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SHRM /HRCI > PEOPLE > Flashcards

PEOPLE Flashcards

1
Q

Instructional systems design framework
consisting of five steps that guide the
design and development of learning
programs.

A

ADDIE model

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2
Q 
Software application that automates 
organizations’ management of the 
recruiting process (such as accepting 
application materials, screening 
applicants, etc.).
A

Applicant tracking system

ATS

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3
Q

Related to technical skills training; often
a partnership between employers and
unions.

A

Apprenticeship

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4
Q

Assessment tools that provide
candidates a wide range of leadership
situations and problem-solving exercises.

A

Assessment centers

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5
Q

People who learn best by relying on their

sense of hearing.

A

Auditory learners

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6
Q 
Performance management tool that 
depicts an organization’s overall 
performance, as measured against 
goals, lagging indicators, and leading 
indicators.
A

Balanced scorecard

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7
Q 
Process by which an organization 
identifies performance gaps and sets 
goals for performance improvement, by 
comparing its data, performance levels, 
and/or processes against those of other 
organizations.
A

Benchmarking

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8
Q

Mandatory or voluntary payments or
services provided to employees, typically
covering retirement, health care, sick
pay/disability, life insurance, and paid
time off.

A

Benefits

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9
Q

Planned approach to learning that
includes a combination of instructor-led
training, self-directed study, and/or on-the-job training.

A

Blended learning

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10
Q

Factor (such as religion, gender, national
origin, etc.) that is reasonably necessary,
in the normal operations of an
organization, to carry out a particular job
function.

A

Bona fide occupational

qualification (BFOQ)

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11
Q

Combining several salary grades or job
classifications with narrow pay ranges
into one band with a wider salary spread.

A

Broadbanding

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12
Q

Progression through a series of
employment stages characterized by
relatively unique issues, themes, and
tasks

A

Career development

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13
Q

Preparing, implementing, and monitoring
employees’ career paths, with a primary
focus on the goals and needs of the
organization

A

Career management

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14
Q

Actions and activities that individuals
perform in order to give direction to their
work lives.

A

Career planning

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15
Q

Focused, interactive communication and
guidance intended to develop and
enhance on-the-job performance,
knowledge or behavior.

A

Coaching

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16
Q

Pay rate divided by the midpoint of the

pay range.

A

Compa-ratio

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17
Q

All financial returns (beyond any benefits
payments or services), including salary
and allowances.

A

Compensation

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18
Q

Short but broad statement documenting
an organization’s guiding principles and
core values about employee
compensation.

A

Compensation philosophy

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19
Q

Clusters of highly interrelated attributes,
including knowledge, skills, and abilities
(KSAs), that give rise to the behaviors
needed to perform a given job effectively.

A

Competencies

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20
Q

Pay adjustment given to eligible
employees regardless of performance or
organizational profitability; usually linked
to inflation.

A

Cost-of-living adjustment (COLA)

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21
Q

Activities that focus on preparing
employees for future responsibilities
while increasing their capacity to perform
their current jobs.

A

Developmental activities

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22
Q

Process of delivering educational or
instructional programs to locations away
from a classroom or site.

A

Distance learning

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23
Q 
Unmarried couples, of the same or 
opposite sex, who live together and seek 
economic and noneconomic benefits 
comparable to those granted to their 
married counterparts.
A

Domestic partners

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24
Q

Career development programs that
identify meaningful career paths for
professional and technical people outside
traditional management roles.

A

Dual career ladders

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25
Q

Electronic media delivery of educational
and training materials, processes and
programs.

A

E-learning

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26
Q 
Employees’ emotional commitment to an 
organization, demonstrated by their 
willingness to put in discretionary effort to 
promote the organization's effective 
functioning.
A

Employee engagement

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27
Q

Activities associated with an employee’s

tenure in an organization.

