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ME 213 > Module 5: STAFFING > Flashcards

Module 5: STAFFING Flashcards

1
Q

After setting up the organizational structure that has been decided to best serve the interest of certain firm, the next move that has to be made is to _________________________________.

A

fill up the identified positions with the most qualified persons available

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2
Q

These are very sensitive to whatever staffing errors are made

A

Engineering organizations

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3
Q

This may bring untold damage to the firm. Yet, this refers to a single error only.

A

Placing the wrong person
in a highly specialized position like quality control

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4
Q

An example of the ill- effects of staffing errors was provided by the TV program _______________.

A

Brigada Siete

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5
Q

What was highlighted in the TV program Brigada Siete?

A

The disaster
that happened in the Firm Center at the Cultural Center Complex in Manila

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6
Q

When did the whole sixth floor of the firm Center collapsed while undergoing construction.

A

November 1981

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7
Q

This type of tragedy underscores the importance of _________________ in any organization, engineering or otherwise.

A

STAFFING

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8
Q

It places the engineering organization on a competitive stance.

A

Effective staffing

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9
Q

The ___________ _____________ must be concerned with putting the right persons in various positions within his area
of concern.

A

Engineer manager

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10
Q

some of the important aspects of staffing may be delegated to the _________________________.

A

human resource office

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11
Q

the _____________________ assumes a great responsibility in assuring that the right persons are assigned to positions that fit
their qualifications.

A

engineer manager

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12
Q

may be defined as “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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13
Q

It 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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14
Q

8 Staffing Process/Procedures (HRS ITPES)

A
  • Human resource planning
  • Recruitment
  • Selection
  • Induction and orientation
  • Training and development
  • Performance appraisal
  • Employment decisions (monetary rewards, transfer, promotions and demotions) and
  • Separations
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15
Q

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

A

systematic deployment of human resources

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16
Q

The planned output of any organization will require a systematic deployment of human resources at various levels will be done in conjunction with the efforts of the _______________________.

A

human resource officer

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17
Q

3 Activities in Human Resource Planning

A
  • Forecasting
  • Evaluation and Control
  • Programming
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18
Q

which is an assessment of future human resource needs in relation to the current capabilities of the
organization

A

Forecasting

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19
Q

which means translating the forecasted human resource needs to personnel objectives and
goals

A

Programming

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20
Q

which refers to monitoring human resource action plans and evaluating their success

A

Evaluation and Control

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21
Q

3 Methods of Forecasting

A
  • Time series method
  • Explanatory or causal models
  • Monitoring methods
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22
Q

Method of Forecasting which use historical data to develop forecast of the future.

A

Time series method

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23
Q

Method of Forecasting which 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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24
Q

The 3 major types of explanatory models are as follows:

A
  • Regression models
  • Econometric models
  • Leading indicators
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25
Q

a system of regression equations estimated from past time series data and used to
show the effect of various independent variables on various dependent variables.

A

Econometric models

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26
Q

refers to time series that anticipate business cycle turns

A

Leading indicators

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27
Q

are 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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28
Q

The next logical step when the different positions have been identified to be necessary and the decision to fill them up has been
made.

A

RECRUITMENT

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29
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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30
Q

6 Sources of Applicants

A
  • The organizations’ current employees.
  • Newspaper advertising.
  • Schools
  • Referrals from employee
  • Recruitment firms.
  • Competitors
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31
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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32
Q

There are at least three major daily newspapers distributed throughout the Philippines

A

Newspaper advertising

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33
Q

Readership is higher
during ___________.

A

Sunday

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34
Q

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

A

Schools

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35
Q

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

A

Referrals from employee.

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36
Q

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

A

Recruitment firms.

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37
Q

These are useful sources of qualified but underutilized personnel.

A

Competitors.

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38
Q

For entry level personnel, the engineer manager will likely rely on _______________, ________, and ____________.

A

newspaper advertising, school, and
referrals.

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39
Q

When recruiting managers, the reliable source are __________, _________________, and __________.

A

current employees, recruitment firms, and competitors.

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40
Q

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

A

Selection

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41
Q

A requisite for effective selection is _____________________________________________________.

A

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

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42
Q

The purpose of selection is to _______________________________________________________.

A

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

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43
Q

4 Ways of Determining the Qualifications of a Job Candidate

A
  • Application blanks
  • References
  • Interviews
  • Testing
44
Q

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

A

Application blanks

45
Q

After reading the _________________________, the evaluator will have some basis on whether or not to proceed further in evaluating the applicant.

A

Application blanks

46
Q

are those 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

47
Q

Information may be gathered in an interview by asking a series of relevant questions to the job candidate.

