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lab man > MOD 6 > Flashcards

MOD 6 Flashcards

1
Q

is the organizational entity in-charge with guiding the institution in its relationship with its employees

A

Human resources

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2
Q

body or an org that recruits, hire, deploy and manages the organization’s employees

A

Human Resources

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3
Q

process of managing and integrating human resources with the goals and objectives of the organization

A

personnel management

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4
Q

Personnel management process:

A
  1. needs asssessment
  2. Recruitment
  3. Selection
  4. Employment
  5. Orientation
  6. HR Management
  7. Separation
  8. Employment Termination
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5
Q

A personal management process; the process of identifying the need for a worker

A

Needs Assesment

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6
Q

Reasons for needs assessment:

A
  • another employee’s departure
  • an increase in workload
  • change in work process that requires person with special skills or training
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7
Q

A personal management process; process of locating and attracting qualified job applicants.

A

Recruitment

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8
Q

Sources of recruitment:

A
  • Inside- employees already working in the org

- Outside- from outside org

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9
Q

Advantages of inside recruitment:

A
  • Cotinuity
  • Loyalty
  • Investment in the indiv
  • Minimal orientation and training
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10
Q

Approaches in inside reruitment source:

A

Lateral move

Vertical move

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11
Q

An inside recruitment source where an initial employee is moved to a new position because and for new skills; increasing knowledge and adapting skills

A

Lateral or Horizontal move

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12
Q

An approach in inside recruitment source where the employee is obtaining a promotion

A

Vertical move

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13
Q

Advantages of outside source of recruitment:

A
  • Acquisition of new skills

- Need for improvement in performance

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14
Q

Disadvantages of outside source of recruitment:

A
  • Expensive and time-consuming

- Have a high failure rate

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15
Q

Approaches in outside sources of recruitment:

A
  • Advertising- ads
  • Sign-up bonuses- through referral or recommendations
  • Employment agencies- for abroad
  • Educational institutions- for resumes and for proper hiring
  • Unsolicited applications or chance walk-in- by chance
  • Professional org- job vacancies
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16
Q

collection/ pool of applications are sorted and prelim screened; process of matching the right person to the right job

A

Selection

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17
Q

2 basic Selection Methods:

A

A. elimination or comparison

B. Prioritizing or ranking procedure

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18
Q

Activities in the selection process:

A 
-reference checks
employment tests
-pre-employment tests
-Employment interview
-Job offer and Hiring Decision
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19
Q

Activity in selection process where in it refers to the standardized measures, attributes, skills and potential of the employee

A

Employment tests

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20
Q

Activity in selection process where it is executed prior hiring an employee

A

Pre employment tests

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21
Q

a formal conversation designed to establish relationship, exchange of information, verification of credentials, evaluation of suitability

A

Interview

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22
Q

Employment Interview strategies

A

-structured or patterned interviews

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23
Q

EIS that there is a predetermined and standardized checklist; easier comparison but hinders comms

A
  • Structured or patterned interview
  • Unstructured Interview
  • Stress interview
24
Q

EIS that has broad agenda and allows topic in depth , a great skill that the desired info is contained

A

Unstructured

25
Q

EIS that is designed for specific purposes, it is often use for forma testing procedures to identify traits and characteristics needed for the job in which individual is exposed to highly dangerous or intimidating situations; military; problem solving

A

Stress Interview

26
Q

The interview process:

A
  1. preparation
  2. Establishing rapport
  3. Questioning and information exchange
  4. Closing and follow up
  5. Evaluation
27
Q

Type of interview questions:

A
  • close-ended- yes/no q’s
  • Open-ended- require thought and oblige the job seeker to reveal attitudes or opinions
  • Hypothetical- Invite the candidate to resolve an imaginary situation
  • Outside-the-box- see if the applicant can think outside the box
28
Q

process of deciding about the nature of the job offer

A

Employment

29
Q

the process of introducing the new employees to the organization and to their duties; the goal is to familiarize and socialize the new employee into the institution