A

Employee life cycle (ELC)

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28
Q 
Instruments that collect and assess 
information on employees’ attitudes and 
perceptions (such as engagement, job 
satisfaction, etc.) of the work 
environment or employment conditions.
A

Employee surveys

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29
Q 
Employees’ perceived value of the total 
rewards and tangible and intangible 
benefits they receive from the 
organization as part of employment, 
which drives unique and compelling 
organizational strategies for talent 
acquisition, retention and engagement.
A

Employee value proposition (EVP)

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30
Q

Process of positioning an organization as
an “employer of choice” in the labor
market.

A

Employment branding

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31
Q

Process that involves a systematic
survey and interpretation of relevant data
to identify external opportunities and
threats and to assess how these factors
affect the organization currently and how
they are likely to affect the organization
in the future

A

Environmental scanning

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32
Q

Primary job duties that a qualified
individual must be able to perform, either
with or without reasonable
accommodation.

A

Essential functions

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33
Q 
Situation in which an organization’s 
compensation levels and benefits are 
similar to those of other organizations 
that are in the same labor market and 
compete for the same employees.
A

External equity

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34
Q

Provides each incumbent of a job with
the same rate of pay, regardless of
performance or seniority; also known as
single-rate pay.

A

Flat-rate pay

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35
Q

Pay increase given to employees based
on local competitive market
requirements; awarded regardless of
employee performance.

A

General pay increase

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36
Q

Situations in which an employee’s pay is below the minimum of the range.

A

Green-circle rates

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37
Q

Number of people on an organization’s payroll at a particular moment in time.

A

Head count

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38
Q

Form of direct compensation where employers pay for performance beyond normal expectations to motivate higher performance.

A

Incentive pay

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39
Q

Payments in return for the achievement of specific, time-limited, targeted objectives.

A

Incentives

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40
Q

Document that guides employees toward their goals for professional development and growth.

A

Individual development plan (IDP)

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41
Q

Extent to which employees perceive that monetary and other rewards are distributed equitably, based on effort, skill and/or relevant outcomes.

A

Internal equity

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42
Q

Process of systematically studying a job in order to identify the activities/tasks and responsibilities it includes, the personal qualifications necessary to perform it, and the conditions under which it is performed.

A

Job analysis

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43
Q

Job evaluation method in which descriptions are written for each class of jobs; individual jobs are then put into the grade that best matches their class description.

A

Job classification

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44
Q

Document that describes a job and its essential functions and requirements (including tasks, knowledge, skills, abilities, responsibilities, and reporting structure).

A

Job description

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45
Q

Process of broadening a job’s scope by adding different tasks to the job.

A

Job enlargement

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46
Q

Process of increasing a job’s depth by adding responsibilities to the job.

A

Job enrichment

47
Q

Process of determining a job’s value and price for the purpose of attracting and retaining employees, by comparing the job against other jobs within the organization or against similar jobs in competing organizations.

A

Job evaluation

48
Q

Job evaluation method that involves establishing a hierarchy of jobs from lowest to highest based on each job’s overall value to the organization

A

Job ranking

49
Q

Movement between different jobs.

A

Job rotation

50
Q

Written statements of the minimum qualifications for the job incumbent.

A

Job specifications

51
Q

Job evaluation method in which the relative worth and pay structure of different jobs are based on an assessment of their content and their relationship to other jobs within the organization.

A

Job-content-based job evaluation

52
Q

People who learn best through a hands- on approach; also called tactile learners.

A

Kinesthetic learners

53
Q

Type of metric describing an activity or change in performance that has already occurred

A

Lagging indicator

54
Q

Training and professional development programs targeted at assisting management- and executive-level employees in developing the skills, abilities, and flexibility required to deal with a variety of situations.

A

Leader development

55
Q

Ability to influence, guide, inspire or motivate a group or person to achieve their goals.

A

Leadership

56
Q

Type of metric describing an activity that can change future performance and predict success in the achievement of strategic goals.

A

Leading indicator

57
Q

System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities.

