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BSBA Marketing > Staffing > Flashcards

Staffing Flashcards

1
Q

may be defined as a management function that determines human resources needs, recruits, selects, trains, and develops human resources for job created by an organization

A

Staffing

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2
Q

is undertaken to match people with jobs so that the realization of the organization’s objective will be facilitated.

A

Staffing

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3
Q

The planned output of any organization will require a systematic deployment of human resources at various levels. To be able to do it, the manager will have to involve himself with human resource planning. This will be done in conjunction with the efforts of the human resource officer, that is, if the company has one.

A

Human Resources Planning

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4
Q

is an assessment of future human resource needs of the organization in relation to its current capabilities.

A

Forecasting

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5
Q

means translating the forecasted human resource needs to personnel objectives and goals.

A

Programming

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6
Q

refers to monitoring human resource action plans and evaluating their success.

A

Evaluation and Control

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7
Q

use historical data to develop forecasts

A

Time series methods

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8
Q

are attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future condition.

A

Explanatory or causal models

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9
Q

The three major types of explanatory models are as follows:

A

i. regression models ii. Economic models iii. leading indicators

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10
Q

refer to a system of regression equations estimated from past time-series data and used to show the effect of various independent variables on various dependent variables

A

. Economic models

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11
Q

refer to time series that anticipate business cycle turns.

A

leading indicators

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12
Q

provide early warning signals of significant changes in established patterns and relationships so that the manager can assess the likely impact and plan responses if required.

A

Monitoring Methods

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13
Q

When the different positions had been identified as necessary and the decision to fill them with persons had been made, the next logical step is

A

Recruitment

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14
Q

refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected.

A

Recruitment

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15
Q

When management wants to fill certain Vacancies

A

Sources of applicants

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16
Q

Some of the organization’s current employees may be qualified to occupy positions higher than the ones they are occupying. They should be considered

A

The Organization’s Current Employees.

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17
Q

Newspapers are good sources of applicants. There are at least three major daily newspapers distributed throughout the Philippines. Readership appears to be highest during Sundays.

A

Newspaper advertising.

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18
Q

This refers to the act of choosing from those that are available the individuals most likely to succeed on the job.

A

SELECTION

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19
Q

provides information about a person’s characteristics such as age, marital status, address, educational background, experience, and special interests. After reading the application blank, the evaluator will have some basis on whether or not to proceed further in evaluating the applicant.

A

Application blanks

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20
Q

These are places where potential employees may be asked to apply. Representatives of companies may interview applicants inside campuses. Job fairs organized by the placement offices of universities in cooperation with some companies have become common.

A

School

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21
Q

Current employees sometimes recommend relatives and friend who may be qualified.

A

Referrals from employees

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22
Q

These are companies organized specifically to assist client firms in recruiting qualified persons. Advertisements of recruitment firms are regular features of the advertising sections of major newspapers. Most of them specialize in recruiting applicants for executive positions.

A

Recruitment firms.

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23
Q

These are useful sources of qualified but underutilized personnel. The recruiting firm has the advantages of hiring personnel who may have been previously trained by competitors.

A

Competitors

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24
Q

the manager will likely rely on newspaper advertising, schools, and referrals. When recruiting managers, the reliable sources are current employees, recruitment firms, and competitors.

A

Entry-level personnel

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25
Q

Those written by previous employers,
co-workers, teachers, club officers, etc., about a person are called . Such statements may provide some vital information on the character of the applicant.

A

references

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26
Q

This involves an evaluation of the future behavior or performance of an individual.

A

Testing

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27
Q

after an applicant is finally selected and subsequently hired, the next steps undertaken are

A

Induction and Orientation

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28
Q

the new employee is provided with the necessary information about the company. His duties, responsibilities, and benefits are relayed to him. Personnel and health forms are filled out, and passes are issued. The company history, its products and services, and the organization structure are explained to the new employee.

A

induction

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29
Q

the new employee is introduced to the immediate working environment and co-workers. Location, rules, equipment, procedures, training plans, and performance expectations are discussed. The new employee also undergoes the “socialization process” by pairing him with an experienced employee and having a one-on-one discussion with the manager.

A

orientation

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30
Q

If the newly-hired (or newly-promoted) employee is assessed to be lacking the necessary skills required by the job, training becomes a

A

necessity

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31
Q

refers to the learning that is provided in order to improve job performance.

