Master Collection2 - C202

interest arbitration

resolves disputes over the terms of a collective bargaining agreement currently being negotiated

extrinsic reward

reward with monetary value

nonfinancial compensation

rewards and incentives given to employees that are not financial in nature including intrinsic rewards received from the job itself or from the work environment

nonfinancial compensation

rewards and incentives given to employees that aren't financial in nature

pay for performance programs

rewards employees based on some specific measure of their performance

skill-based pay

rewards for employees based on the range and depth of their knowledge and skills. effort and coop w/supervisor limited ability, partial proficiency, full competence

wellness incentives

rewards for engaging in healthy behavior or participating in wellness programs

recognition awards

rewards for specific achievements like tenure with the organization, helping a coworker or attendence

Weingarten rights

rights that guarantee employees the right to union representation during investigatory interviews by the employer

OSHA standards

rules describing the methods employers must legally follow to protect their workers from hazards

job offer elements

salary, sign-on bonus, relocation exp, benefits, job specific elements

flextime

scheduling option that lets employees decide when to work within parameters

resume databases

searchable database of prescreened resumes

organizational design

selecting and managing aspects of organizational structure to facilitate organizational goal accomplishment

Kinesthetic:

sensory modality: learning by doing

Auditory

sensory modality: learning by hearing

Visual

sensory modality: learning by seeing

Tactile

sensory modality: learning by touching

open skills

sets of principles that can be applied in many different ways

open shop

shop that does not discriminate based on union membership in employing or keeping workers.

closed shop

shop that exclusively employs people who are already union members. Taft-Hartley Act made this illegal.

agency shop

shop that requires nonunion workers to pay a fee to the union for its services in negotiating their contracts

written standards of ethical conduct, ethics training, providing a way for seeking ethics related advice or info, providing a way to report misconduct anonymously, disciplining employees, evaluating ethical behavior

six elements of a complete ethics program

cumulative trauma disorders

skeletal and muscle injuries that occu when the same muscles are used to preform tasks repetitively

hackman & oldman 5 chars on which jobs differ

skill variety task identity task significance autonomy task feedback

competency-based pay

skill-based pay for professional jobs

closed skills

skills performed similarly or exactly like they are taught in training

applicant tracking system

software that helps manage the recruiting process

active job seeker

someone actively looking for information about job opportunities

semi-passive job seeker

someone at least somewhat interested in finding a new job but inconsistently looks for one

passive job seeker

someone not actively looking for a new job but who could be tempted by the right opportunity

codes of conduct

specifies expected and prohibited actions in the workplace and gives examples of appropriate behavior

Standards

specifies the level of results considered acceptable

what emp can do

staffing training

wage rate compression

starting salaries for new hires exceed the salaries paid to experienced employees

bottom-up judgmental forecasting

starts with lower-level managers' estimates of the firm's future talent needs.

right to work laws

state laws that prohibit union shops in which all workers in a unionized workplace must join the union and pay dues

continuance commitment

staying with an organization because of perceived high economic and/or social costs involved with leaving

avoidance strategy

strategy in which management engages in lawful or unlawful efforts to prevent a union from forming or seeks the decertification of an existing union

collaboration strategy

strategy that relies heavily on labor relations to pursue an interest-based approach to problem solving

compliance strategy

strategy that relies heavily on the application of labor law to enforce the rights and obligations created by statute and by contract

economic strikes

strike over disputes regarding wages or benefits

unfair labor practice strikes

strike protesting illegal employer activities

jurisdictional strikes

strikes affirming members' right to certain job assignments and protest the work assignments to another union or to unorganized employees

recognition strikes

strikes intended to force employers to recognize unions

formal socialization

structured socialization using specifically designed activities and materials awayfrom the work setting

job classification method

subjectively classifies jobs into an exiting hierarchy of grades and categories

ranking methos

subjectively compares jobs to each other based on their overall worth to the organization

person specification

summarizes the characteristics of someone able to perform the job

employer brands

summary of what an employer offers to employees

Disability insurance

supplements workers' compensation insurance to provide continued income in the event of an employee becoming disabled

