is poor or when he/she committed an act violating the company rules and regulations. This is usually made after training efforts fail to produce positive results.

A

Involuntary separation

hahshash (8 decks)

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