A

Orientation

30
Q

3 aspects of orientation:

A
  • Organizational
  • Departmental
  • Job duties orientation
31
Q

4 general methods:

A
  • Formal meetings
  • Supervisor-directed sessions
  • Checklist-approach
  • A buddy or sponsor system
32
Q

4 components of Human Resource Management:

A
  • Wage and salary admin
  • Staffing and scheduling
  • Performance monitoring
  • Labor relations
33
Q

HR Documentations:

A
  • job description
  • Resumes
  • Copy of advertisements
  • Sample int q’s
  • Responses from references
  • Employee’s files
  • Performance appraisal docs
34
Q

Elements of wage and salary plan:

A
  • actual paycheck
  • benefit package
  • Pre requisites associated with position/ perks
35
Q

Performance monitoring (continuing professional education):

A
  • In-service training programs
  • Intensive training
  • Conferences and seminars
  • Formal college courses
36
Q

Company’s dealings with labor unions; collective bargaining within a labor to protect numerous economic status:

A

Labor Relations

37
Q

Classification of labor unions:

A
  • Open shop- can be a union member or not to be an employee

- Closed shop- union member is required to be an employee

38
Q

Retention can be affected by:

A
  • Personal reasons
  • work related reasons
  • professional development
39
Q

Suggested options: top level management

A
  • pay raises
  • enhancing benefits
  • providing continuing education opportunities
  • providing promotional options
40
Q

suggested options: Middle/low level management

A
  • good hiring practices
  • Communication
  • Training
  • Recognition
  • Work environment
  • Surveys/feedback
41
Q

Separation kinds:

A
  • final aspect
  • -voluntary
  • -involuntary
42
Q

Activities in separation:

A
  • Removing the person from the payroll
  • maintaning records
  • exit interview
43
Q

Common dischargeable circumstances in termination:

A
  • job incompetence/ impairment of job
  • insubordination
  • excessive tardiness
  • verbal abuse
  • Physical violence
  • Falsification of records
  • Theft
  • criminal charges
44
Q

the formal communication system used by an org to assess and provide feedback to employees about job performance expectations

A

performance appraisal

45
Q

5 components of perf appraisal:

A
  • a person expected to perform a job with a designated job description
  • Standards and criteria
  • A measurement instrument
  • judge or assessor trained and competent in using the measurement
  • feedback and corrective action mechanism
46
Q

Legal considerations of performance appraisal:

A
  • train appraisers
  • review job descriptions and performance expectations
  • evaluate behavior, not personality
  • Evaluate fairly and consistently
  • Document appraisal
47
Q

Approaches in measuring performance:

A
  • forced-choice method
  • critical incident method
  • Behaviorally Anchored Rating scales (BARS)
  • Mixed Standard Scales
  • Peer comparison
48
Q

Forced-Choice Method

A

-the rather selects from among a group of predetermined descriptions the statements that best and least match the employee being evaluated

Advantage: Standardized
Disadvantage: not job specific

49
Q

appraisers cite specific examples of behavior, both positive and negative

A

Critical Incident Method

50
Q

Advantage and disadvantage of Critical incident method

A

Clarification of good and bad performance

51
Q

Disadvantages of Critical Incident method:

A
  • Implications of keeping-records on all employees

- time consuming

52
Q

Incorporation of the critical incident method

A

BARS

53
Q

Modified BARS procedure

A

Mixed Standard Scales

54
Q

Three point scale of Mixed standard scales

A

2-exceeds expectations
1- meets expectations
0- fails expectations

55
Q

a procedure that compare the behavior or performance levels of an employee with his or her co-workers

A

Peer comparison

56
Q

Peer comparison can be applied using:

A

Ranking method
Forced distribution
Point allocation method
Paired comparison

57
Q

Appraiser selection: who will evaluate?

A
  • immediate supervisor
  • High-level manager
  • Employee
  • Co workers
  • Subordinates
  • Customers and clients
  • Independent experts

lab man (9 decks)

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