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GR 11 > ORG MAN WEEK 5 > Flashcards

ORG MAN WEEK 5 Flashcards

1
Q

involves acquiring and developing human resource that will carry out and perform the various activities of the organization.

A

STAFFING

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2
Q

Staffing includes?

A

recruiting, selecting, training and developing people

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3
Q

is tasked with implementing human resource management in the company.

A

THE HUMAN RESOURCE DEPARMENT

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4
Q

The department is responsible for hiring and firing employees, training workers, maintaining interoffice relationship and interpreting employment laws.

A

THE HUMAN RESOURCE DEPARMENT

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5
Q

is the process of forecasting the future human resource requirements of the organization and determining as to how the existing human resource capacity of the organization can be utilized to fulfill these requirements.

A

HUMAN RESOURCE PLANNING

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6
Q

The processes involved in HRP are the following:

A

-Environmental Scanning
-Forecasting and estimating the firm’s manpower complement
-Gap Analysis

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7
Q

it is done to determine if there is a gap or difference between the demand and supply in human resources.

A

Gap Analysis

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8
Q

It is crucial for a manager to find out the factors that are affecting the labor market because it can affect the company’s recruitment. There are also positions that require special types of skills and getting applicants in these positions can be difficult.

A

ENVIRONMENTAL SCANNING

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9
Q

-The status of employment in the organization, particularly the number of contractual or temporary employees should be determined.
-done to identify the demand and supply of employees while considering the manpower requirements, the internal supply of employees, and possible external sources of employees.

A

FORECASTING AND ESTIMATING THE MANPOWER COMPLEMENT

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10
Q

procedure for determining the duties and skills requirements for a job or a position, as well as other qualifications sought for in an employee or applicant.

A

JOB ANALYSIS

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11
Q

Job analysis qualifications

A

Specific tasks and activities
Required behavior on the job
Required job standards
Knowledge, tools and equipment used
Work conditions
Personal characteristics and requirements

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12
Q

goes through a process outlined in several steps designed to gather relevant, timely, and complete information to prepare the job specifications needed by the company.

A

JOB ANALYSIS

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13
Q

Job specifications

A

Formulation of objectives
Selection of jobs
Application of job analysis and techniques
Actual conduct of job analysis
Preparation of job description and specification

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14
Q

TECHNIQUES IN JOB ANALYSIS

A

-Observation
-Interview
-Questionnaire
-Logbook

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15
Q

Requires the analyst to observe the job as they are being performed.

A

Observation

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16
Q

Provides opportunity for the job analyst to personally clarify certain information with the employee.

A

Interview

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17
Q

Least expensive technique for data gathering. The analyst prepares a questionnaire about relevant information regarding a job.

A

Questionnaire

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18
Q

Recording tasks and activities in a - is a good way of keeping track of a certain job and its progress over a certain period

A

Logbook

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19
Q

Data gathered from the job analysis is used to formulate the -. -responsibilities, reporting relationships, and the job specification for each job or position in the company.

A

JOB DESCRIPTION

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20
Q

Job description important parts

A

Job title or position
Reporting relationships
Job Classification
General description of the job
Specific duties and responsibilities
Job Specification

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21
Q

is the process of attracting qualified applicants to occupy vacant positions in the company. To ensure the success of recruitment, management must know the goals of the organization and the reasons for hiring people.

A

RECRUITMENT

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22
Q

TYPES OF RECRUITMENT

A

Internal applicants

External applicants

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23
Q

is a formal document that serve to show a person’s career background and skills. In the most cases, it’s created in order to help a candidate to alnag a new job.

A

RESUME

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24
Q

Types of resume

A

Chronological
Functional
Combination
comprehensive

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25
Q

-Listed of work history in reverse -order, with your recent work history at the top
-Highlights a linear progression in your career
-Focused on one type of career that you want to show how you’ve progressed on that path
-Standard for some types of jobs, like teaching or government positions.

A

CHRONOLOGICAL RESUME

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26
Q

-Focus on skills
-They are organized by different types of skills or experiences, rather than by chronological work history
It is good for people with gaps in employment history or whose work history is not directly related to the job
-Skills and its details. Follows your education and work history

A

FUNCTIONAL RESUME

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27
Q

-Mix of chronological and functional resume formats
-They provide a chronological list of one’s work history, but they also have a section that focuses on different types of skills
-This format shows employers both your skills and experiences. It’s a good choice if your’e changing careers or if you have a varied but steady work history.

A

COMBINATION RESUME

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28
Q

Combination but more detailed

A

COMPREHENSIVE RESUME

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29
Q

when applicants who qualify after preliminary screening are scheduled for the preliminary interview and psychological testing conducted by the Human Resource Department.

