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CHRA > SET A > Flashcards

SET A Flashcards

1
Q

What is human resource management

A
  • managing employee relations
  • leveraging people’s capabilities to achieve competitive advantage
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2
Q

What is associated with human resources?

A

personnel management and employee relationships

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3
Q

structuring by grouping activities, assigning accountabilities, and establishing communication and authority relationships

A

organizational design

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4
Q

planning and implementing interventions

A

organizational development

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5
Q

structuring the content and size of jobs and defining their component tasks

A

job/role design and definition

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6
Q

planning and implementing flexible structures and procedures

A

flexible working

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7
Q

forecasting the organization’s future resource requirements for labor

A

human resource planning

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8
Q

attracting employment applicants from the number, type, and caliber

A

recruitment

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9
Q

Assessing and selecting suitable employees

A

selection

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10
Q

planning rewards and incentives to control labor turnover

A

retention

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11
Q

managing the termination, retirements, resignation, dismissals and redundancies

A

exit management

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12
Q

basic functions of the management process

A

planning, organizing, leading, staffing, controlling

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13
Q

a person who is responsible for accomplishing an organization’s goals by managing the efforts of the organization’s people; accomplishing by planning, organizing, staffing, leading and controlling

A

manager

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14
Q

to establish goals and standards and to develop rules and procedures

A

planning

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15
Q

delegating authority to subordinates and establishing channels of communication

A

organizing

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16
Q

requires managers to set standards such as sales quotas, quality, standards or production levels

A

controlling

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17
Q

determines what type of people you should hire, recruiting prospective employees, selecting employees etc.

A

staffing

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18
Q

requires a manager to get others to get the job done, maintaining morale and motivating subordinates

A

leading

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19
Q

a process of acquiring, training, appraising, and compensating employees, and attending to their labor relations

A

human resource management

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20
Q

a manager’s right to issue orders to other managers; superior-subordinate relationship;

A

line authority

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21
Q

manager’s right to advise other managers or employees; advisory relationship

A

staff authority

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22
Q

directing the activities to their subordinates; within the HR dept

A

line function

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23
Q

assisting and advising line managers; they are also human resource managers; outside of the HR department

A

staff function

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24
Q

advises management on all aspects of union-management relations

A

labor relations specialist

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25
Q

develops compensation plans and handles the employee benefits program

A

compensation manager

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26
Q

collects and examines information about jobs to prepare job descriptions

A

job analyst

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27
Q

focuses on using centralized call centers and outside vendors

A

Shared HR Groups

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28
Q

assigned directly to a department within an organization to provide localized human resource management assistance as needed

A

Embedded HR Groups

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29
Q

assist top management in top-level issues such as developing the personnel aspects of the company’s long-term strategic plan

A

Corporate HR Groups

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30
Q

refers to the knowledge, skills, and abilities of a firm’s workers

A

human capital

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31
Q

Where freelancers and independent contractors work when they can, on what they want to work on, and when the company needs them

A

on-demand workers

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32
Q

workers with multiple jobs; who are temporary or part-time workers

A

non-traditional workers

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33
Q

the recent trend where in some occupations, unemployment rates are low, while in others unemployment rates are still very high and recruiters can’t find candidates, while in others there’s a wealth of candidates

A

unbalanced labor force

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34
Q

exporting jobs to lower-cost locations abroad

A

offshoring

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35
Q

Evidence-based human resource management

A

Scientific rigor
Existing data
Research studies
Critical evaluation
Critically evaluated research/case studies
Analytics

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36
Q

involves formulating and executing human resource policies and practices that produce the employee

A

strategic hrm

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37
Q

involves more and more human resource management tasks being redistributed from a central HR department

A

distributed HR

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38
Q

provides new employees with the basic background information they need to function

A

employee orientation

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39
Q

graphic relationship between the value of the job and the average wage paid for the job

A

wage curve

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40
Q

giving new or current employees the skills they need to perform their jobs; it is essential to good management

A

training

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41
Q

identifies the training employees will need to fill these future jobs

A

strategic needs analysis

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42
Q

is the training aligned with company missions?

A

organizational needs analysis

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43
Q

who do we need to train?

A

person needs analysis

44
Q

what skills do we need to train

A

task needs analysis

45
Q

ADDIE framework

A

analysis-design-development-implement-evaluate

46
Q

is a method used for screening job applicants and will not likely be used to identify training needs

A

work sampling

47
Q

consolidates, usually in one diagram, a precise overview of the competencies someone would need to do a job well

A

competency model

48
Q

process of verifying that there is a performance deficiency and determining whether the employer should correct through training or some other means (like transferring employee)

A

performance analysis

49
Q

four steps in training process

A

needs analysis
instructional design
implement the program
evaluation

50
Q

identify the specific knowledge and skills the job requires, and compare these with the prospective trainees’ knowledge and skills

A

needs analysis

51
Q

having a person learn a job by actually doing it; a training method that is most frequently used by employers; also applies job rotation

A

OJT

52
Q
  • Employee rotates through several different jobs in the organization
  • Popular for managerial training
  • Allows for lateral transfers and flexibility for
    replacing absent workers (cross training).
  • Improves job satisfaction by reducing boredom
A

job rotation

53
Q

process by which people become skilled workers through a combination of formal learning and long-term on-the-job training

