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ENGRNG MAN > STAFFING > Flashcards

STAFFING Flashcards

1
Q

the management function that determines human resources needs, recruits, selects, trains, and develops human resources for jobs created by organization

A

STAFFING

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2
Q

STAFFING PROCEDURE

A
  1. Human resource planning
  2. recruitment
  3. selection
  4. induction and orientation
  5. training and development
  6. performance appraisal
  7. employment decision
  8. separations
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3
Q

which an assessment of the future human resource needs in relation the current capabilities of the organization

A

FORECASTING

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4
Q

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

A

PROGRAMMING

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5
Q

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

A

EVALUATION AND CONTROL

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6
Q

use historical data to develop the forecasts of the future

A

TIME SERIES METHOD

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7
Q

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 conditions

A

EXPLANATORY OR CASUAL MODEL

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8
Q

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

A

STAFFING

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9
Q

QUANTITIVE METHODS
METHODS OF FORECASTING

A
  1. Time Series Method
  2. Explanatory or Casuals Models
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10
Q

3 MAJOR TYPES OF EXPLANATORY MODELS

A
  1. Regression Model
  2. Econometric Models
  3. Monitoring Method
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11
Q

a forecasting method that examines the association between two or more variables, uses data from previous periods to predict future events

A

REGRESSION MODEL

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12
Q

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

A

ECONOMETRIC MODELS

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13
Q

those that provide early warning signal of significant changes in established patterns and relationship

A

MONITORING METHODS

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14
Q

attracting qualified persons to apply for vacant positions in the company

A

RECRUITMENT

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15
Q

SOURCE OF APPLICANTS

A
  1. Organization’s current employee
  2. Newspaper advertising
  3. Schools
  4. Referrals from employees
  5. recruitment firms
  6. Competitors
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16
Q

good source of applicants

A

SCHOOLS

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17
Q

useful source of qualified but under utilized personnel

A

COMPETITORS

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18
Q

ENTRY LEVEL PERSONNELS

A

-newspaper advertising
-schools
-referrals

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19
Q

MANAGERS

A

-current employees
-recruitment firms
-competitors

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20
Q

refers to the act from those that are available the individuals most likely to succeed on the job

A

SELECTION

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21
Q

its purpose is to evaluate each candidate and to pick the most suitable for the position available

A

SELECTION

22
Q

a requisite for effective selection

A

PREPARATION OF LIST

23
Q

may be simple or complex depending on the cost of a wrong decision

A

SELECTION PROCEDURES

24
Q

provides information about a person’s characteristics such as age, marital status, address, educational background, experience and special interest

A

APPLICATION BLANKS

25
Q

are those written by previous employers, co-workers, teachers, club officer, etc.

A

REFERENCES

26
Q

information may be gathered by asking a series of relevant questions to the job candidate

A

INTERVIEWS

27
Q

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

A

TESTING

28
Q

an object standard measure of a sample behavior

A

PSYCHOLOGICAL TEST

29
Q

capacity or potential ability to learn

A

APTITUDE TEST

30
Q

current knowledge of a subject

A

PERFORMANCE TEST

31
Q

traits as a dominance, sociability and conformity

A

PERSONALITY TEST

32
Q

interest in a various field works

A

INTEREST TEST

33
Q

a type of test given to assess the physical health of an applicant

A

PHYSICAL EXAMINATION

34
Q

given to assure that the health of the applicant is adequate to meet the job requirements

A

PHYSICAL EXAMINATION

35
Q

TYPES OF TESTS

A

Psychological and Physical test

36
Q

a new employee is provided with the necessary information about the company

A

INDUCTION

37
Q

duties, responsibilities, and benefits are relayed to him

A

INDUCTION

38
Q

new employee is introduced to the immediate working environment and co-workers

A

ORIENTATION

39
Q

location, rules, equipment , procedures and training plans

A

ORIENTATION

40
Q

pairing him with an experienced employee and having one-on-one discussion with the manager

A

SOCIALIZATION PROCESS

41
Q

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

A

TRAINING

42
Q

when the trainee is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer

A

ON-THE-JOB-TRAINING

43
Q

this situation motivates strongly the trainee to learn

A

OJT

44
Q

where the trainee is placed in a situation almost exactly the same as the work place where machine materials, and time constrains are present

A

VESTIBULE SCHOOL

45
Q

where combination of OJT and experiences with classroom instruction in particular subjects are provided to trainees

A

APPRENTICESHIP PROGRAM

46
Q

those taken which provide more on education rather than training

A

SPECIAL COURSES

47
Q

TRAINGING PROGRAM FOR NON-MANAGERS

A

a. on-the-job-training
b. vestibule school
c. apprenticeship
d. special courses

48
Q

TRAINING PROGRAM FOR MANAGERS
(DECISION-MAKING)

A

a. in basket
b. management games
c. case studies

49
Q

trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation

A

IN BASKET

50
Q

training method where trainees are faced with a simulated situation and are required to male an on-going series of decision about that situation

A

MANAGEMENT GAMES

51
Q

is a method presents actual situation in organization are enable one to examine successful and unsuccessful operations

A

CASE STUDIES

52
Q

emphasizes the manager’s world, improves communication skills, offers rewards of solving a mystery, posses the quality of illustration, and establishes concrete reference points for connecting theory with practice

A

CASE STUDIES

ENGRNG MAN (6 decks)

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