A

Learning management system (LMS)

58
Q

Organization characterized by a capability to adapt to changes in environment.

A

Learning organization

59
Q

One-time payment made to an employee; also called performance bonus.

A

Lump-sum increase (LSI)

60
Q

Job evaluation method in which the relative worth and pay structure of different jobs are based on their market value or the going rate in the marketplace.

A

Market-based job evaluation

61
Q

Correlate pay with time spent in a professional field such as teaching or research.

A

Maturity curves

62
Q

Relationship in which one person helps guide another’s development.

A

Mentoring

63
Q 
Situation where an individual’s 
performance on the job is the basis for 
the amount and timing of pay increases; 
also called performance-based pay or 
pay for performance.
A

Merit pay

64
Q

Concise outline of an organization’s
strategy, specifying the activities it
intends to pursue and the course its
management has charted for the future

A

Mission statement

65
Q 
Process of assimilating new employees 
into an organization, through orientation 
programs to help them, as well as their 
experiences in their first months of 
employment.
A

On-the-job training (OJT)

66
Q

Acquisition and/or transfer of knowledge
within an organization through activities
or processes that may occur at several
organizational levels. Ability of an
organization to learn from its mistakes
and adjust its strategy accordingly.

A

Organizational learning

67
Q

Beliefs and principles defined by an
organization to direct and govern its
employees’ behavior

A

Organizational values

68
Q

Process by which new employees
become familiar with the organization
and with their specific department,
coworkers and job.

A

Orientation

69
Q 
Job evaluation method in which each job 
is compared with every other job being 
evaluated; the job with the largest 
number of “greater than” rankings is the 
highest-ranked job, etc
A

Paired comparison

70
Q 
Occurs when there is only a small 
difference in pay between employees 
regardless of their experience, skills, 
level, or seniority; also known as salary 
compression.
A

Pay compression

71
Q

Situation where an individual’s
performance on the job is the basis for
the amount and timing of pay increases;
also called merit pay or performance-based pay.

A

Pay for performance

P4P, PfP

72
Q

Used to group jobs that have
approximately the same relative internal
or external worth and are paid at the
same rate or within the same pay range

A

Pay grades

73
Q

Set the upper and lower bounds of
possible compensation for individuals
whose jobs fall within a pay grade.

A

Pay ranges

74
Q

Process of measuring and evaluating an
employee’s adherence to performance
standards and providing feedback to the
employee.

A

Performance appraisal

75
Q

One-time payment made to an
employee; also called a lump-sum
increase (LSI).

A

Performance bonus

76
Q

Tools, activities, and processes that an
organization uses to manage, maintain,
and/or improve the job performance of
employees.

A

Performance management

77
Q

Behaviours and results as defined by an
organization to communicate the
expectations of management.

A

Performance standards

78
Q 
A situation where an individual’s 
performance on the job is the basis for 
the amount and timing of pay increases; 
also called merit pay or pay for 
performance.
A

Performance-based pay

79
Q

Special incidental payments, benefits, or
privileges given to individual employees,
over and above their regular rewards.

A

Perquisites

80
Q

Pay systems in which employee
characteristics, rather than the job,
determine pay.

A

Person-based pay

81
Q

Learning/development programs offered
initially in a controlled environment with a
segment of the target audience.

A

Pilot programs

82
Q 
Job evaluation method that looks at 
compensable factors (such as skills and 
working conditions) that reflect how much 
a job adds value to the organization; 
points are assigned to each factor and 
then added to come up with an overall 
point value for the job.
A

Point-factor system

83
Q

Payments in return for the achievement
of specific, time-limited, targeted
objectives.

A

Premiums

84
Q

Pay based on the quantity of work and

outputs that can be accurately measured.

A

Productivity-based pay

85
Q

The tool used in the staffing/selection
the process to provide an applicant with
honest, complete information about the
job and work environment.

