Term
human resource management (HRM) |
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Definition
activities that managers engage in to attract and retain employees and to ensure that they perform at high level and contribute to the accomplishment of organizational goals |
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strategic human resources management |
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the process by which managers design the components of an HRM system to be consistent with each other, with other elements of organizational architecture, and with the organization's strateg and goals |
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equal employment opportunity (EEO) |
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the equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities |
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activites that managers engage in to develop a pool of qualified candidates for open positions |
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the process that managers use to determine the relative qualifications of jb applicats and their potential for performing well in a particular job |
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acivities that mangers engage in to forecast their current and future needs for human resources |
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to use outside suppliers and manufacturers to produce good and services |
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identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job |
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a job change that entails no major changes in responsibility or authority levels |
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realistic job preview (RJP) |
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an honest assessment of the advantages and disadvantages of a job and organization |
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the degree to which a tool or test measures the same thing each time it is used |
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the degree to which a tool or test measures what it purports to measures |
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teaching organizational members how to perfrom their current jobs and helping them acquire the nowlege and skills they need to be effective performers |
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building the knowledge and skills of organizational members so that they are prepared to take on new responsibilities and challenges |
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an assessment of which employees need training or development and what type of skills or knowledge tey need to acquire |
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training that takes place in the work setting as employees perform their job tasks |
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the evaluation of employees' job performance and conributions to their organization |
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the process through which managers share performance appraisal infomation with subordinates, give subordinates and opportunity to reflect on their own performance, and develop, with subordinates, plans for the future |
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an appraisal that is based on facts and is likely to be umerical |
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an appraisal hat is based on perceptions of traits, behaviors, or results |
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a performace appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager's performance |
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an appraisal conducted at a set time during the year and based on perfomance dimensions and measures that were specified in advance |
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an unscheduled appraisal of ongoing progress and areas for improvement |
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the relative position of an organization's pay incentives in comparison with those of other organizations in the same industry employing similar kinds or workers |
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the arrangement of jobs into categories reflecting their relative importance to the organization and its goals, lelvels of skill required, and other characteristics |
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cafeteria-style benefit plan |
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Definition
a plan from which employees can choose the benefits that they want |
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the activities that managers engae in to ensure that they have effective working relationships with the labor unions that represent their emplyees' interet |
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negotiations etween laor unions and managers to resolve conflicts and disputes abou issues such as working hours, wages, benefits, working conditions, and job security |
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