A

apprenticeship

54
Q

step-by-step training

A

job instruction training

55
Q

systematic method for teaching job skills that involves presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his/her answers

A

programmed learning

56
Q

computer-based training systems that adjust to meet each trainee’s specific learning needs

A

intelligent tutoring systems

57
Q

method in which trainees learn on the actual or simulated equipment they will use on the job, but are trained away from the job

A

vestibule training

58
Q

a trainer in a central location teaching groups of employees at remote locations over cable broadband or internet

A

videoconferencing

59
Q

a set of instructions, diagrams, or similar methods available at the job site guide the worker

A

job aid

60
Q

aims to create better cross-cultural sensitivity

A

diversity training

61
Q

training employees to do different tasks or jobs than their own

A

cross training

62
Q

any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills

A

management development

63
Q

enables management trainees to work full-time analyzing and solving problems in other departments

A

action learning

64
Q

focuses on planning and filling senior-level positions

A

succession planning

65
Q

considered an effective training tool because trainees are actively involved, and the activities help trainees focus on planning and solving problems

A

management games

66
Q

a change process through which the employees formulate change that’s required and implement it

A

organizational development

67
Q

collecting data about a group, department, organization, and feeding the information back to the employees so they can analyze and develop hypothesis about what the problems might be

A

action research

68
Q

kurt lewin’s model of change process

A

unfreezing, moving, refreezing

69
Q

reducing the forces that are striving to maintain the status quo

A

unfreezing

70
Q

developing new behaviors, values, and attitudes

A

moving

71
Q

managers reinforce the new ways of doing things with changes to the company’s systems to prevent it from reverting to its old ways

A

refreezing

72
Q

refers to a formal method for testing the effectiveness of a training program

A

controlled experimentation

73
Q

FOUR BASIC CATEGORIES MEASURED WHEN EVALUATING A TRAINING PROGRAM

A

Reaction
Learning
Behavior
Results

74
Q

FOUR BASIC CATEGORIES OF ORGANIZATIONAL DEVELOPMENT (OD) APPLICATIONS

A

Human process
Technostructural
Human resource management
Strategic applications

75
Q

HR MANAGEMENT INVOLVES:

A

Performance appraisals
Rewards systems
Diversity programs
Goal setting

76
Q

What is the first step in the recruitment process?

A

decide what positions to fill

77
Q

refers to the background investigations, tests, and physical exams that firms use to identify viable candidates for a job

A

selection tools

78
Q

process of deciding what positions the firm will have to fill and how to fill them

A

workforce planning (personnel)

79
Q

deciding how to fill executive positions at a firm

A

succession planning

80
Q

guides employment planning and determine the types of skills and competences the firm needs

A

strategic business planning

81
Q

THREE STEPS IN SUCCESSION PLANNING

A

Identify key needs
Develop inside candidates
Assess and choose those who will fill the key position

82
Q

studying a firm’s past employment needs over a period of years to predict future needs

A

trend analysis

83
Q

determines future staff needs by using ratios between a causal factor and the number of employees required

A

ratio analysis

84
Q

Both a trend analysis and a ratio analysis assume that productivity remain the same

A

productivity levels

85
Q

ratio analysis formula

A

projected workload/output / workload/output per employee = # of employees required

86
Q

contains data on employees’ performance records, educational background, and promotability; managers need to determine which current employees are available for promotion or transfer

A

qualifications (or skills) inventories

87
Q

graphically illustrates the relationship between two variables such as sales and your firm’s staffing level

A

scatter plots

88
Q

company records showing present performance and promotability of inside candidates for a firm’s top positions

A

personnel replacement charts

89
Q

to forecast availability of internal job candidates

A

markov analysis

90
Q

having outside vendors supply services such as benefits management, market research

A

outsourcing

91
Q

used for projecting personnel needs

A

trend tools

92
Q

Primary disadvantage of using internal sources of candidates to fill vacant position

A

Potential to lose employees who aren’t promoted

93
Q

used by employers to calculate the number of applicants a firm must generate in order to hire the required number of new employees

A

recruiting yield pyramid

94
Q

a potential drawback to hiring internally

A

inbreeding

95
Q

used for filling the vacant position by looking from within the organization

A

intranet job postings

96
Q

to help employers attract, gather, screen, compile, and manage outside applicants

A

application tracking system

97
Q

Reasons for most likely to use a private employment agency

A

to fill a specific job opening quickly

98
Q

floats from one assignment to another on a temporary basis

A

temporary workers

99
Q

refers to the use of nontraditional recruitment sources

A

alternative staffing

100
Q

special employment agencies retained by employers to seek out top management for their clients

A

executive recruiters / headhunters

101
Q

the greatest role in determining the best medium for a job advertisement

A

skills needed for the job

102
Q

a service that provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms; they are paid through hourly rate

A

on-demand recruiting services

103
Q

employed directly by a company on a short-term basis

A

in-house temporary employee

104
Q

highly skilled worker who is supplied for a long-term project under contract from an outside technical services firm

A

contract technical employees

105
Q

primary motivation for employees over age 65

A

schedule flexibility

CHRA (3 decks)

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