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ABM 304 > STAFFING > Flashcards

STAFFING Flashcards

1
Q

The filling of Organizational Job Positions

A

Staffing

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2
Q

Systems approach to staffing

A

methodological way of filling job positions
variables such as human resources, managerial and non-managerial positions.

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3
Q

Responsible for implementing HUMAN RESOURCE MANAGEMENT
Efficient and Effective operation of a company.

A

Human Resource Department

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4
Q

Management Responsibilities, Decision-Making, and Leadership

A

Managerial Functions

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5
Q

Does not involve direct management responsibilities, but contributes to various organizational functions.

A

Non-Managerial Functions

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6
Q

Identifies Management Potential within an organization, indicates potential successors.

A

Inventory Chart/Management Sucession/Replacement Chart

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7
Q

Visual Representation outlining the organizational structure

A

General Organization Chart

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8
Q

Process of hiring individuals form outside the organization when qualified internal successors are not available

A

Recruitment by external means

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9
Q

Factors that are outside organization

A

External Factors

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10
Q

Factors inside/within the organization

A

Internal Factors

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11
Q

Actively seeking and finding candidates for a specific position/job.
Key in human resource management
ensures right people are hired.

A

Recruitment

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12
Q

Filling job vacancies to employees who are already part of the organization

A

Internal Recruitment

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13
Q

Outside sources are considered in the process of locating potential individuals

A

External Recruitment

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14
Q

Individuals who may or may not be qualified

A

Unsolicited Applications

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15
Q

Using web to gather and disseminate job opening info

A

Internet Recruiting

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16
Q

Employees refer friends/relatives who are qualified.

A

Employee Referrals

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17
Q

“head hunters” hire employees to find the right job

A

Executive Search Firms

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18
Q

Young and New graduates with formal training and little work experience

A

Educational Institutions

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19
Q

Placement services to members who seek employment.

A

Professional Association

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20
Q

Sources for blue-collar and professional jobs

A

Labor Unions

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21
Q

Offers free services (PUBLIC), and charges fees (PRIVATE)

A

Public and Private Employment

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22
Q

Choosing individuals who have the required qualifications to fill present and expected job openings

A

Selection

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23
Q

8 Steps in Selection

A

Establishing Selection Criteria
Requesting Applicants to complete application Form
Screening through listing applicants who seem to meet set criteria
Screening Interview to identify promising applicants
Interview by the supervisor/manager of panel interviews
Verifying information provided by the applicant
Requesting applicant to undergo psychological and physical examination.
Informing applicant that they are chosen for the applied position

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24
Q

Prepared Questions

A

Structured Interview

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25
Q

No guide, can freely ask questions

A

Unstructured Interview

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26
Q

Only one interview

A

One-on-One Interview

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27
Q

Several Panel Interviewers

A

Panel Interview

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28
Q

Measures mental capacity of applicants

A

Intelligence Tests

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29
Q

Potential for learning other skills

A

Proficiency and Aptitude test

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30
Q

Reveals personal characteristics

A

Personality Tests

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31
Q

Shows best suited occupation

A

Vocational Tests

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32
Q

Analyzing business conditions, economic factors, task alignment with company goals

A

Training Needs Assessment

33
Q

Considers trainee readiness and motivation

A

Designing the Training Program

34
Q

On the Job Training, Apprenticeships, Classroom Instruction, Audio-Visual Simulation

A

Implementing the Training Program

35
Q

Assessing the participant’s reactions
Measuring return on investment (ROI)

A

Evaluating the Program

36
Q

Aligns individual needs with organizational requirements

A

Employee Development

37
Q

ALL forms of pay given by employers to their employees

A

Compensation/Wages

38
Q

Measures employee work performance

A

Performance Evaluation

39
Q

Salaries, Incentive Pay, Bonuses, Commissions

A

Direct Compensation

40
Q

Benefits given other than financial renumeration

A

Indirect Compensation

41
Q

Recognition programs, assigned to do rewarding jobs, enjoying management support.

A

Non-Financial Compensation

42
Q

Represents the reward that an employee receives for good performance that contributes to the company’s success

A

Compensation Pay

43
Q

Motivational factor for employees

A

Compensation

44
Q

Relates to fairness

A

Pay Equity

45
Q

Motivation Theory on employee’s response to the pay they receive and the feeling that they receive less/more than they deserve

A

Equity Theory

46
Q

Employees are motivated to work well due to the attractiveness of the rewards or benefits that they may receive from a job assignment

A

Expectancy Theory

47
Q

Compensation must consider..

A

Pricework
Hourly
Daily
Monthly

48
Q

Used as a basis for compensation decisions

A

Evaluation-Administrative Purposes

49
Q

Through appraisal/evaluation programs about their strengths and weaknesses that is a basis for identifying their training and developmental needs

A

Developmental Purposes

50
Q

Employee possesses important work characteristics

A

Trait Methods

51
Q

Indicates degree to which an employee possesses that characteristics

A

Graphic Rating Scales

52
Q

Focuses on positive or negative performance

A

Forced-Choice Method

53
Q

5-10 vertical scales, each for a strategy for doing the job and numbered according to its importance.

A

BARS (Behaviorally Anchored Rating Scale)

54
Q

Vital in organizational work phases
Fosters positive connection among their team
Contributes to improved employee performance and organizational goal achievements
Perceived Assistance/ benefits

A

Employee Relations

55
Q

Passionate Employees
Deeply connected to the company
Innovation and propel organization advancement

A

Engaged Employees

56
Q

Employees are essentially checked out
Invests time but no energy and passion in their work

A

Not Engaged

57
Q

Acts out of dissatisfaction
Undefine the accomplishments of engaged co-workers

A

Actively Disengaged

58
Q

Actions initiated by employees that lead toward an end or a goal

A

Employee Movements

59
Q

Union on justice and fairness in the workplace
Formed due to different concerns from the employees

A

Labor Unions

60
Q

Overworked yet small wage, not enough to pay

A

Financial Needs

61
Q

Financial Needs
Unfair Management
Social and Leadership Concern

A

Reasons for Labor Union

62
Q

Lack of fairness, there is favoritism

A

Unfair Management Practices

63
Q

Negative Work Environment

A

Social and Leadership Concerns

64
Q

Steps in Union Organizing

A

Union Contact
Initial Organization Meeting
Formation of In-house
Representation Election
End of Union Organizing

65
Q

Collective Bargaining Agreement

A

Prepare for Negotiations
Develop Strategies
Conduct Negotiations

66
Q

Strike, Picketing, Boycotting

A

Union’s Bargaining Power

67
Q

Continuing or shutting down operations

A

Management’s Bargaining Power

68
Q

Use of help disputants come to their own consensus

A

Mediation

69
Q

Neutral 3rd party of judges who solves the dispute

A

Arbitration

70
Q

Roadmap to a fair and productive work environment

A

Formalize Agreement

71
Q

What are the many monetary rewards?

A

Pay/Salary
Benefits
Incentives
Executive Pay
Stock Options

72
Q

In exchange for work performance

A

Pay/Salary

73
Q

Indirect compensation such as healthcare benefits

A

Benefits

74
Q

Base upon pay for performance

A

Incentives

75
Q

Basic salary, bonuses, stock pans, benefits, and prerequisitves

A

Executive Pay

76
Q

Right to purchase a specific number of shares at a guaranteed price on a selected period

A

Stock Options

77
Q

What are the non monetary rewards?

A

Award
Praise

78
Q

Given for outstanding performance

A

Award

79
Q

Given by superiors to their subordinates when they express verbal appreciation for an excellent performance

A

Praise

ABM 304 (3 decks)

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