Compensation surveys

surveys of other organizations conducted to learn what they are paying for specific jobs or job classes

brand

symbolic picture of all the information connected to a company or a product including its image

training evaluation

systematically collecting the information necessary to make effective decisions about adopting, improving, valuing, and continuing an instructional activity or set of activities

hard bargaining

taking a strong position on an issue

external recruiting source

targets people outside the organization

employee stock ownership plans

tax-exempt, employer-established employee trusts that hold company stock for employees

learning agility

the ability to learn from experiences and to apply that knowledge to new and different situations

Skill

the ability to use some sort of knowledge in performing a physical task; often refers to psychomotor activities

task aquaintance

the amount and type of work contact an evaluator has with the person being assessed

careers site

the area of an organization's website devoted to jobs and careers with the company

pay structure

the array of pay rates for different work or skills within a single organization

checklist method

the assessor uses a checklist of pre-scaled descriptions of behavior to evaluate the employee

essay appraisal method

the assessor writes a brief essay providing an assessment of the strengths, weaknesses and potential of the target employee

common law

the body of case by case court decisions that determine what is legal and what remedies are appropriate

case interview

the candidate is given a business situation, challenge or problem and asked to present a well thought out solution

total rewards

the combined intrinsic and extrinsic rewards of a job

aptitude-treatment interactino

the concept that some training strategies are more of less effective depending on a learner's particular abilities, personality traits and other characteristics

interactional fairness

the degree of respect and the quality of the interpersonal treatment received during the decision-making process

task feedback

the degree to which carrying out the job's required activities results in the individual's obtaining direct and clear information about the effectiveness for his or her performance

division of labor

the degree to which employees specialize

task significance

the degree to which job performance is important and affect the lives and work of others

formalization

the degree to which organizational rules, procedures and communications are documented

sequential socialization

the degree to which socialization follows a specific sequence of steps

hierarchy

the degree to which some employees have formal authority over others

autonomy

the degree to which the job gives the worker freedom, discretion and independence is scheduling the work and determining how to do the work

Skill variety

the degree to which the job requires a variety of activities enabling the worker to use different skills and talents

task identity

the degree to which the job requires the worker to complete a whole and identifiable piece of work

dysfunctional turnover

the departure of effective performers the company would have like to retain

functional turnover

the departure of poor performers

profit sharing

the distribution of organizational profits to all employees

core values

the enduring beliefs and principles that guide an organization's decisions and goals

utilitarian standard

the ethical action best balances good over harm

virtue standard

the ethical action is consistent with certain ideal virtues including civility, compassion, benevolence, etc.

common good standard

the ethical action shows respect and compassion for all others, especially the most vulnerable

fairness standard

the ethical action treats all people equally, or at least fairly, based on some defensible standard

organizational commitment

the extent to which an employee identifies with the organization and its goals and wants to stay with the organization affective, normative, continuance

person-job fit

the fit between a person's abilities and the job's demands and the fit between a person's desires and motivations and the job's attributes and rewards

job pricing

the generation of salary structures and pay levels for each job based on the job evaluation data

workforce redeployment

the movement of employees to other parts of the company or to other jobs the company needs filled to match its workforce with its talent needs

organizational culture

the norms, values, and assumptions of organizational members that guide members' attitudes and behaviors

succession management

the ongoing process of preparing employees to assume other positions in the organization

mission

the organization's basic purpose and the scope of its operations

organizational structure

the organization's formal system of task, power and reporting relationships. chars of: formalization, centralization, division of labor, span of control, hierarchy

human resource management

the organizational function responsible for attracting, hiring, developing, rewarding and retaining talent

distributive fairness

the perceived fairness of the outcomes received

procedural fairness

the perceived fairness of the policies and procedures used to determine the outcome

employee equity

the perceived fairness of the relative pay between employees performing similar jobs for the same organization

vesting

the point at which employees can sell or transfer the stock option

recruitment spillover effects

the positive or negative unintended consequences of recruiting activities

selection

the process of gathering and evaluating the information used for deciding which applicants will be hired

