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Org Man > Staffing and compensation wages > Flashcards

Staffing and compensation wages Flashcards

1
Q

It is the Human Resource function of identifying, attracting, hiring, and retaining people with the necessary qualifications to fill the responsibilities of current future jobs in the
organization.

A

Staffing

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2
Q

It involves the determination of manpower requirements of the enterprise and providing it
with adequate competent people at all its levels.

A

Staffing

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3
Q

WHAT ARE THE OBJECTIVES OF STAFFING?

A
  1. To procure the right type of personnel for the right jobs.
  2. To train and develop human resources
  3. To mold effectively the human resources and motivate them for higher performance.
  4. To establish a desirable working relationship between employers and employees and
    between groups of employees.
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4
Q

THE PROCESS OF STAFFING
HIRING PROCESS

A

● Determining a need ( Job Analysis)
● Application search and selection (Recruitment, Screening and Selection, Interviews)
● Decision-making
● Adaptation to the workplace orientation

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5
Q

It is a set of activities designed to attract qualified applicants for job position vacancies in
an organization.

A
  1. Recruitment
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6
Q

What are the two method of recruitment?

A

External recruitment
Internal recruitment

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7
Q

method considers outside sources in locating potential individuals.

A

External recruitment

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8
Q

is a process of filling job vacancies through promotions or transfers of employees who
are already part of the organization.

A

Internal recruitment

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9
Q

Methods of External recruitment

A
  1. ADVERTISEMENTS
  2. UNSOLICITED APPLICATIONS
  3. INTERNET RECRUITING
  4. EMPLOYEE REFERRALS
  5. EDUCATIONAL INSTITUTIONS
  6. PUBLIC AND PRIVATE EMPLOYMENT AGENCIES
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10
Q

This can be done through websites, newspapers, trade journals, radio, television,
billboards, posters, and emails among others.

A

Advertisment

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11
Q

These are applications from individuals who took the initiative to apply even though the
company did not indicate that they need a new staff.

A

Unsolicited application

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12
Q

These are independent job boards of the web commonly used by job seekers and
recruiters to gather and disseminate job opening information

A

Internet recruiting

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13
Q

These are recommendations from the organization’s present employees who usually
refer to friends and relatives who they think are qualified for the job.

A

Employee referrals

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14
Q

These are good sources of young applicants or new graduates who have formal training
but with very little work experience.

A

educational institutions

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15
Q

Examples of public employment agencies in the Philippines are the Philippine Overseas
Employment Administration (POEA), the Department of Labor and Employment (DOLE)

A

Public and private agencies

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16
Q

It is the process of choosing individuals who have the required qualifications to fill the present and expected job opening.

A
  1. SELECTION
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17
Q

THE SELECTION PROCESS

A
  1. ESTABLISHING THE SELECTION CRITERIA
    ● This includes the citation of the nature and purpose of the job position which has to be
    filled. This may include the skills that the company is looking for in an employee - job
    specification.
  2. REQUESTING APPLICANTS TO COMPLETE THE APPLICATION FORM
  3. SCREENING BY LISTING APPLICANTS WHO SEEM TO MEET THE SET OF CRITERIA
  4. SCREENING INTERVIEW TO IDENTIFY MORE PROMISING APPLICANTS
  5. INTERVIEW BY THE SUPERVISOR/MANAGER OR PANEL INTERVIEWER
  6. VERIFYING INFORMATION PROVIDED BY THE APPLICANT
  7. PSYCHOLOGICAL AND PHYSICAL EXAMINATION
  8. JOB ORDER
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18
Q

● refers to learning given by organizations to its employees that concentrates on short-term job performance and acquisition or improvement of job-related skills.
● This is very important for every employee in an organization to be properly equipped with the skills and abilities for them to be capable of meeting the organization’s goals.

A
  1. Training and development
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19
Q

● are related to each other because the employees’ excellent or poor performance also determines the compensation given to them, after considering other internal and external factors like the actual worth of the job, compensation strategy of the organization, conditions of the labor market, cost of living, and area wage rates, among others.
● Compensation may come in different forms. It may be direct, indirect, or nonfinancial.

A

Compensation/wages and Performance evaluation

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20
Q

Types of Compensation

A

Direct compensation
Indirect compensation
Nonfinancial compensation

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21
Q

● includes workers’ salaries, incentive pays, bonuses, and commission

A

Direct compensation

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22
Q

● includes benefits given by employers other than financial remunerations; for example,

A

Indirect compensation

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23
Q

● includes recognition programs, being assigned to do rewarding jobs, or enjoying management support, ideal work environment, and convenient work hours

A

Nonfinancial Compensation

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24
Q

● Compensation pay represents a reward that an employee receives for good performance that contributes to the company’s success. With this, the following must be considered

A

Compensation: A Motivational Factor for Employees

25
Q

related to fairness;

A

Pay equity

26
Q

is a motivation theory focusing on employees’
response to the pay that they receive and the feeling that they receive less or more than
they deserve.

A

Equity theory

27
Q

Employees generally feel that their pay must be commensurate to the effort exerted in the performance of their job. In other words, ________is achieved when the pay given to them by their employers is equal to the value of the job performed; thus, this motivates them to perform well and to do their jobs to the best of their abilities.

