Term
| What are the three steps in the process of human resource planning? |
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Definition
1. Forecasting
2. Goal Setting
3. Strategic Planning |
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Term
| What is forecasting when dealing with human resource planning? |
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Definition
| Attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages and surpluses. |
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Term
| What is trend analysis when dealing with forecasting? |
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Definition
| Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year. |
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Term
| What are leading indicators when dealing with forecasting? |
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Definition
| Objective measures that accurately predict future labor demand. |
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Term
| What is a transitional matrix when dealing with determining a labor supply? |
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Definition
| A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories for a future period. |
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Term
| Should an employer look at combining different strategies when applying forecasting? |
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Definition
Yes, use:
transitional matrix, labor shortage/surplus, training skills, unemployment rates, size of labor market, labor market forecasts. |
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Term
| What is goal setting and strategic planning when dealing with human resource planning? |
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Definition
| The purpose of setting specific numerical goals is to focus attention on the problem and provide a basis for measuring the organization's success in addressing labor shortages and surpluses. |
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Term
| What is core competency when dealing with goal setting and planning? |
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Definition
| A set of knowledge and skills that make the organization superior to competitors and create value for customers when talking about current and future employees. |
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Term
| What is downsizing when dealing with strategic planning? |
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Definition
| The planned elimination of large numbers of personnel with the goal of enhancing the organization's effectiveness. |
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Term
| What are different techniques of downsizing? |
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Definition
1)Reducing costs
2)Replacing labor with technology
3)Mergers and acquisitions
4)Moving to more economical locations (outsourcing) |
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Term
| What is early-retirement programs and phased-out retirement programs when dealing with downsizing? |
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Definition
Early-retirement programs - companies use lucrative retirement packages to try and convince older, less skilled workers to leave the job force earlier than expected.
Phased-out retirement programs - organizations can continue to enjoy the experience of older workers while reducing the number of hours taht these employees work, as well as the cost. Helps ease older employees into retirement. |
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Term
| What is temporary workers and contract workers? |
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Definition
Temporary workers - these type of employees are popular with employers because it gives them flexibility they need to operate efficiently when demand for their products change rapidly and offers lower costs.
Contract workers - hire employees for a certain contract wage and have limited supervision over their actions. |
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Term
| What is outsourcing when dealing with downsizing? |
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Definition
| Contracting with another organization to perform a broad set of services. |
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Term
| What should employers do to ensure success with an outsourcing strategy? |
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Definition
1. Looked for experienced providers with adequate resources.
2. Do not offshore any work that is propriety or requires tight security.
3. Start small and monitor the work closely, especially in the beginning.
4. Look for opportunities to outsource work in areas that promote growth. |
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Term
| What is workforce utilization review when dealing with employment strategies? |
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Definition
| A comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market. |
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Term
| What is recruiting in human resources? |
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Definition
| Any activity carried on by the organization with the primary purpose of identifying and attracting potential employees. |
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Term
| What are some different personnel policies? |
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Definition
1)Internal v. External Recruiting - "promote from within"
2)Lead-the-market pay strategies - Pay more than the current market wages for a job.
3)Employment-at-will policies - employment principle that if there is no specific employment contract saying otherwise, the employer or employee may end an employment relationship at any time, regardless of cause. An alternative is to establish extensive "due-process policies" - policies that formally lay out the steps an employee can take to appeal the employer's decision to terminate that employee.
4)Image advertising - advertising designed to create a generally favorable impression of the organization. |
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Term
| What is job posting when dealing with internal recruitment sources? |
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Definition
| The process of communicating information about a job vacancy on company bulletin boards, in employee publications, on corporate intranets, and anywhere else the organizations communicates with employees. |
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Term
| Why do employers rely on internal sources of employment? |
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Definition
1)Generates applicants with who are well known to the company
2)Knowledgeable about company's vacancies
3)Generally cheaper and faster |
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Term
| Who are direct applicants and referrals when dealing with external recruitment sources? |
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Definition
1)Direct applicants - People who apply for a vacancy without prompting from the organization.