Needs assessment

the process of identifying any gaps between what exists and what is needed in the future in terms of employee performance, competencies and behaviors. org, task, person analysis

staffing

the process of planning, acquiring, deploying and retaining employees that enables an organization to meet its talent needs and to execute its business strategy

pay grade (pay scale)

the range of possible pay for a group of jobs

forced distribution method

the rater distributes performance ratings into a pre-specified performance distribution

management by objectives

the rater evaluates the target employee against mutually set goals

pay mix

the relative emphasis give to different compensation components

stock options

the right of an employee to buy shares of the company's stock at a certain price (the exercise price) during some future period of time

voluntary turnover

the separation is due to the employee's choice

involuntary turnover

the separation is due to the organization asking the employee to leave

recruiting

the set of practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers

safety culture

the shared safety attitudes, beliefs and practices that shape employees' safety behavior

ethics

the standards of moral behavior that define socially accepted behaviors that right as opposed to wrong

total rewards

the sum of all of the rewards employees receive in exchange for their time, efforts and performance

Upward reviews

the target employee is reviewed by one or more subordinates

optimal turnover

the turnover level producing the highest long-term levels of productivity and business improvement

rights standard

this ethical action is the one that best respects and protects the moral rights of everyone affected by the action

omission, remission, commission

three types of systematic errors that orgs make that undermine ethics efforts

Psychomotor learning objective

to build a physical skill (e.g., driver's education or dancing lessons)

Affective learning objective

to change an attitude, relationship, or appreciation (e.g., diversity and inclusion training)

Cognitive learning objective

to increase some type of knowledge (e.g., knowledge of accounting practices). Bloom's taxonomy of cognitive objectives is often used to describe the action a learner takes in each level of learning.

efficiency oriented recruiting metrics

track how efficiently a firm is hiring

skill inventories

tracks employees' competencies and work experiences in a searchable database

Orientation

training activities to help new hires fit in as organizational members

cross-training

training employees in more than one job or in multiple skills to enable them to do different jobs

divestiture socialization

tries to deny and strip away certain personal characteristics

compromising

trying to find some expedient, mutually acceptable middle ground solution which partially satisfies both parties

avoidable turnover

turnover that the employer could have prevented

unavoidable turnover

turnover that the employer could not have prevented

job sharing

two or more people split a single job

domestic partners

two people who are not married, but are in a same-sex or opposite-sex arrangement similar to marriage

types of strikes

unfair labor practices economic recognition jurisdictional

UGESP

uniform guidelines on emp selection. selecting procs advises employee in legal compliance

boycott

union members refuse to use or buy the firm's products to exert economic pressure on management

strikes

union members refuse to work, halting production or services

Employee associations

union of professional employees

Industrial Unions

unions composed primarily of semi-skilled employees in manufacturing industries

Trade Unions

unions composed primarily of skilled employees in a single trade

informal socialization

unstructured, on-the-job socialization done by coworkers

hostile environment harassment

unwanted verbal or physical conduct of a sexual nature creates a hostile, intimidating or otherwise offensive working environment

quid pro quo harassment

unwanted verbal or physical conduct of a sexual nature mad as a term or condition of employment or as a basis for employment and/or advancement decisions

sexual harassment

unwelcome sexual advances, requests for favors and other verbal or physical conduct of a sexual nature

Behaviorally anchored rating scales

use a set of behavioral statements relating to qualities important for performance

ratio analysis

use past relationships to forecast how many emp needed for diff levels of bus activity

point factor method

uses a set of compensable factors to determine a job's value. skill, resp, effort, working cond.

structured interview

uses consistent, job-related questions with predetermined scoring keys. behavioral or situational.

market pricing

uses external sources of information about how others are compensating a certain position to assign value to a company's similar job

behavioral interview

uses information about what the applicant has done in the past to predict future behavior

graphic rating scale

uses ratings of unsatisfactory, average, above average and outstanding to evaluation either work quality or personal traits

mediation

using a neutral third party to attempt to resolve the dispute through facilitation

progressive discipline

using increasingly severe measures when an employee fails to correct a deficiency after being given a reasonable opportunity to do so verbal, written, suspension w/o pay, discharge

trend analysis

using past employment patterns to predict a firm's future labor needs

broadbanding

using very wide pay grades to increase pay flexibility

Unstructured interviews

varying questions are asked across interviews and there are usually no standards for evaluating answers

unlawful employment practices

violations of federal, state or local employment laws

mandatory

wages, overtime, seniority, grievance procedures, safety and work practices, procedures for layoff, recall, discharge and discipline are _________ subjects.

