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SHRM-CP Flashcards > People: Employee Engagement and Retention > Flashcards

People: Employee Engagement and Retention Flashcards

1
Q

Tool used to provide a job applicant with honest, complete information about a job and the work environment.

A

Realistic job preview (RJP)

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2
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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3
Q

Physical, psychological, and social aspects of employee health.

A

Well-being

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4
Q

Instruments that collect and assess information on employees’ attitudes on and perceptions of the work environment or employment conditions.

A

Employee surveys

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5
Q

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

A

Performance appraisal

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6
Q

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

A

Employee life cycle (ELC)

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7
Q

Structured conversations with employees for the purpose of determining which aspects of a job encourage employee retention or may be improved to do so.

A

Stay interviews

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8
Q

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

A

Performance management

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9
Q

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

A

Performance standards

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10
Q

Ability of an organization to keep its employees.

A

Retention

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11
Q
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Wilmar Schaufeli and Arnold Bakker view employee engagement as the antithesis of “employee burnout” characterized by (3): (pg 148)

A
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Vigor;
Dedication;
Absorption

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12
Q
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According to Wilmar Schaufeli and Arnold Bakker, in the context of employee engagement, this is when employees show high levels of energy and invest effort into their work. (pg 148)

A
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Vigor

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13
Q
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According to Wilmar Schaufeli and Arnold Bakker, in the context of employee engagement, this is when employees are involved in their work and have a sense of pride and enthusiasm about it. (pg 148)

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Dedication

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14
Q
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According to Wilmar Schaufeli and Arnold Bakker, in the context of employee engagement, this is when employees are fully concentrated on and completely engrossed in their work. (pg 148)

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Absorption

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15
Q
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According to William H. Macey and Benjamin Schneider, these are the psychological, emotional and behavioral dimensions of employee engagement (3). (pg 148)

A
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Trait engagement;

State engagement;

Behavioral engagement

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16
Q
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Describes the inherent personality-based elements that make an individual predisposed to being engaged - a natural curiosity, a desire to be involved and an interest in problem solving. (pg 148)

A
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Trait engagement

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17
Q
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A facet of employee engagement influenced by workplace conditions or practices (e.g. task variety, opportunities to participate in work decisions) that can be improved through organizational interventions. (pg 148)

A
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State engagement

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18
Q
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A facet of employee engagement evident in the effort employees put into their jobs, which leads to greater value. (pg 148)

A
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Behavioral engagement

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19
Q
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Where employees appear engaged, for example, by working longer hours and even responding as such in engagement surveys, but are not actually engaged.

A
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Transactional engagement

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20
Q
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These are the 4 universal drivers of engagement.

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The work itself - including opportunities for development.

Confidence/trust in leadership

Recognition & rewards

Timely/orderly organizational communication

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21
Q
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The characteristics of this organizational culture entails power residing with top-level management. (pg 154)

A
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Authoritarian

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22
Q
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The characteristics of this organizational culture entails tasks and responsibilities being clearly defined to the employees, in addition to formal rules and standard operating procedures. (pg 154)

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Mechanistic

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23
Q
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The characteristics of this organizational culture entails collaborative decision making and group problem solving embraced. (pg 154)

A
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Participative

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24
Q
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The characteristics of this organizational culture entails embracing shared and continuous learning. (pg 154)

A
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Learning

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25
Q
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The characteristics of this organizational culture entails innovation, elevated performance, customer-centric strategies, relationships, communication and other characteristics being driven from the bottom up. (pg 154)

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High-performance

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26
Q
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These are the (4) phases of the employee life-cycle. (pg 183)

A
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R. I. D. T

  • Recruitment
  • Integration
  • Development
  • Transition
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27
Q
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The employer-employee relationship is initiated. (pg 183)

A
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Recruitment

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28
Q
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The phase of the employee life-cycle whereby the employee gains access to information and tools required for the job and settles into the position. The employee also becomes familiar with the organizational culture, coworkers and management. (pg 183)

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Integration

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29
Q
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The phase of the employee life-cycle whereby the employee participates in internal training and external professional training programs funded by the organization. (pg 184)

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Development

30
Q
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The phase of the employee life-cycle characterized by the resignation, firing, transfer, promotion, demotion, or retirement of an employee. (pg 184)

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Transition

31
Q
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The incorporation of meaning, variety, autonomy, and coworker respect into jobs. (pg 184)

A
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Job Enrichment

32
Q

1 Strategic compensation which aligns compensation with external market value and internal strategic value;

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Equitable compensation

33
Q
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Strategic compensation which focuses employees’ attention on incentivized behaviors. (pg 185)

A
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Pay for performance

34
Q
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Strategic compensation which fosters acquisition of knowledge and skills and enhances employees’ performance, satisfaction and self-efficacy. (pg 185)

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Competency-based pay

35
Q
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Pay which attracts qualified job candidates. (pg 185)

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Competitive pay

36
Q
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Practice which increases employee engagement / commitment during employment.