2)Referrals - People who apply for a vacancy because someone in the organization has prompted them to. |
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Term
| What is nepotism when dealing with external recruiting sources? |
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Definition
| The practice of hiring friends and relatives. |
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Term
| What is yield ratio when dealing with the evaluation of the quality of the recruitment source? |
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Definition
| A ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next. |
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Term
| What is personnel selection when dealing with the selection process? |
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Definition
| The process through which organizations make decisions about who will or will not be allowed to join the organization. |
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Term
| What are the steps in the selection process? |
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Definition
1)Screening applications and resumes
2)Testing and reviewing work samples
3)Interviewing Candidates
4)Checking references and background
5)Making a selection |
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Term
| What is KSAOs when selecting an applicant? |
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Definition
| Knowledge, skills, abilities, and other characteristics. |
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Term
| What is reliability when dealing with the selection process? |
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Definition
| The extent to which a measurement is free from random error. Example(s) include a reliable test of intelligence. |
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Term
| What is correlation coefficients when dealing with reliability in the selection process? |
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Definition
| These statistics measure the degree to which two sets of numbers are related. A higher correlation coefficient signifies a stronger relationship. A higher relationship, the more qualified a person is for the job. |
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Term
| What is validity when dealing with the selection process? |
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Definition
| The extent to which performance on a measure (such as a test score) is related to what the measure is designed to assess (such as job performance). |
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Term
| What is the federal government's "Uniform Guidelines on Employee Selection Process" and what does it entail when dealing with validity in the selection process? |
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Definition
It helps measure validity in the selection process. These three types of measuring tools include:
1)Criterion-related
2)Content
3)Construct Validity |
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Term
| What is criterion-related validity when dealing with the selection process? |
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Definition
| A measure of validity based on showing a substantial correlation between test scores and job performance scores. |
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Term
| What are two types of research for criterion-related validity? |
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Definition
1)Predictive validation - Research that uses the test scores of all applicants and looks for a relationship between the scores and future performance of the applicants who were hired.
2)Concurrent validity - Research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance. |
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Term
| What is content validity and construct validity in the selection process? |
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Definition
1)Content validity - Consistency between the test items or problems and the kinds of situations or problems that occur on the job.
2)Construct validity - Consistency between a high score on a test and high level of a construct such as intelligence or leadership ability, as well as between mastery of this construct and successful job performance of the job. |
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Term
| What is utility when dealing with validity in the selection process? |
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Definition
| The extent to which something provides economic value greater than its cost. |
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Term
| What are different legal standards that effect the selection process of employment? |
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Definition
1)The Civil Rights Act of 1991 - Must use neutral selection processes and prohibits preferential treatment in favor of minority groups.
2)The Age Discrimination in Employer Act of 1967 - cannot discriminate a person because of age.
3)Equal employment opportunity laws - Determines what an employer can do and ask during the selection process. Ex. include: impermissible and permissible questions.
4)The Americans with Disability Act of 1991 - requires employers to make "reasonable accommodation" to disabled individuals and restricts many kinds of questions during the selection process.
5)Immigration Reform and Control Act of 1986 - Federal law requiring employers to verify and maintain records of applicants' legal rights to work in the United States. |
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Term
| What are the major requirements included in the application process for selection process? |
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Definition
1)Contact information
2)Work experience
3)Educational background
4)Applicant's signature |
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Term
| What are employment tests and work samples? |
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Definition
| When the organization has identified candidates whose applications or resumes indicate they meet basic requirements, the organization continues the selection process with this narrower pool of candidates. |
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Term
| What are aptitude and achievement tests when dealing with applicants in the selection process? |
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Definition
Aptitude - Tests that asses how well a person can learn or acquire skills and abilities.
Achievement - Tests that measure a person's existing knowledge and skills. |
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Term
| What are physical tests in the selection process? |
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Definition
| They measure physical ability in order to determine if that applicant is able to handle the job. Tests cover: muscular tension, muscular power, muscular endurance, cardiovascular endurance, flexibility, balance, and coordination. |
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Term
| What are cognitive ability tests in the selection process? |
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Definition
| Tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability. |
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Term
| What is "race norming" and "banding" when dealing with cognitive tests? |
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Definition
"Race Norming" - Establishing different norms for hiring members of different racial groups.
"Banding" - treats a range of scores as being similar, as when an instructor gives the grade of A to any student whose average test score is at least 90. |
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Term
| What is an assessment center when testing job performance and work samples in the selection process? |
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Definition
| A wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential. |
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Term
| What are 5 personality inventories employer's test for in the selection process? |
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Definition
1)Extroversion - sociable, gregarious, assertive, talkative, expressive.