observation

watching people working in similar jobs for other companies to evaluate their ptoential fit with your organization

HRM influences performance thru

what emp should do what emp can do what emp will do

secondary boycott

when a union encourages third parties such as customers and suppliers to stop doing business with a company. Taft-Hartley Act makes these illegal.

external equity

when an organization's employees believe that their pay is fair when compared to what other employers pay their employees who perform similar jobs

employee engagement

when employees are committed to, involved with, enthusiastic and passionate about their work

internal equity

when employees perceive their pay to be fair relative to the pay of other jobs in the organization

unfair discrimination

when employment decisions and actions are not job related, objective or merit-based

fair discrimination

when only objective, merit based and job related characteristics are used to determine employment related decisions

collective bargaining

when the employer and union negotiate in good faith on wages, benefits, work hours and other employment terms and conditions

optional benefits

work life balance, domestic partner benefits

codetermination

worker representation on the company's board of directors

job rotation

workers are moved through a variety of jobs to increase their interest and motivation

job description

written descriptions of the duties and responsibilities of the job itself

job applications

written information about skills and education, job experiences and other job relevant information. screening method.

succession management plans

written policies that guide the succession management process

learning objectives

created to identify desired learning outcomes. types: cognitive, affective, and psychomotor

Punishment

creating negative outcomes for employees displaying an undesirable behavior

vietnam era veterans readjustment assistance act of 1974

prohibits discrimination against and requires affirmative action for disabled veterans

rehabilitation act of 1973

prohibits discrimination against qualified individuals with a disability. EEOC

pregnancy discrimination act of 1978

prohibits discrimination for all employment related purposes on the basis of pregnancy, childbirth, or related medical conditions

americans with disabilities act of 1990

prohibits discrimination of a qualified individual with or perceieved as having a disability. EEOC

genetic information nondiscrimination act of 2008

prohibits employers from discriminating against individuals based on the results of genetic testing when hiring, firing, job placement or promotion decisions

title VII of the Civil Rights Act of 1964

prohibits employment discrimination based on race, color, religion, sex, or national origin. EEOC

national labor relations act of 1935

prohibits retaliation against employees seeking to unionize

equal pay act of 1963

prohibits wage discrimination on the basis of sex. EEOC

defined benefit retirement plans

promise participants a monthly benefit at retirement

illegal

proposals to discriminate, union shop clauses in right to work states, closed shop clauses, handing goods produced by nonunion companies are ________ subjects.

resource dependence theory

proposition that organizational decisions are influenced by both internal and external agents who control critical resources

age discrimination in employment act of 1967

protects people age 40 and older. EEOC

Consolidated Omnibus Budget Reconciliation Act

provides a continuation of group health coverage for employees and qualified beneficiaries that might otherwise be terminated when an employee experiences a qualifying event

Social Security

provides retirement income to qualified workers and their spouses after working a certain number of hours

unemployment insurance

provides temporary income during periods of involuntary unemployment

competing

pursuing one's own concerns at the the other person's expense

assessment center

puts candidates through a variety of simulations and assessments to evaluate their potential fit with and ability to do the job. ie inbasket exercises, grp disc, simulations, dec-make probs, oral presentation, written comm

central tendency

rating all employees in the middle of the scale regardless of performance

strategic recruiting metrics

recruiting metrics that track recruiting processes and outcomes that influence the organization's performance, competitive advantage or strategic execution

screening assessment methods

reduce the pool of job applicants to a group of job candidates. ie resumes, job applications, phone screens.

base pay

reflects the size and scope of an employee's responsibilities

punishment

reinforcer: creating negative outcomes to decrease the likelihood of a behavior

extinction

reinforcer: removal of any positive or negative reinforcement following the occurrence of the behavior to be extinguished decreases the likelihood of that behavior

negative reinforcement

reinforcer: removing current or future unpleasant consequences to increase the likelihood that someone will repeat a behavior.