Exchange which signals commitment reciprocity. (pg 185)

A
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Equitable exchange

37
Q
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Benefits which facilitate commitment congruence (e.g., work/family balance matched to stage of life). (pg 185)

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Flexible benefits and perquisites

38
Q
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Pay plans which foster long-term commitment and identification with the company. (pg 185)

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Retirement and seniority-graded pay plans

39
Q
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This performance standard key element is what the organization wants the employees to do. (pg 198)

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Behaviors

40
Q
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This performance standard key element is what the organization wants the employees to produce or deliver. (pg 198)

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Results

41
Q
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The least complex means of appraising performance, whereby the appraiser marks an employee’s level of performance on a designated form. (pg 201)

A
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Category rating methods

42
Q
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A category rating method whereby the appraiser checks the appropriate place on the scale for each task listed. (pg 201)

(e.g., A five-point rating scale where 1 is significantly below standard, 3 is standard and 5 is significantly above standard.)

A
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Graphic scale

43
Q
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A category rating method whereby the appraiser is given a list of statements or words and checks the items on the list that describe the characteristics and performance of the employee. (pg 201)

A
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Checklist

44
Q
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A category rating method whereby the appraiser is required to check two of four statements: one that the employee is most like and one that the employee is least like. (pg 201)

A
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Forced choice

45
Q
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An appraisal method whereby the appraiser directly compares the performance of each employee with that of the others. (pg 202)

A
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Comparative method

46
Q
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A comparative appraisal method whereby the appraiser lists all employees from highest to lowest. (pg 202)

(e.g., In order from 1 to 20 - best to poorest in performance.)

A
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Ranking

47
Q
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A comparative appraisal method whereby each of the employees is paired with every other employee and compared, one at a time, using the same scale for performance. (pg 202)

(Provides more information about individual employees than ranking.)

A
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Paired-comparison

48
Q
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A comparative appraisal method whereby employees are rated and placed at different percentage points along a bell-shaped curve. (pg 202)

A
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Forced-distribution

49
Q
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An appraisal method whereby the appraiser submits written narrative performance appraisals. (pg 202)

A
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Narrative methods

50
Q
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A narrative appraisal method whereby the appraiser writes a short essay describing the performance of each employee during the rating period, based on several topic areas for comment. (pg 202)

A
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Essay

51
Q
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A narrative appraisal method whereby a record of employee actions is kept in addition to actual ratings. Both positive and negative actions are recorded for the entire rating period. (pg 202)

A
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Critical incidents

52
Q
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A narrative appraisal method whereby HR interviews the supervisor about the performance of each employee. After the interview, HR compiles comparison ratings for each employee and then submits the ratings to the supervisor for approval or changes. (pg 202)

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Field review

53
Q
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A special appraisal method whereby the employees help set objectives for themselves. (pg 202)

A
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Management by Objectives (MBO)

54
Q
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A special appraisal method designed to overcome the problem of category rating whereby examples of desirable and undesirable behavior are measured against a scale of performance levels. (pg 203)

A
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Behaviorally Anchored Rating Scale (BARS)

55
Q
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A performance appraisal error which results when an employee is extremely competent in one area and is therefore rated high in all categories.

The converse is also true. (pg 205)

A
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Halo/Horn effect

56
Q
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A performance appraisal error which results when an appraiser gives more weight to recent occurrences and discounts or minimizes the employee’s earlier performance during the appraisal method. (pg 205)

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Recency

57
Q
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A performance appraisal error which results when an appraiser gives more weight to the employee’s earlier performance and discounts or minimizes recent occurrences. (pg 205)

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Primacy

58
Q
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A performance appraisal error which results when an appraiser’s values, beliefs or prejudices distort ratings (either consciously or unconsciously). (pg 205)

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Bias

59
Q
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A performance appraisal error which results when an appraiser believes that standards are too low and may inflate the standards in an effort to make the standards meaningful in their eyes. (pg 205)

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Strictness

60
Q
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A performance appraisal error which results when appraisers do not want to give low scores. (pg 205)

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Leniency

61
Q
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A performance appraisal error which results when an appraiser rates all employees within a narrow range, regardless of differences in actual performance. (pg 206)

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Central tendency

62
Q
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A performance appraisal error which results when an employee’s rating is based on how his or her performance compares to that of another employee instead of on objective performance standards.

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Contrast

63
Q
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Employee engagement metric:

of days absent in month
__________________________________________________
(Average # of employees during month x # of workdays in month)

(pg 210)

A
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Employee absence rate

64
Q
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Employee engagement metric:

of injuries and/or illnesses per 100 full-time employees
_________________________________________x_200,000
Total hours worked by all employees during calendar year

(pg 210)

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Workers’ compensation incident rate

65
Q
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Employee engagement metric:

of separations during month
________________________________x_100
Average # of employees during month

(pg 210)

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Monthly voluntary turnover rate

66
Q
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Employee engagement metric:

Total revenue
_________________
Total # of employees

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Revenue per employee

67
Q
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Employee engagement metric which evaluates the cost of a lost employee due to voluntary or involuntary turnover. (pg 211)

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Revenue per employee

68
Q
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Employee engagement metric which evaluates employee engagement initiatives
(e.g., Percentage of applicants for a recruitment source that make it to determined stage of application process). (pg 211)

A
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Yield ratio

69
Q
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Employee retention metric:

# of employees who remain employed for entire measurement period
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_x_100
# of employees at start of measurement period

(pg 212)

A
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Retention rate

70
Q
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Employee retention metric:

of separations during measurement period
__________________________________________x_100
Average # of employees during measurement period

(pg 213)

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Turnover rate

SHRM-CP Flashcards (25 decks)

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