OBS Chapter 8 Flashcards
A Manager’s Challenge
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.
Human Resource Management (HRM)
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.
Strategic human resource management
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.
Equal employment opportunity (EEO)
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.
Recruitment
Includes all the activities managers engage in to develop a pool of qualified candidates for open positions.
Selection
The process by which managers determine the relative qualifications of job applicants and their potential for performing well in a particular job.
Human resource planning
Includes all the activities managers engage in to forecast their current and future human resource needs.
Outsource
To use outside suppliers and manufacturers to produce goods and services.
Job analysis
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).
Lateral moves
A job change that entails no major changes in the responsibility or authority levels.
Realistic job preview (RJP)
An honest assessment of the advantages and disadvantages of a job and an organization.
Reliability
The degree to which a tool measures the same thing each time it is used.
Validity
The degree to which a tool or test measures what it purports to measure.
Training
Teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers.
Development
Building the knowledge and skills of organizational members so they are prepared to take on new responsibilities and challenges.
Needs assessment
An assessment of which employees need training or development and what type of skills or knowledge they need to acquire.
On-the-job training
Training that takes place in the work setting as employees perform their job tasks.
Performance appraisal
The evaluation of employees’ job performance and contributes to the organization.
Performance feedback
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.
Objective appraisal
An appraisal that is based on facts and is likely to be numerical.
Subjective appraisal
An appraisal that is based on perceptions of traits, behaviors, or results.
360-degree appraisal
A performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager’s performance.
Formal appraisal
Conducted are set time during the year and based on performance dimensions and measures that were specified in advance.
Informal appraisal
An unscheduled appraisal of ongoing progress and areas for improvement.