positive reinforcement

reinforcer: using rewards to increase the likelihood that a behavior will be repeated

judgmental forecasting

relies on managers' expertise to predict a firm's future employment needs

top-down judgmental forecasting

relies on the organization's leaders and experience and knowledge of their industry and company to make predictions about the firm's future talent needs.

variable rewards (incentives)

"at risk" rewards which are linked to factors determined as valuable, including performance, skills, competence and contribution

talent inventories

databases summarizing each employee's competencies, qualifications, languages spoken, and anything else that can help the company understand how the employee can contribute

problem-focused coping strategies

deal directly with the cause of stress

business strategy

defines how a firm will compete in its marketplace

intrinsic motivation

derived from an interest in or enjoyment from doing a task

performance plan

describes desired goals and results, how results will be measured and weighted and standards will be used to evaluate results

affirmative action plan

describes in detail the actions to be taken, procedures to be followed and standards to be met when establishing an affirmative action program

ergonomics

designing the work environment to reduce the physical and psychological demands placed on employees

organizational chart

diagram illustrating the chain of command and reporting relationships in a company

wage differentials

differences in wage between various workers, groups of workers, or workers within a career field

reward differnentiation

differentiating rewards based on performance rather than giving all employees the same reward

performance management

directs and motivates employees, work groups and business units to accomplish organizational goals by linking past performance with future needs, setting specific goals for future behavior and performance, providing feedback and identifying and removing performance obstacles

performance management

directs and motivates employees, work groups, and business units to accomplish organizational goals by linking past performance with future needs, setting specific goals for future behavior and performance, providing feedback, and identifying and removing performance. Performance management has three main benefits: Aligns organizational goals with individual goals and organizational processes Gives employees clear goals and feedback Generates useful data

organizational citizenship behaviors

discretionary behaviors that benefit the organization but that are not formally rewarded or required

competitive advantage

doing something differently from the competition that leads to outperformance and success

procedure

drive actions

contest socialization

each socialization stage is a contest in which one builds a performance record

tournament socialization

each stage of socialization is an elimination round and a new hire is out of the organization if he or she fails to pass

Training transfer

effectively using what is learned in training back on the job

forced ranking method

employees are ranked in order of best to worst performance

variable socialization

employees do not know when to expect to pass to a different status level and the timeline may be different across employees

multi-crafting

employees gain proficiency in two or more trades

card check

employees sign a card of support if they are in favor of unionization.

non-exempt employees

employees who do not meet any of one of the FLSA exemption tests and are paid on an hourly basis and covered by wage and hour laws regarding minimum wage, overtime pay and hours worked

exempt employees

employees who meet one of the FLSA exemption tests, are paid on a fixed salary basis and are not entitled to overtime pay

worker adjustment and retraining notification act of 1988

employers with at least 100 employees must give at least 60 days notice of closings or mass layoffs of 50 or more preople

immigration reform and control act of 1986

employers with at least 4 employees must verify the employment eligibility of everyone hired

COBRA of 1986

employers with group health plans and 20 or more employees in the prior year must offer continued health and dental coverage to terminated employees for a period of time

preferential treatment

employment preference given to a member of a protected group

uniformed services employment and reemployment rights act of 1994

ensures that members of the uniformed services are entitled to return to their civilian employment after their service. to protect the civilian employment of non-full-time military personnel in the United States called to active duty.

Executive Order 11246

established requirements for non-discriminatory practices in hiring and employment on the part of U.S. government contractors. It "prohibits federal contractors and federally assisted construction contractors and subcontractors, who do over $10,000 in Government business in one year from discriminating in employment decisions on the basis of race, color, religion, sex, or national origin."

fair labor standards act of 1938

establishes both a national minimum wage and overtime rules

evaluative assessment methods

evaluate job candidates to identify whom to hire. ie psychomotor tests, cognitive ability test, non-cog ability test, personality assessment, integrity tests, job knowledge test, structured interview, unstructured interview, work samples, simulations, assessment center

work samples

evaluate the performance of actual or simulated work tasks

person needs analysis

evaluates how individual employees are doing in the training area and determines who needs what type of training

paired comparison method

every employee in a work group is compared to the other group members

inclusion

everyone feels respected and listened to, and everyone contributes to his or her fullest potential

burnout

exhaustion of physical or emotional strength or motivation usually as a result of prolonged stress or frustration

mobility barriers

factors that make it harder to leave an organization

normative commitment

feeling obliged to stay with an organization for moral or ethical reasons

person-organization fit

fit between an individual's values, attitudes, and personality and the organization's values, norms and culture.

