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Human Resource Management > Midterms > Flashcards

Midterms Flashcards

1
Q

> the process of systematically reviewing human resource requirements to ensure that the number of employees matches the required skills
the process of matching internal and external supplies of people with job opening anticipated in the organization over a specific period of time

A

Human Resource Planning

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2
Q

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

A

Strategic Planning

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3
Q

What are the 2 important components of HRP?

A
  1. Requirement
  2. Availability
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4
Q

involve determining the number and types of employees needed. The level of skills has to be determined and matched with the plan operations.

A

Requirement

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5
Q

the firm determines whether there is a surplus or shortage of manpower.

A

Availability

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6
Q

Aspects of Human Resource Planning (enumeration)

A
  1. Systematic Forecasting of Manpower Needs
  2. Performance Management
  3. Career Management
  4. Management Development
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7
Q

On the basis of business conditions and forecasts, manpower needs are planned and monitored closely.

A

Systematic Forecasting of Manpower Needs

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8
Q

Analyzing, improving and monitoring the performance of each employee and of the organization as a whole.

A

Performance Management

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9
Q

Determining, planning and monitoring the career aspiration each individual in the organization and developing them for improved productivity

A

Career Management

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10
Q

Assessing and determining the developmental needs managers for future succession requirements.

A

Management Development

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11
Q

Five Steps in Human Resource Planning

A
  1. Determining the workload inputs based on the corporate goals and objectives.
  2. Studying the jobs in the company and writing the job description and job specification.
  3. Forecasting of manpower needs
  4. Inventory of Manpower
  5. Improvement Plans
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12
Q

Factors that should be considered in determining work inputs

A
  1. Business Development and Assumptions
  2. Corporate Planning
  3. Economic Forecasts
  4. Changes in Plans and Products
  5. New Product Lines
  6. Mergers and Consolidations
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13
Q

an informative documentation of the scope, duties, tasks, responsibilities and working conditions related to the job listing in the organization through the process of job analysis.

A

Job Description

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14
Q

defines the knowledge, skills and abilities that are required to perform a job in an organization.

A

Job Specification

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15
Q

Determination of the number and skills of people required for the work.

A

Forecasting of manpower needs

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16
Q

An analysis of the present manpower to determine whether it has enough or less or more personnel than required.

A

Inventory of Manpower

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17
Q

Planning Techniques in
HR Management

A
  1. Skills Inventory
  2. Ratio Analysis
  3. Cascade Approach
  4. Replacement Approach
  5. Commitment Planning Approach
  6. Successor Planning Approach
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18
Q

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

A

Skills Inventory

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19
Q

In this technique, the personnel who are promotable to the higher positions are identified together with their backup or understudy.

A

Ratio Analysis

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20
Q

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

A

Cascade Approach

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21
Q

Under this approach, the HRP is done to have a body of manpower in the organization that is ready to take over existing jobs on a one-to-one basis within the organization.

A

Replacement Approach

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22
Q

This technique involves the supervisors and personnel in every component of the organization on the identification of manpower needs in terms of skills, replacements, policy, working conditions and promotion so that human resource in the organization may be up to the challenge of current and future operations.

A

Commitment Planning Approach

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23
Q

This approach takes into consideration the different components of the old plan and increase them. Proportionately by the desired expansion rate stated by management as to the total manpower needs.

A

Successor Planning Approach

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24
Q

Important Elements in Strategic Human Resource Planning

A
  1. Organizational Goals
  2. Human Resource Forecast
  3. Employee Information
  4. Human Resource Availability Projections
  5. Analyzing and Evaluating Human Resource Gaps
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25
Q

Estimating the number of current employees and those that could be available in the future.

A

Human Resource Availability Projections

26
Q

comparing what is needed with what is available in terms of numbers, mix, skills and technologies

A

Analyzing and Evaluating Human Resource Gaps

27
Q

Maintaining accurate information concerning the composition, assignments, and capabilities of the current workforce.

A

Employee Information

28
Q

Utilizing historical data and reliable ratios. This includes direct and indirect labor and adjusting the same with productivity trends.

A

Human Resource Forecast

29
Q

is conducted to determine the responsibilities inherent in the position as well as the qualifications needed to
fulfill its responsibilities

A

Job Analysis

30
Q

consists of the responsibility and duties performed by an individual. There are as many positions in a firm as there are
employees.

A

Position

31
Q

group of positions that are similar in their duties. In some instance, only one position may be involved simply because no other
similar position exists.

A

Job

32
Q

group of jobs that are similar as to the kind of work and are found throughout an industry.

