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SHRM-CP > People > Flashcards

People Flashcards

1
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

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2
Q

Written statements of the necessary qualifications for the job incumbent.

A

Job specifications

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3
Q

Occurs when an employee is extremely competent in one area and is therefore rated highly in all categories.

A

Halo effect

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4
Q

Occurs when an employee receives an overall low rating because of one weakness.

A

Horn effect

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5
Q

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

A

Incentives

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6
Q

Desire to do things because they matter, because we like it, because they’re interesting, or because they are part of something important.

A

Intrinsic motivation

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7
Q

Systematic study of jobs to determine what activities (tasks) and responsibilities they include, personal qualifications necessary for performance of the jobs, the conditions under which the work is performed, and the reporting structure.

A

Job analysis

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8
Q

Situation in which employees feel that performance or job differences results in corresponding differences in rewards that are fair.

A

Internal equity

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9
Q

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

A

Incentive pay

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10
Q

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

A

Head count

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11
Q

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

A

Learning organization

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12
Q

Study of the education of children.

A

Pedagogy

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13
Q

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

A

Person-based pay

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14
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

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15
Q

Process of encouraging candidates to apply for job openings.

A

Recruitment

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16
Q

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

A

Pay ranges

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17
Q

Specific point in a distribution of data that has a given percentage of cases below it.

A

Percentiles

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18
Q

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

A

Performance-based pay

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19
Q

Part of the selection process that provides an applicant with honest and complete information about a job and the work environment.

A

Realistic job preview (RJP)

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20
Q

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

A

Premiums

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21
Q

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

A

Pilot programs

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22
Q

Situations in which employees’ pay is above the range maximum.

A

Red-circle rates

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23
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

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24
Q

Pay based on the quantity of work and outputs that can be accurately measured.

A

Productivity-based pay

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25
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

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26
Q

System that shows preference to employees with the longest service.

A

Seniority

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27
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

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28
Q

Ability to keep talent employees in the organization.

A

Retention

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29
Q

Ability of an instrument to measure consistently.

A

Reliability

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30
Q

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

A

Simulations

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31
Q

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

A

Selection screening

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32
Q

Process of vetting the most suitable candidate for a position.

A

Selection

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33
Q

Surveys that collect information on prevailing market compensation and benefits practices, including starting wage rates, base pay, pay ranges, other statutory and market cash payments, variable compensation, and time off.

A

Remuneration surveys

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34
Q

Type of interview in which interviewer assumes an aggressive posture to see how a candidate responds to stressful situations.

A

Stress interview

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35
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

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36
Q

Variety of online Internet technology platforms and communities that people use to communicate and share information and resources.

A

Social media

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37
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

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38
Q

Instruments used to collect and assess employee perceptions about the work environment.

A

Employee surveys

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39
Q

Activities associated with an employee’s tenure in an organization.

A

Employee life cycle (ELC)

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40
Q

Small group (normally six to twelve) invited to actively participate in a structured discussion with a facilitator.

A

Focus group

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41
Q

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

A

Kinesthetic learners

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42
Q

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

A

Distance learning

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43
Q

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

A

Lump-sum increase (LSI)

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44
Q

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

A

Career planning

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45
Q

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

A

Compensation

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46
Q

Pay rate divided by the midpoint of the pay range.

A

Compa-ratio

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47
Q

Physical, psychological, and social aspects of employee health.

A

Well-being

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48
Q

People who learn best by relying on their sense of sight.

A

Visual learners

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49
Q

Average of data that takes other factors such as the number of incumbents into account.

A

Weighted average

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50
Q

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

A

Green-circle rates

51
Q

Broadening the scope of a job by expanding the number of different tasks to be performed.

A

Job enlargement

52
Q

Movement between different jobs.

A

Job rotation

53
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

54
Q

Process that determines the value and price of a job in order to place and compare it within an organization as well as attract and retain employees in a competitive environment.

A

Job evaluation

55
Q

Written description of a job and its requirements, including required tasks, knowledge, skills, abilities, responsibilities, and reporting structure.

A

Job description

56
Q

Increasing the depth of a job by adding responsibilities such as planning, organizing, tracking, and completing reports.

A

Job enrichment

57
Q

Payments or services provided to employees to cover issues such as retirement, health coverage, sick pay/disability schemes, life insurance, and paid time off.

A

Benefits

58
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

59
Q

Periodic compensation payment given to eligible employees regardless of their performance or organizational profitability; usually linked to inflation.

A

Cost-of-living adjustment (COLA)

60
Q

Error that occurs when an employee’s rating is based on how his or her performance compares to that of another employee rather than objective standards.

A

Contrast effect

61
Q

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

A

Developmental activities

62
Q

Skills, knowledge, and abilities that employees must possess in order to successfully perform job functions that are essential to business operations.