utilitarian, rights, fairness, common good, virtue

five types of ethical standards

emotion-focused coping strategies

focus on the emotions brought on by the stressor

development

focuses on developing competencies that an employee or workgroup is expected to need in the future

performance culture

focuses on hiring, retaining, developing, motivating and making work assignments based on performance data and results

task needs analysis

focuses on identifying which jobs, competencies, abilities, behaviors, etc. the training effort should focus on

forced-choice rating method

forces the assessor to choose the statement that best fits the target employee from a provided set of statements that are scored and weighted in advance

training

formal and informal activities to improve competencies relevant to an employee's or workgroup's current job

family and medical leave act of 1993

requires leave and job return for personal or family medical reasons and for the care of newborn or newly adopted children

Family and Medical Leave Act of 1993

requires most employers to provide employees up to 12 weeks of unpaid leave to care for family members

entrepreneurial (creative), bureaucratic (formal), consensual (loyalty), competitive (advantage)

four types of organizational culture

scanlon plans

gainsharing programs based on implementing employee suggestions for lowering the cost per unit produced

flexible benefits plans

give employees a set amount of credits or dollars to allocate among different benefits options provided by the employer

severance pay

give to employees upon termination of their employment

similar-to-me effect

giving high ratings to someone because she or he is perceived as being similar to the rater

surface bargaining

going through the motions of negotiations with no intent of reaching an agreement

replacement charts

graphically shows current jobholders, possible successors and each successor's readiness to assume the job

protected classes

groups underrepresented in employment

National Labor Relations Act of 1935 (Wagner Act)

guarantees the right of nonmanagerial employees of firms engaged in interstate commerce to join unions and bargain collectively

policy

guide decision making

health insurance

health care coverage for employees and their dependents

high performance work systems (HPWS)

high involvement or high commitment organizations

compensatory approach

high scores on some assessments can compensate for low scores on other assessments

outsourcing

hiring an external vendor to do work rathe than doing it internally

business strategy

how an organization will compete in a particular market

learning style

how people differ in how we process information when problem solving or learning

workflow

how work is organized to meet the organization's goals

labor relations strategic plan

identifies the labor relations goals desired individually or jointly by labor and management, determines the best strategy to reach those goals, and develops and executes the actions needed to implement that strategy

Competency Modeling

identifies the worker competencies characteristic to high performance

Organizational needs analysis

identifies where in the organization development or improvement opportunities exist

task statements

identify in specific behavioral terms the regular duties and responsibilities of a position

replacement planning

identifying specific back-up candidates for specific senior management positions

succession planning

identifying, developing and tracking employees to enable them to eventually assume higher level positions

defined contribution retirement plans

ie 401(k), 403(b) profit sharing, emp stock ownership

comparable worth

if two jobs have equal difficulty requirements, the pay should be the same, regardless of who fills them

opportunity bias

ignoring factors beyond the employee's control that influence his/her performance

long-term incentives

incentives that motivate behaviors and performance that support company value and long-term organizational health. ie stock options

hardship premiums

increased salary for living in an area with a lower quality of life, less safety, etc.

tax equalization payments

increased salary to make up for higher taxes that reduce take-home pay and decrease employee's purchasing power

staffing ratios

indexing headcount with a business metric. ie manager to emp, rev to emp, cust to emp, store size to emp

3 types of unions

industrial, trade, and employee associations

first impression bias

initial judgements influence later assessments

motivation to transfer

intention and willingness to transfer any knowledge acquired in a training or development activity back to the work context

disparate treatment

intentional discrimination based on a person's protected characteristic

workflow analysis

investigates how work moves through an organization to identify changes to increase efficiency and better meet customers' needs

job rewards analysis

job analysis technique that identifies the intrinsic and extrinsic rewards of a job

essential criteria

job holder characteristics that are vital to job performance

desirable criteria

job holder characteristics that may enhance job success but are not essential to adequate job performance

task needs

job or competency analysis/observation/performance appraisals/quality control analysis: sources for collecting _________ analysis information

benchmark jobs

jobs that tend to exist across departments and across diverse organizations allowing them to be used as a basis for compensation comparisons