A

Occupation

33
Q

the procedure used for determining/ collecting
information relating to the operations and responsibility of a
specific job. The end results are job description and job specification.

A

Job Analysis

34
Q

organized, factual statements of the duties
and responsibilities of a specific job.

A

Job Description

35
Q

a written explanation of the minimum
acceptable human qualities necessary for effective performance of a
given job.

A

Job Specifications

36
Q

grouping if jobs on some specified basis
such as the kind of work or pay.

A

Job Classification

37
Q

systematic and orderly process of
determining the worth of a job in relation to other jobs.

A

Job Evalutaion

38
Q

coordinated and aggregated series of work elements used
to produce an output.

A

Tasks

39
Q

a task-based or work-oriented
technique describing the work performed.

A

Functional Job Analysis

40
Q

Specific Information Provided by
Job Analysis

A
  1. Job title and location
  2. Organizational relationship
  3. Relation to other jobs
  4. Job summary
  5. Information concerning job requirements
41
Q

brief explanation of the number
of persons supervised (if applicable) and job title of the position
supervised.

A

Organizational relationship-

42
Q

describes and outlines the coordination
required by the job.

A

Relation to other jobs

43
Q

condensed explanation of the content of the job.

A

Job summary

44
Q

usually provides
information about machines, tools, materials, mental complexity
and attention required, physical demands, and working
conditions.

A

Information concerning job requirements

45
Q

Uses of Job Analysis Information

A
  1. Preparing the job description and writing the job specifications
  2. Recruitment and selection
  3. Determining the rate of compensation
  4. Performance appraisal
  5. Training
  6. Career planning and development
  7. Safety
  8. Labor relations
46
Q

particularly valuable for
professional and technical jobs that mainly involve thinking and
problem solving.

A

INTERVIEW

47
Q

especially useful when jobs
consist mainly of observable physical activity.

A

Observation

48
Q

Usually the least costly method for collecting
a large amount of information in a short period of time.

A

QUESTIONNAIRES

49
Q

a recording by job incumbents of job
duties, frequency of the duties, and when the duties are
accomplished.

A

EMPLOYEE RECORDING/ USE OF LOG BOOK-

50
Q

STEPS IN CONDUCTING JOB ANALYSIS

A

Step 1: Examine the total organization and the fit of each job
Step 2: Determine the purpose of JA
Step 3: Select job to be analyzed
Step 4: Collect data by using acceptable JA techniques
Step 5: Prepare the Job Description
Step 6: Prepare the Job Specification
Step 7: Use info from Steps 1-6
for Job Design, Planning,
Selection and Training,
Recruitment, Performance
Appraisal, Compensation, etc.

51
Q

Basic criteria for writing the job specification

A
  1. Knowledge
  2. Skills
  3. Ability
  4. Personal Characteristics
  5. Credentials
  6. Technical requirements
52
Q

body of information one needs to perform the jobs

A

Knowledge

53
Q

the capability to perform a learned motor task such as word
processing skills

A

Skills

54
Q

the capability needed to perform non-motor tasks such as
communication abilities

A

Ability

55
Q

an individual’s traits such as tact,
assertiveness, concern for others etc.

A

Personal Characteristics

56
Q

proof or documentation that an individual possesses
certain competencies

A

Credentials

57
Q

include criteria such as educational
background, related work experience, and training.

A

Technical requirements

58
Q

Internal Hiring Advantages

A

> Provides greater motivation for good performance
Provides greater promotion opportunities for present employees
Improves morale and organizational loyalty
Enables employee to perform the new job with little loss of time
Familiar with the organization on how it operates

59
Q

Internal Hiring Disadvantages

A

> Promotes inbreeding (narrowing of thinking and stale ideas)
Creates political in-fighting and pressures to compete
Requires a strong management development program
Creates a homogenous workforce

60
Q

external hiring advantages

A

> Provides new ideas and new insights
Allows employee to make changes without having to please constituent groups
Does not change the present hierarchy

61
Q

external hiring disadvantages

A

> Loss of time due to adjustment
Destroys incentive of present employees to strive for promotions
No information is available if the applicant can blend with the rest of the group

62
Q

Steps in the selection process

A

Step 1: Job Analysis to Prepare JD and JS
Step 2: Preliminary Screening, Application Blank, and Interview
Step 3: Employment Interview
Step 4: Employment Testing
Step 5: Background Investigation/Reference
Check
Step 6: Final Interview
Step 7: Selection Decision
Step 8: Physical Examination
Step 9: Placement on the Job

Human Resource Management (2 decks)

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