A

Pay equity

28
Q

● Another theory of motivation which predicts that employees are motivated to work well
because of the attractiveness of the rewards or benefits that they may receive from a job
assignment.

A

Expectancy theory

29
Q

The employee’s perception of the compensation or pay attached to a job position is an
important factor in ascertaining the motivational value of compensation.

A

Expectancy theory

30
Q

Bases for Compensation

A

Piecework basis
Hourly basis
Daily basis
Weekly basis
Monthly basis

31
Q

● Improving individual job performance through performance evaluation is just one of the
reasons why employees are subjected to assessments on a continuous basis. There are other purposes behind employee assessment that are beneficial to the company and employee.

A

Purposes of Performance Evaluation: Administrative and Developmental

32
Q

● These are fulfilled through appraisal/ evaluation programs that provide information that
may be used as a basis for compensation decisions, promotions, transfers, and
terminations.

A

Administrative Purposes

33
Q

● These are fulfilled through appraisal/ evaluation programs that provide information about
employee’s performance and their strengths and weaknesses that may be used as a
basis for identifying their training and developmental needs.

A

Developmental Purposes

34
Q

● It is said that performance appraisal is an investment for the company which can be
justified by the following advantages

A

Advantages of Performance Appraisal (Enriquez, 2016)

35
Q

Performance Appraisal helps the supervisors to chalk out the promotion programs for
efficient employees. In this regard, inefficient workers can be dismissed or demoted in
case.

A

Promotion

36
Q

Performance Appraisal helps in chalking out compensation packages for employees.
Merit rating is possible through performance appraisal. Performance appraisal tries to
give worth to performance. The criteria should be merit rather than seniority.

A

Compensation

37
Q

The systematic procedure of performance appraisal helps the supervisors to frame training policies and programs. It contributes to analyzing the strengths and weaknesses of employees so that new jobs can be designed for efficient employees. It also helps in framing future development programs.

A

Employees development

38
Q

Performance Appraisal serves as a motivation tool. Through evaluating the performance of employees, a person’s efficiency can be determined if the targets are achieved. This very well motivates a person for a better job and helps him to improve his performance in the future.

A

Motivation

39
Q

Organizations offer competitive rewards systems to attract knowledgeable and skilled people and to keep them motivated and satisfied once they are employed in their firm. Further, rewards promote personal growth and development and present fast employee turnover. Management offers different types of rewards:

A

Reward System

40
Q

Reward systems:

A

Monetary rewards
Nonmonetary Rewards

41
Q

rewards that pertain to money, finance, or currency.

A

Monetary rewards

42
Q

financial remuneration given in exchange for work performance that will help the
organization attain its goals;

A

Pay/salary

43
Q

indirect forms of compensation given to employees/ workers to improve the quality of
their work and personal lives;

A

benefits

44
Q

rewards that are based upon pay-for-performance philosophy; it establishes a baseline
performance level that employees or groups of employees must reach to be given such
reward or payment;

A

Incentives

45
Q

a compensation package for executives of organizations which consists of five
components: basic salary, bonuses, stock plans, benefits, and perquisites

A

Executive pay

46
Q

rewards that do not pertain to money, finance, or currency; refer to intrinsic rewards that are self-granted and which have a positive psychological effect on the employee who receives them.

A

Nonmonetary rewards

47
Q

a nonmonetary reward that may be given to individual employees or groups/teams for
meritorious service or outstanding performance

A

Award

48
Q

a form of nonmonetary, intrinsic reward given by superiors to their subordinates when
they express oral or verbal appreciation for excellent job performance

A

Praise

49
Q

apply to all phases of work activities in organizations, and managers, to be effective, must be able to encourage good employee relations among all human resources under his or her care.

A

Employee relationships

50
Q

Having a strong employer and employee relations reaps a lot of benefits for your
business.

A

(Enriquez, 2016) The Benefits of Strong Employment Relations

51
Q

Strong employment relations create a pleasant atmosphere within the work environment;
it increases employee motivation and can also be increased through improved employee
morale.

A
  1. Productivity
52
Q

Creating a productive and pleasant work environment has a drastic effect on an
employee’s commitment to the firm, it encourages a loyal workforce. Having such a labor force improves employee retention, in doing so the cost of recruitment, hiring, and training are cut drastically.

A

2.Employee Loyalty

53
Q

When a work environment is efficient and friendly, the extent of conflict within the
workplace is reduced.

A

Conflick reduction

54
Q

is a formal union of employees/workers that deals with employers,
representing workers in their pursuit of justice and fairness and in their fight for their
collective or common interests.

A

labor union

55
Q

EMPLOYEE MOVEMENTS

A

a. Financial needs
b. Unfair management practices
c. Social and leadership concerns

56
Q

complaints regarding wages or salaries and benefits given to them by the management
are the usual reasons why employees join labor unions

A

Financial needs

57
Q

perceptions of employees regarding unfair or biased managerial actions are also the
reason why they join mass movements; examples of lack of fairness in management are favoritism related to promotion and giving of training opportunities and exemption from disciplinary action

A

Unfair management practice

58
Q

some join unions for the satisfaction of their needs for affiliation with a group and for the prestige

A

Social and leadership concern

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