A

Interviews

48
Q

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

A

Testing

49
Q

2 Types of Tests

A
  1. PSYCHOLOGICAL TEST
  2. PHYSICAL EXAMINATION
50
Q

This is “an objective, standard, measure of a sample behavior.

A

PSYCHOLOGICAL TEST

51
Q

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

A

Aptitude test

52
Q

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

A

Performance test

53
Q

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

A

Personality test

54
Q

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

A

Interest test

55
Q

a type of test given to assess the physical health of the applicant. It is given “to
assure that the health of the applicant is adequate to meet the job requirements.”

A

PHYSICAL EXAMINATION

56
Q

the next steps undertaken After an applicant is finally selected from among the various ones and then subsequently hired

A

induction and orientation.

57
Q

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

A

induction

58
Q

n, the new employee is provided with the necessary information about the company. His duties, responsibilities, and benefits are relayed to him. Personnel and health forms are filled up, and passes are issued.

A

induction

59
Q

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

A

induction

60
Q

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

A

orientation

61
Q

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

A

orientation

62
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

63
Q

refers to the “learning that is provided in order to improve performance on the present job.”

A

Training

64
Q

Training programs consist of two general types, namely

A
  1. Training programs for nonmanagers, and
  2. Training and educational programs executives.
65
Q

4 Training Program for Nonmanagers

A
  • On the job training
  • Vestibule school
  • Apprenticeship program
  • Special courses
66
Q

where the trainee is placed in an actual work situation under the direction of his immediate
supervisor, who acts as trainer. This situation motivates strongly the trainee to learn.

A

On the job training

67
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

68
Q

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

A

Apprenticeship program

69
Q

are 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

70
Q

The training needs of managers may be classified into four areas:

A
  • decision-making skills
  • interpersonal skills and competence
  • job knowledge
  • organizational knowledge.
71
Q

The Decision-Making Skills of the manager may be enhanced through any of the following methods of
training:

A
  1. In-basket
  2. Management Games
  3. Case Studies
72
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

73
Q

is 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

74
Q

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

75
Q

The Interpersonal Skills and Competence of the manager may be developed through any of the following methods:

A
  1. Role-playing
  2. Behavior Modeling
  3. Sensitivity Training
  4. Transaction Analysis
76
Q
  • is a method by which the trainees are assigned roles to play in a given case accident. They are
    provided with a script or a description of a given problem and of the key persons they are to play. The purpose of this
    method is to improve the skill of the trainees in human relations, supervision, and leadership.
A

Role-playing

77
Q

this method attempts to influence the trainee by “showing model persons behaving effectively
in a problem situation.” The trainee is expected to adapt the behavior of the model and use it effectively in some
instances later on.

A

Behavior Modeling

78
Q

under this method, awareness and sensitivity to behavioral patterns of oneself and others
are developed

A

Sensitivity Training

79
Q

is a training method intended “to help individuals not only understand themselves and
other s but also improve their interpersonal communication skills.”

A

Transaction Analysis

80
Q

In acquiring Job Knowledge the manager is currently holding, the following methods are useful:

A
  1. On-the-job Experience
  2. Coaching
  3. Understudy
81
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

82
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. The senior manager must be skilled himself
and have the ability to educate; otherwise the method will be ineffective.

A

Coaching

83
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. Once in a while, the
assistant is allowed to take over.

A

Understudy

84
Q

In the attempt to increase the Trainee’s Organizational Knowledge, exposure to information and events
outside of his immediate job is made. In this regard, the following methods are useful:

A
  1. Position Rotation
  2. Multiple Management
85
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

86
Q

this method is premised on the idea that the junior executive must be provided with means
to prepare them for higher management positions. To achieve this, a junior board of directors is created consisting of
junior executive as members. The board is given the authority to discuss problems that the senior board could
discuss. The members are encouraged to take a broad business outlook rather than concentrating on their
specialized lines of work.

A

Multiple Management

87
Q

is the measurement of employee performance

A

Performance appraisal

88
Q

8 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
  8. Critical-incident method
89
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

90
Q

where the evaluator composes statements that best describes the person evaluated

A

Essay method

91
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

92
Q

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

A

Assessment center method

93
Q

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

A

Checklist Method

94
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

95
Q

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

A

Ranking Method

96
Q

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

A

Critical-incident method

97
Q

4 EMPLOYMENT DECISIONS

A
  1. Monetary rewards
  2. Promotion
  3. Transfer
  4. Demotion
98
Q

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

A

Monetary rewards

99
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

100
Q

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

101
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 o as a temporary measure to keep an employee until he is offered a higher position

A

Demotion

102
Q

is either a voluntary or involuntary termination of a company.

A

Separation

103
Q

When made ___________, 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

VOLUNTARILY separation

104
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

105
Q

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

A

critical incident

ME 213 (1 decks)

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