A

Realistic job preview

RJP

86
Q 
Modifications or adjustments to a job or 
job application process that 
accommodate persons with disabilities 
but do not impose a disproportionate or 
undue burden on the employer.
A

Reasonable accommodation

87
Q

Process by which an organization seeks
out candidates and encourages them to
apply for job openings.

A

Recruitment

88
Q

Situations in which employees’ pay is

above the range maximum.

A

Red-circle rates

89
Q 
Instruments that collect information on 
prevailing market compensation and 
benefits practices (including starting 
wage rates, base pay, pay ranges, 
statutory and market cash payments, 
variable compensation, and paid time 
off).
A

Remuneration surveys

90
Q

The ability of an organization to keep its

employees.

A

Retention

91
Q

Process of evaluating the most suitable

candidates for a position.

A

Selection

92
Q

Interviews designed to probe areas of
interest to the interviewer in order to
determine how well a job candidate
meets the needs of the organization.

A

Selection interviews

93
Q

Analyzing candidates’ application forms,
curriculum vitae, and résumés to locate
the most qualified candidates for an open
job.

A

Selection screening

94
Q

System that shows preference to

employees with the longest service.

A

Seniority

95
Q

Assessment tools that provide
candidates a wide range of situations
and problem-solving exercises, including
in-basket tests, financial or business data
analysis, group discussions, interview
simulations, role plays, and psychological
inventories.

A

Simulations

96
Q

Provides each incumbent of a job with
the same rate of pay, regardless of
performance or seniority; also known as
flat-rate pay.

A

Single-rate pay

97
Q

Assessment tools that present
prospective leaders with sample
situations and problems they might
encounter in a work environment.

A

Situation judgment tests

SJTs

98
Q 
Internet technology platforms and 
communities that people and 
organizations use to communicate and 
share information, opinions, and 
resources.
A

Social media

99
Q

Process by which an organization
generates a pool of qualified job
applicants

A

Sourcing

100
Q

HR function that acts on the
organizational human capital needs
identified through workforce planning and
attempts to provide an adequate supply
of qualified individuals to complete the
body of work necessary for the
organization’s financial success.

A

Staffing

101
Q 
Structured conversations with employees 
for the purpose of determining which 
aspects of a job (e.g., satisfaction, 
engagement, culture, organization, 
leadership, etc.) encourage employee 
retention, or may be improved to do so.
A

Stay interviews

102
Q 
A state in which an organization’s 
strategy is consistent with its external 
opportunities and circumstances and its 
internal structure, resources, and 
capabilities
A

Strategic fit

103
Q 
Method for assessment of an 
organization’s strategic capabilities 
through use of the environmental 
scanning process, by which internal and 
external factors affecting achievement of 
organizational goals are identified and 
considered.
A

SWOT analysis

104
Q

Process for understanding how
seemingly independent units within a
larger entity interact with and influence
one another.

A

Systems thinking

105
Q

System in which pay is based on
longevity in the job and pay increases
occur on a pre-determined schedule.

A

Time-based step-rate pay

106
Q

Direct and indirect remuneration
approaches that employers use to
attract, recognize, and retain workers

A

Total rewards

107
Q 
Plan or method implemented by an 
organization that provides monetary, 
benefits-in-kind, and developmental 
rewards to employees who achieve 
specific business goals
A

Total rewards strategy

108
Q

Process by which employees are
provided with the knowledge, skills and
abilities (KSAs) specific to a task or job

A

Training

109
Q

Effective and continuing on-the-job
application of the knowledge and skills
gained through the training experience.

A

Transfer of learning

110
Q

Actions, processes, or results that are

needed to deliver the desired value.

A

Value drivers

111
Q

Description of what an organization
hopes to attain and accomplish in the
future, which guides it toward that
defined direction.

A

Vision statement

112
Q

People who learn best by relying on their

sense of sight.

A

Visual learners

113
Q

Physical, psychological, and social

aspects of employee health.

A

Well-being

SHRM /HRCI (5 decks)

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