OBS Chapter 8

Question 1

A Manager’s Challenge

Answer 1

Realize how valuable human resources are and take active steps to make sure their organizations build and fully utilize their human resources to gain a competitive advantage.

Question 2

Human Resource Management (HRM)

Answer 2

Includes all the activities managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishments of organizational goals.

Question 3

Strategic human resource management

Answer 3

The process by which managers design the components of an HRM system to be consistent with each other, with other elements of organizational architecture, and with the organization’s strategy and goals.

Question 4

Equal employment opportunity (EEO)

Answer 4

Resulted in the creation and enforcement of a number of laws that managers must abide by.
Goal is to ensure that all citizens have an equal opportunity to obtain employment regardless of their gender, race, country of origin, religion, age, or disabilities.

Question 5

Recruitment

Answer 5

Includes all the activities managers engage in to develop a pool of qualified candidates for open positions.

Question 6

Selection

Answer 6

The process by which managers determine the relative qualifications of job applicants and their potential for performing well in a particular job.

Question 7

Human resource planning

Answer 7

Includes all the activities managers engage in to forecast their current and future human resource needs.

Question 8

Outsource

Answer 8

To use outside suppliers and manufacturers to produce goods and services.

Question 9

Job analysis

Answer 9

The process of identifying the tasks, duties, and responsibilities that make up a job (job description) and the knowledge, skills, and abilities needed to perform the job (job specifications).

Question 10

Lateral moves

Answer 10

A job change that entails no major changes in the responsibility or authority levels.

Question 11

Realistic job preview (RJP)

Answer 11

An honest assessment of the advantages and disadvantages of a job and an organization.

Question 12

Reliability

Answer 12

The degree to which a tool measures the same thing each time it is used.

Question 13

Validity

Answer 13

The degree to which a tool or test measures what it purports to measure.

Question 14

Training

Answer 14

Teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers.

Question 15

Development

Answer 15

Building the knowledge and skills of organizational members so they are prepared to take on new responsibilities and challenges.

Question 16

Needs assessment

Answer 16

An assessment of which employees need training or development and what type of skills or knowledge they need to acquire.

Question 17

On-the-job training

Answer 17

Training that takes place in the work setting as employees perform their job tasks.

Question 18

Performance appraisal

Answer 18

The evaluation of employees’ job performance and contributes to the organization.

Question 19

Performance feedback

Answer 19

The process through which managers share performance appraisal information with their subordinates, give subordinates an opportunity to reflect their own performance, and develop. with subordinates, plans for the future.

Question 20

Objective appraisal

Answer 20

An appraisal that is based on facts and is likely to be numerical.

Question 21

Subjective appraisal

Answer 21

An appraisal that is based on perceptions of traits, behaviors, or results.

Question 22

360-degree appraisal

Answer 22

A performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager’s performance.

Question 23

Formal appraisal

Answer 23

Conducted are set time during the year and based on performance dimensions and measures that were specified in advance.

Question 24

Informal appraisal

Answer 24

An unscheduled appraisal of ongoing progress and areas for improvement.

Question 25

Pay level

Answer 25

A broad, comparative concept that refers to how an organization’s pay incentives compare, in general, to those of other organizations in the same industry employing similar kinds of workers.

Question 26

Pay structure

Answer 26

The arrangement of jobs into categories, reflecting their relative importance to the organizations and its goals, levels of skill required, and other characteristics.

Question 27

Cafeteria-style benefit plan

Answer 27

A plan from which employees can choose the benefits they want.

Question 28

Labor relations

Answer 28

The activities managers engage in to ensure that they have effective working relationships with the labor unions that represents their employees’ interests.

Question 29

Collective bargaining

Answer 29

Negotiation between labor unions and managers to resolve conflicts and disputes about such as working hours, wages, benefits, working conditions, and job security.