2)Adjustment - emotionally stable, non-depressed, secure, content
3)Agreeableness - courteous, trusting, good-natured, tolerant, cooperative, forgiving
4)Conscientiousness - dependable, organized, persevering, thorough, achievement-oriented.
5)Inquisitiveness - curious, imaginative, artistically sensitive, broad-minded, playful |
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Term
| What are the different interviewing techniques in the selection process? |
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Definition
1)Nondirective interview - a selection interview in which the interviewer has great discretion in choosing question to ask each candidate.
2)Structure interview - a selection interview that consists of pre-determined set of questions for the interviewer to ask.
3)Situational interview - a structure interview in which the interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation.
4)Behavior description interview - a structured interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past.
5)Panel interview - selection interview in which several members of the organization meet to interview each candidate. |
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Term
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Definition
| An organization's planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job. |
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Term
| What is instructional design when dealing with training? |
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Definition
| A process of systematically developing training to meet specified needs. |
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Term
| What are the steps taken in instructional design? |
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Definition
1)Assess needs for training
2)Ensure readiness for training
3)Plain training programs - objectives, trainers, methods
4)Implement training program
5)Evaluate results of training |
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Term
| What is the learning management system when dealing with training? |
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Definition
| A computer application that automates the administration, development, and delivery of training programs. |
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Term
| What is needs assessment when dealing with employee training? |
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Definition
The process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training are necessary.
(Examples include:
Organization - What is the context in which training will occur?, Person - Who needs training?, Task - What subjects should the training cover?) |
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Term
| What is organization analysis when dealing with employee training? |
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Definition
| A process for determining the appropriateness of training by evaluating the characteristics of the organization. |
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Term
| What is person analysis when dealing with person analysis? |
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Definition
| A process of determining individuals' needs and readiness for training. |
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Term
| What are evaluated under person analysis for employee training? |
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Definition
| The person's ability and skills, his or her attitudes and motivation, the organization's input, performance feedback, ad positive consequences to motivate good performance. |
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Term
| What is task analysis when dealing with employee training? |
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Definition
| The process of identifying and analyzing tasks to be trained for. |
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Term
| What is readiness for training when dealing with employee training? |
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Definition
| A combination of employee characteristics and positive work environment that permit training. |
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Term
| What is cognitive ability when dealing with employee readiness? |
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Definition
| Able to use written and spoken language, solve math problems, and use logic to solve problems. |
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Term
| What are situational constraints and social support when dealing with readiness for training? |
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Definition
1)Situational constraints - limits on training's effectiveness that arise from the situation or the conditions within the organization. Constraints can include a lack of money for training, lack of time for training or practicing, and failure to provide proper tools and materials for learning or applying the lessons of training.
2)Social support - refers to the ways the organization's people encourage training, including giving trainees praise and encouraging words, sharing information about participating in training programs, and expressing positive attitudes towards the organization's training programs. |
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Term
| What are effective training objectives when dealing with employee training? |
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Definition
1)Include a statement of what the employee is expected to do, the quality or level of performance, and conditions under which the employee is to apply what he or she learned.
2)Include performance standards that are measurable.
3)They identify the resources needed to carry out the desired performance or outcome. |
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Term
| When deciding on in-house or contracted out training, what do employer's do? |
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Definition
| RFP - Request for Proposal - which is a document outlining the type of service needed, the type and number of references needed, the number of employees to be trained, the date by which the training is to be completed, and the date by which proposals should be received. |
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Term
| What are the three choices of training methods used for employee training? |
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Definition
1)Presentation
2)Hands-on methods
3)Group-building methods |
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Term
| What are some training methods? |
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Definition
1)Classroom instruction
2)Audiovisual training - uses CDs, DVDs, & or in workbooks.
3)Computer-based training (E-learning: Receiving training via the Internet or the organization's intranet) |
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Term
| What is on-the-job training when dealing with employee training? |
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Definition
| Training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace. |
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Term
| What is an apprenticeship when dealing with employee training? |
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Definition
| A work-study training method that teaches job skills through a combination of on-the-job training and classroom training. |
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Term
| What is an internship when dealing with employment training? |
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Definition
| On-the-job learning sponsored by an educational institution as a component of an academic program. |
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Term
| What are simulations (examples of avatars and virtual reality) when dealing with employee training? |
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Definition
A training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job.