A

Core competencies

63
Q

Type of interview in which interviewer asks questions related to competencies for the position and asks candidates to provide examples of times they demonstrated the competencies.

A

Competency-based interview

64
Q

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

A

Situation judgment tests (SJTs)

65
Q

Type of interview in which interviewer asks every applicant the same questions; also called a repetitive interview.

A

Structured interview

66
Q

Type of interviewer bias that involves forming generalized opinions about how people of a given gender, religion, or race appear, think, act, feel, or respond.

A

Stereotyping

67
Q

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

A

Appreticeship

68
Q

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

A

Employment branding

69
Q

Pay rates that are affected by where or when an employee works.

A

Differential pay

70
Q

Failure to recognize responses of a candidate that are socially acceptable rather than factual.

A

Cultural noise

71
Q

People who learn best by relying on their sense of hearing.

A

Auditory learners

72
Q

Process of generating a pool of qualified job applicants.

A

Sourcing

73
Q

Study of how adults learn.

A

Andragogy

74
Q

Training provided to employees at the work site utilizing demonstration and performance of job tasks.

A

On-the-job training (OJT)

75
Q

Fairness of compensation and benefits paid to employees.

A

Pay equity

76
Q

Factors that initiate, direct, and sustain human behavior over time.

A

Motivation

77
Q

Middle point above and below which 50% of scores in a set of data lie.

A

Median

78
Q

Value that occurs most frequently in a set of data.

A

Mode

79
Q

Developmentally oriented relationship between two individuals.

A

Mentoring

80
Q

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

A

Maturity curves

81
Q

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

A

Performance bonus

82
Q

Process of providing knowledge, skills, and abilities (KSAs) specific to a task or job.

A

Training

83
Q

Ability of an instrument to measure what it is intended to measure.

A

Validity

84
Q

Type of interview that focuses on how applicants previously handled real situations.

A

Behavioral interview

85
Q

Five-step instructional design process that governs the development of learning programs.

A

ADDIE model

86
Q

Software that provides an automated way for organizations to manage the recruiting process.

A

Applicant tracking software (ATS)

87
Q

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

A

Leadership development

88
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

89
Q

Certain types of learning activities or processes that may occur at any one of several levels in an organization.

A

Organizational learning

90
Q

Programs that help employees develop positive working relationships with coworkers; encompass orientation as well as the first months of an employee’s tenure in a position.

A

Onboarding

91
Q

Situation where an individual’s performance 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)

92
Q

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

A

Pay compression

93
Q

Process in which a new employee becomes familiar with an organization as well as his or her department, coworkers, and the job.

A

Orientation

94
Q

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

A

Merit pay

95
Q

Type of interviewer bias that involves rejecting a candidate on the basis of a small amount of negative information.

A

Negative emphasis

96
Q

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

A

Market-based job evaluation

97
Q

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

A

Perquisites

98
Q

Raw average of data that gives equal weight to all factors, with no regard to individual factors such as the number of incumbents or organizations.

A

Unweighted average

99
Q

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

A

Total rewards

100
Q

Development and integration of HR processes that attract, develop, engage, and retain the knowledge, skills, and abilities of employees that will meet current and future business needs.

A

Talent management

101
Q

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

A

Transfer of learning

102
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

103
Q

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

A

Time-based step-rate pay

104
Q

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

A

Assessment centers

105
Q

Process by which employees progress through a series of stages in their careers, each of which is characterized by relatively unique issues, themes, and tasks.

A

Career development

106
Q

Exit of educated and skilled citizens from emerging and developing countries for better-paying jobs in developed countries.

A

Brain drain

107
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)

108
Q

Ability of an individual to influence a group or another individual toward the achievement of goals and results.

A

Leadership

109
Q

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

A

Essential functions

110
Q

Type of interviewer bias in which interviewer makes snap judgments and lets first impression (either positive or negative) cloud the interview.

A

First-impression error

111
Q

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

A

Career management

112
Q

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

A

Broadbanding

113
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

114
Q

Job evaluation method in which the relative worth and pay opportunities 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

115
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

116
Q

Process of creating, acquiring, sharing, and managing knowledge to augment individual and organizational performance.

A

Knowledge management

117
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

118
Q

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

A

General pay increase

119
Q

Ability of an individual to be sensitive to and understanding of the emotions of others and to manage his or her own emotions and impulses.

A

Emotional intelligence (EI)

120
Q

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

A

Dual career ladders

121
Q

Employees’ commitment to an organization; willingness to put in effort that promotes the effective functioning of the organization.

A

Employee engagement

122
Q

Delivery of training and educational materials, processes, and programs via the use of electronic media.

A

E-learning

123
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

SHRM-CP (6 decks)

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