A

training

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32
Q

This types of training is directed to non-managers to increase knowledge and skills to perform a particular job. The four methods under this type are:

A

Training Programs for Non-Managers

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33
Q

The trainee is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer. This situation motivates strongly the trainee to learn.

A

On-the-job Training

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34
Q

The trainee is placed in a situation almost exactly as the work environment. It duplicates the job, as well as the required machinery and materials. Employees are gained on the proper methods and safety procedures before they are allowed to work in a department.

A

Vestibule School

35
Q

A combination of on-the-job training and experience with classroom instruction in particular subjects are provided to trainees.

A

Apprenticeship program

36
Q

Those that provide more emphasis on education rather than training. Examples are those which concern specific uses of computers like computer-aided design, bidding procedures, and producing a commercial advertisement.

A

Special courses

37
Q

In this method, the trainees are assigned roles to play in a given case incident. They are provided with a script or a description of a given problem and of the key persons they are to play. The purpose of this method is to improve the skill of the trainees in human relations, supervision and leadership.

A

Role-playing

38
Q

If attempts to influence the trainee by showing model persons behaving effectively in a problem situation. The trainee is expected to adapt the behavior of the model and use it effectively in some instances later on.

A

Behavior Modeling.

39
Q

Under this method, awareness and sensitivity to behavioral patterns of oneself and others are developed.

A

Sensitivity training.

40
Q

The training needs of managers may be classified into four areas: decision-making skills, interpersonal skills, job knowledge, and organizational knowledge.

A

Training Program for Managers.

41
Q

The trainee is provided with a set of notes, messages, telephone
calls, letters and reports, all pertaining to a given company situation. The trainee is expected to handle the situation within a given period of 1 or 2
hours.

A

In-Basket.

42
Q

A training method where trainees are placed in a
simulated situation and are required to make an ongoing series of decisions
about that situation.

A

Management Games.

43
Q

This presents actual situations in organizations and enables one
to examine successful and unsuccessful operations. Case studies emphasize the manager’s environment, improve communication skills, offer rewards in solving problems, possess the quality of illustration, and establish concrete reference points for connecting theory with practice.

A

Case studies.

44
Q

It provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job.

A

on-the-job experience.

45
Q

This method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing direction, advice, and helpful criticism. The senior manager must be skilled himself and have the ability to educate, the method will be ineffective.

A

Coaching.

46
Q

Under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself. Once in a while, the assistant is allowed to take over.

A

Understudy.

47
Q

Under this method, the manager is given assignments in a variety of departments. The purpose is to expose him to different functions of the organization.

A

Position rotation.

48
Q

This method is premised on the idea that junior executives must be provided with means to prepare them for higher / management position. To achieve this, a junior board of directors is
created consisting of junior executives as members. The board is given the authority to discuss problems that the senior board could discuss. The members are encouraged to take a board business outlook rather than concentrating on their specialized lines of work.

A

Multiple Management.

49
Q

It is the
measurement of employee performance.

A

Performance Appraisal.

50
Q

are as follows:
a. to influence, in a position manner, employee performance and development;
b. to determine merit pay increase; c. to plan for future performance goals; d. to determine training and development needs; and
e. to assess the promotion potential of employees.

A

The purposes of performance appraisals

51
Q

a. Rating Scale Method.
b. Essay Method.
c. Management by objectives method.
d. Assessment Center Method.
e. Checklist method.

A

Ways of Appraising Performance.

52
Q

Each trait or characteristic to be rated is represented by a line on which the rater indicates the degree to which the individual possesses the trait or characteristic.

A

Rating Scale Method.

53
Q

The evaluator in this method composes statements that best describe the person evaluated.

A

Essay Method.

54
Q

Specific goals are set collaboratively for the organization as a whole, for various subunits, and for each individual member. Individuals are then evaluated on the basis of how well they have achieved the results specified by the goals.

A

Management by objectives method.

55
Q

One is evaluated by persons other than the immediate superior. This method is used for evaluating managers.

A

Assessment Center Method.

56
Q

The evaluator checks statement on a list that are deemed to characterize an employee’s behavior or performance.

A

Checklist method.

57
Q

Standards are set for a realistic worker output and later on used in evaluating the performance of non-managerial employees.

A

work standards method.

58
Q

Each evaluator arranges employees’ names in rank order from the best to the poorest.

A

ranking method.