1)Avatars - Computer depictions of trainees, which the trainees manipulate in an online role-play
2)Virtual reality - A computer-based technology that provides an interactive, three-dimensional learning experience. |
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Term
| What are experiential programs and adventure learning when dealing with employee training? |
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Definition
1)Experiential programs - Training programs in which participants learn concepts and apply them simulating behaviors involved and analyzing the activity, connecting it with real-life situations.
2)Adventure learning - A teamwork and leadership training program based on the use of challenging, structured outdoor activities. |
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Term
| What are ways that organizations use team training? |
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Definition
1)Cross-training - Team training in which team members understand and practice each other's skills so that they are prepared to step in and take another member's place.
2)Coordination training - Team training that teaches the team how to share information and make decisions to obtain the best performance.
3)Team leader training - training in the skills necessary for effectively leading the organization's teams. |
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Term
| What is action learning when dealing with employee training? |
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Definition
| Training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out. |
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Term
| What are the two types of applications of training? |
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Definition
1)Orientation - Training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships.
2)Diversity training - Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce. |
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Term
| What are some methods for measuring performance? |
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Definition
1)Simple rankings - Method of performance measurement that requires managers to rank employees in their group from the highest performer to the poorest performer.
2)Alteration ranking - the manager works from a list of employees, then decides which employees is best and crosses them off and then finds the ranking system.
3)Forced-distribution method - Method of performance measurement that assigns a certain percentage of employees in each category in a set of categories.
4)Paired-comparison method - Method of performance measurement that compares each employee with each other employee to establish rankings. |
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Term
| What are ways organizations use to rate individuals? |
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Definition
1)Graphic rating scale - Method of performance measurement that lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait.
2)Mixed-standards scales - method of performance measurement that uses several statements describing each trait to produce a final score for that trait. |
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Term
| What are ways organizations can test behavior, which is an alternative than just testing for abilities, for employee training? |
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Definition
1)Critical-incident method - Method of performance based on managers' records of specific examples of the employee acting in ways that are either effective or ineffective.
2)Behaviorally anchored rating scale - method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance.
3)Behavioral observation scale - A variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task.
4)Organizational Behavior Modification - A plan for managing the behavior of employees through a formal system of feedback and measurement. |
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Term
| What do organizations use when trying to measure results? |
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Definition
| Management by Objectives (MBO) - A system in which people at each level of the organization sets goals in a process that flows from top to bottom, so employees at all levels are contributing to the organization's overall goals; these goals become the standards for evaluating each employee's performance. |
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Term
| What are some errors that may occur in performance measurement? |
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Definition
1)People tend to give a higher evaluation to people they consider similar to themselves.
2)If the rater compares an individual, not against an objective standard, but against other employees, contrast errors occur.
3)Raters make distributional errors when they tend to use only one part of a rating scale.
4)Leniency - when the reviewer rates everyone near the top, "strictness" - when the rater favors lower rankings, and "central tendency" - when the rater puts everyone near the middle of the scale.
5)Raters often let their opinion of one quality color their opinion of others. When the bias is in a favorable direction, it is called the "halo error." When it involves negative ratings, it is called "horns error." |
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Term
| What should managers do when preparing for a feedback session? |
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Definition
1)Location neutral
2)The manager should describe it as a chance to discuss the role of the employee, the role of the manager, and the relationship between them.
3)Perhaps complete a self-assessment
4)Differences between the manager's and employer's rating system. |
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Term
| What are three approaches managers can take during a feedback session? |
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Definition
1)"Tell-and-sell" approach - Managers tell the employees their rating and then justify those ratings.
2)"Tell-and-listen" approach - Managers tell employees their ratings and then let the employees explain their side of the story.
3"Problem-solving" approach - Managers and employees work together to solve performance problems in an atmosphere of respect and encouragement. |
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Term
| What are ways managers find solutions to performance problems when the employee lacks one of these criteria? |
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Definition
1)Lack of ability - when a motivated employee lacks KSOAs, the manager may offer more coaching, training, and more feedback.
2)Lack of motivation
3)Lack of both |
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