Test 2

Question 1

Human resource planning

Answer 1

making sure there are the right number of qualified people in the right jobs at the right time
-translating the organization’s plans and objectives into a timed schedule of employee requirements

Question 2

HR planners have to…

Answer 2

recognize the need to fill a job and finding a person to fill it before it’s too late

Question 3

Effective HRP can reduce turnover by

Answer 3

keeping employees apprised of their career opportunities within the company

Question 4

HRP errors can result in

Answer 4

• important jobs being left unfilled
• plummeting productivity due to empty management position
• layoffs to new employees because workload was over-estimated
• not enough employees bc workload was underestimated

Question 5

Strategy-linked HRP

Answer 5

Line managers have to keep HR objectives in mind

Question 6

Stages of HRP

Answer 6

1) no long-term plans, no hrp
2) yes long-term plan, skeptical of hrp tho
3) Hrp is happening, but they’re not part of the long-term plan
4) Lots of hrp, top managers like it too
5) HRP is vital to long-term plan

Question 7

Cascade approach to setting objectives

Answer 7

objective-setting process designed to involve all levels of management in the organizational planning process

Question 8

How the cascade falls, ya feel me

Answer 8

• top management: mission statement, long-term objectives, strategic plans
• middle management: short-range performance objectives
• supervision: department objectives, subunit objectives

Question 9

skills inventory

Answer 9

lists of biographical info y mas on all employees in the organization
-helps to quickly judge an employee, find skills, helps plan

Question 10

Management inventory

Answer 10

specialized, expanded form of skills inventory for the management team
-includes brief assessment of past performance and potential for advancement

Question 11

reducing HR costs

Answer 11

layoffs, firing, early retirement, voluntary resignation, reclassification, transfer, worksharing, jobsharing

Question 12

reclassification

Answer 12

demoting

Question 13

work sharing

Answer 13

reducing everyone’s hours instead of firing people

Question 14

succession planning

Answer 14

identifies specific people to fill future openings in key positions and develops them

Question 15

emphasis

Answer 15

developing people rather than naming replacements

Question 16

problems with succession planning

Answer 16

• crowned prince: only recognizes those who have managed to make themselves visible
• in some organizations, it is only focused on senior levels

Question 17

benchmarking

Answer 17

examining internal practives and procedures and measuring them against the ways other successful organizations operate

Question 18

environmental factors affecting HR needs

Answer 18

Government influences, general economic conditions, the competition, changes in the workforce

Question 19

HRIS

Answer 19

database system that contains all relevant hr info and provides facilities for maintaining and accessing these data

Question 20

Some applications of HRIS

Answer 20

clerical, risk management, training, planning, analysis, accident reporting

Question 21

recruiting

Answer 21

process of seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen

Question 22

personnel requisition form

Answer 22

describes the reason for the need to hire and new person and requirements of the job

Question 23

Recruiting internally: advantages and disadvantages

Answer 23

• advantages: strengths and weaknesses known, already have data, they know the org, boost morale, investment already there
• disadvantages: employees not promoted take a morale hit, inbreeding of ideas, seniority doesn’t always work

Question 24

internal recruitment example

Answer 24

job posting and bidding

Question 25

external recruitment examples

Answer 25

job advertising, headhunters, temps, employee leasing, referrals, campuses, internet

Question 26

Realistic job preview

Answer 26

method of providing complete job info (good and bad) to the applicant, used to self-vet

Question 27

employee referals

Answer 27

employees involved in recruiting process, corporate image has an impact on the number and quality of people who apply

Question 28

job posting and job bidding

Answer 28

informs employees of job vacancies by posting a notice in central locations and giving a specified period to apply

Question 29

organizational inducements

Answer 29

positive features and benefits offered by an organization to attract job applicants -compensation, career opportunities, reputation

Question 30

employee selection process

Answer 30

choosing who is most likely to succeed in the job

Question 31

steps to employee selection process

Answer 31

job analyses, HR planning, recruitment

Question 32

employment application form

Answer 32

first step in selection procedures

Question 33

things that can't be on a job application

Answer 33

race, color, national origin, religion, arrests, credit rating

Question 34

applicant flow record

Answer 34

voluntary form for applicant, used by employer to obtain info that could be used to discriminate, sometimes used for stats

Question 35

preliminary interview

Answer 35

determines whether the applicant's skills, abilities and job preferences match the job

Question 36

aptitude test

Answer 36

measures capacity of ability to learn (verbal, numerical, spatial, reasoning)

Question 37

psychomotor

Answer 37

measuring a person's strength, dexterity and coordination

Question 38

job knowledge

Answer 38

duh

Question 39

proficiency

Answer 39

measures how well they can do a sample of the work required for the job

Question 40

interest

Answer 40

determines their interests then compares with successful people in that job

Question 41

personality

Answer 41

attempts to measure personality traits

Question 42

graphology

Answer 42

looking at a person's handwriting to assess their personality

Question 43

drug and aids testing

Answer 43

okay to do, but you can't fire people with aids

Question 44

genetic testing

Answer 44

identifies people who may be susceptible to illness

Question 45

structured interview

Answer 45

predetermined outline, systematic (semi, situational)

Question 46

unstructured interview

Answer 46

no predetermined checklist of questions, susceptible to personal biases

Question 47

stress interview

Answer 47

puts them under pressure to see how they handle emotion

Question 48

board or panel interviews

Answer 48

two or more people conduct it

Question 49

group interview

Answer 49

several applicants are questioned together

Question 50

problems with conducting interviews

Answer 50

initial impressions, halo effect, overgeneralizing, personal preferences, prejudices, biases

Question 51

halo effect

Answer 51

when managers allow a prominent characteristic of the employee to influence the judgement in a performance appraisal (good personality doesn't mean they're right for the job)

Question 52

overgeneralizing

Answer 52

interviewee may not be the same on the job as in the interview