59
Q

The evaluator recalls and writes down specific (but critical) incidents that indicate the employee’s performance.

A

Critical-incident method.

60
Q

refers to the specific instance of inferior or superior performance of the employee.

A

critical incident

61
Q

After evaluating the performance of employees (managerial or otherwise), the management will now be ready to make employment decisions.

A

Employment Decisions

62
Q
  • are given to employees whose performance is at par or
    above standard requirements.
A

Monetary Rewards

63
Q
  • refers to the movement by a person into a position of higher pay
    and greater responsibilities and which is given as a reward for competence and ambition.
A

Promotion

64
Q

is the movement from one position to another which has less pay or responsibility in the organization. Transfers are made to provide growth opportunities for the persons involved or to get rid of poorly performing
employees

A

Transfer -

65
Q

is a movement from one position to another which has less pay or
responsibility attached to it.

A

Demotion

66
Q

is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position.

A

Demotion

67
Q

It is either a voluntary or involuntary termination of an employee’s services. In the case of made voluntary termination, the organization’s management must find out the
real reason.

A

Separation

68
Q

is the last option that the management exercise when an employee’s performance is poor. This is usually made after training efforts fail to produce positive results.

A

Involuntary Separation or Termination

69
Q

One of the important aspects of staffing is employee compensation. Certain factors determine the salary or wages paid to employees.

A

Compensating Employees

70
Q

The achievement of the organization’s objectives will depend on the individual and collective performance of its employees. Hence, it is only right to compensate them according to their ability to contribute to attainment of goals.

A

Performance.

71
Q

The compensation of the individual employee may also be determined according to the relative worth of each job. To determine a _____, job evaluation is undertaken. This activity allows the organization to rank jobs and determine their hierarchy of importance across all jobs in the organization. Up-to-date job descriptions and job specifications are useful tools of job evaluation.

A

The Relative Worth of Each Job.

72
Q
  • Represents the written summary of a job as an identifiable organizational unit.
A

Job Description

73
Q
  • is a statement of qualifications such as education prior experience, and skill required for a person to perform a given job.
A

Job Specialization

74
Q

which requires the evaluators to quantify the value of the elements of a job. Points are assigned to the degrees of various compensable factors required to do the job. This is done using job descriptions and interviews as bases.

A

The point method,

75
Q

, which uses a factor-by-factor comparison and as a result, a factor comparison scale is used. To evaluate the jobs, five job factors are used as bases for comparison: responsibility, skills, physical effort, mental effort, and working conditions.

A

The comparison method

76
Q

, wherein jobs are grouped, together in sets of grades or classification, such as clerical or managerial. Jobs within each individual sets are ranked in a job-to-standard comparison.

A

The classification or grading method

77
Q

, wherein the evaluator assigns ranks to jobs from the simplest to the most challenging. This method is most convenient for small organizations since they have fewer jobs than the larger ones.

A

The ranking method

78
Q

Some jobs may be similar with other jobs in terms of difficulty, responsibility, and other factors. Some of them, however, will be paid higher rates because of bigger demand for them.

A

Labor Market Conditions and Prevailing Wage Rates.

79
Q

Differences in pay among similar jobs in and out of the company depend on the type of pay system adapted. Wages may vary because of seniority, company productivity, and profit-sharing considerations.

A

Types of Pay System Used.

80
Q
  1. Organizational work environment, including air, water, and
    noise pollution; 2. Other health hazards like poor diet, alcohol, and drugs; 3. The safety of the equipment; and 4. The safety of the equipment used.
    To address such concerns, the following are usually undertaken: 1. Installation of accident prevention programs, and 2. Elimination of health hazards in the work areas.
A

Employee Health and Safety

81
Q

– Peace and harmony in the workplace is a requisite for efficiency in production. This happens when employees consider their relationship with the organization as worthwhile. As such, employee or labor relations constitute an important aspect of management’s concerns.

A

Employee Relations

82
Q

are characterized by concerns on managing and administrating the union contract (in unionized organization), grievance, compensation, work, rules, and other issues.

A

Employee Relations

83
Q

Information may be gathered in an interview by asking a series of relevant questions to the /job candidate.

A

Interview.

84
Q

This method intends to help individuals not only understand themselves and others but also improve their interpersonal communication skills. This is actually the study of social transactions between people so as to develop improved communication and human relationships.

A

iv. Transactional analysis.

BSBA Marketing (5 decks)

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