A

SELECTION

30
Q

The usual types of psychological tests are the following:

A

Mental Ability Test or Intelligence Quotient (IQ) Test
Aptitude Test
Personality Test

31
Q

test to measure human intelligence

A

Mental Ability Test or Intelligence Quotient (IQ) Test

32
Q

design and validate for predicting employees success. both - test measures critical thinking skills, learning ability and problem solving

A

Aptitude Test

33
Q

better understand character traits in a variety of settings. It can be useful for psychological diagnoses by mental health professionals, personal development or nurturing positive relationships with others.

A

Personality Test

34
Q

When a candidate accepts the job offer, the next step is the submission of pre-employment requirements such as transcript of records, NBI clearance, certificates and other documents.

A

PLACEMENT

35
Q

TYPES OF STATUS OF EMPLOYMENT

A

Contractual employee/project based
Probationary employee

36
Q

A contract to work for the company for a limited period of time.

A

Contractual employee/project based

37
Q

Given a period of six (6) months after which he/she is evaluated before becoming a regular employee.

A

Probationary employee

38
Q

It is an organized activity that increases and enhances employee’s knowledge and skills on their job to improve current performance

A

Training

39
Q

it is the enhancement of the competencies of employees by giving them opportunities for greater responsibilities as well as challenging tasks that will help them achieve their total growth.

A

Development

40
Q

NEW EMPLOYEE ORIENTATION PROGRAM

A

Company’s history
Vision and Mission
Culture
Products and services provided
Work hours
Dress codes
Company policies

41
Q

The Training Process

A

-Pre-Training Assessment
-Designing the Training Program
-Training Implementation

42
Q

Allows the trainer to identify which aspects of the trainees need improvement.

A

Pre-Training Assessment

43
Q

identifies the training methods to be used, the time frame for implementation, evaluation costs and training cost.

A

Designing the Training Program

44
Q

implementing the program for the trainee. A trainer must show passion, enthusiasm, good working knowledge of the topic, able to motivate and encourage participation as well as good sense of humor.

A

Training Implementation

45
Q

TRAINING EVALUATION

A

Reactions
Results
Recall
Retrieval

46
Q

include the actual reaction of trainees to different aspects of the program.

A

Reactions

47
Q

end results and benefits of the program in terms of performance, productivity and efficiency.

A

Results

48
Q

includes the participants recall of what has been learned and the application of what has been learned.

A

Recall

49
Q

refers to how easily information is recalled from memory and applied by participants.

A

Retrieval

50
Q

is any tangible equivalent or reward for services rendered or performance of a task performed in the organization.

A

Compensation

51
Q

is monetary in nature and given in the form of salaries, wages, commissions, bonuses and allowances.

A

Direct compensation

52
Q

is given in the form of services and non-monetary benefits such as hospitalization, summer outings, vacation leaves and sports fests.

A

Indirect compensation

53
Q

refers to compensation given to professionals on a monthly or semi-monthly basis.

A

SALARY

54
Q

refers to compensation given to professionals on a weekly or daily basis and usually applies to manual workers such as carpenter, plumblers, electricians and the like.

A

WAGE

55
Q

is the fixed part of pay. It is the minimum payment for the tasks rendered by the employee based on his or her position or job title.

A

BASE PAY or BASIC PAY

56
Q

Common modes of payment

A

Payment for time worked
Flat rates
Compensation through incentives
Executive payment

57
Q

paid each day of a particular month; unworked rest day, special days and regular holidays.

A

Monthly-paid employees

58
Q

paid on the basis of the days they actually worked and unworked during the regular holidays.

A

Daily paid employees

59
Q

pay adjustments provided to all employees regardless of rank.

A

Across the board increase

60
Q

salary or wage given to employees on the basis of performance.

A

Merit increase

61
Q

a monetary allowance given to employees to help them cope with the prevailing conditions of economy related to the standard of living and increasing prices commodities due to inflation.

A

Cost of living allowance (COLA)

62
Q

this is given to employees based on the number of years of service in the company

A

Seniority Pay

63
Q

do not consider skills and seniority as factors for giving compensation. Companies pay their employees the same amount regardless of rank.

A

Flat rates

64
Q

outstanding performance based on the result of the performance evaluation

A

Merit pay

65
Q

paid a fixed rate per product produce

A

Piece rate pay

66
Q

achieved sales quota

A

Commission

67
Q

team that has achieved a particular sales or production budget

A

Group incentives

68
Q

This is based on the number of skills the employees gain while working for the company. An employee must acquire a certain skill prescribed by the company.

A

Payment based on skills

69
Q

Compensation is given to employees who attends seminars or conferences related to his/her area of expertise. This is done to promote continuous learning among employees.

A

Payment based on knowledge or credentials

70
Q

This is the payment given to chief executive officers, the chairman of the board and other members of the top management.

A

Executive payment

GR 11 (18 decks)

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