5 of 7 reasons emp leave org

lack of career dev poor work climate lack of challenging work direction of org lack of recognition

inflation adjustments

larger and/or more frequent raises to maintain employee's purchasing power in the face of inflation

Psychomotor

learning objectives that build a physical skill

Affective Learning Objectives

learning objectives that change an attitude, relationship or appreciation

Four principles of Scientific Management - Taylor

- Use methods based on scientifcally studying the tasks using time an motion studies. - Select, train and develop each worker rather than leaving them to passively train themselves - Provide detailed instructions and supervision to workers to ensure that they are following the developed methods. - Divide work equally between workers and managers.

horns effect

letting one negative factor influence assessments of other areas of behavior or performance

halo effect

letting one positive factor influence assessments of other areas of behavior or performance

human resource strategy

links the entire human resource function with the firm's business strategy

internal recruiting source

locates talent currently working for the company that would be a good fit with another position

vision

long-term goals regarding what the organization wants to become and accomplish, describing its image of an ideal future

influence tactics

1. legitmating 2. personal appeals 3. assertiveness 4. ingratiation 5. inspirational appeals 6. rational persuasion 7. upward appeals 8. coalition 9. exchange

5 components to drug free workplace

1. written policy 2. supervisor training 3. employee education 4. EAP 5. drug testing

Trend analysis, ratio analysis, judgmental forecasting

3 Techniques used to forecast labor demand

compressed workweek

40 hour work week in less than five days

Social Security, Unemployment Insurance, Workers' Compensation, Family Medical Leave Act, COBRA

5 Mandatory Benefits

Leading Economic Index, Consumer Confidence Index, Exchange Rate Trends, Interest Rate Forecasts, Additional sources such as GPD and business inventories

5 sources for evaluating general economic trends to forecast labor demand:

golden parachute

lucrative benefits given to executives in the event the company is taken over

functional stress

manageable levels of stress that generate positive emotions including satisfaction, excitement and enjoyment

lockout

management keeps employees away from the workplace and uses management staff or replacements to run the business

talent inventory

manual or computerized records of employee's relevant characteristics, experiences and competencies

person-group fit

match between an individual and his or her workgroup and supervisor

behavioral observation scales

measure the frequency of desired behaviors

job knowledge tests

measure the knowledge (often tehnical) required by a job

Characterization by Value

Acting consistently with the new value (Part of 5 steps to effective training)

Imitating and originating

An element in the taxonomy of psychomotor learning

fraudulent recruitment

misrepresenting the job or organization to a recruit

forecast external job market

monitor own experience bureau of labor stats

extrinsic motivation

motivation that comes from outside the individual, including performance bonuses

accommodating

neglecting one's own concerns to satisfy the concerns of the other person

fixed socialization

new hires are informed in advance when their probationary status will end

disjunctive socialization

newcomers are left alone to develop their own interpretations of the organization and situations they observe

individual socialization

newcomers are socialized individually as in an apprenticeship

collective socialization

newcomers go through a common set of experiences as a group

- Preference of individual employees - Size of the rewards for high performance - Method of motivating individual job performance - Objectivity of the evaluation process that determines the rewards

Before designing an incentive pay plan to motivate performance, it is important to consider the

Anticipatory socialization

Before entering the organization, interacting with company representatives (e.g., recruiters, managers) develops new hires' expectations about the company and the job. The effectiveness of the anticipatory stage is enhanced when all employees who interact with recruits consistently reinforce the company's expectations of employees.

Business Strategies

Business strategies should include specific short- and long-term goals for the inputs, behaviors, and processes necessary to achieve the organization's goals. These short-and long-term goals should also be clearly linked to the overall organizational mission. The goals are then prioritized, and subgoals and metrics identified for each business unit, department, workgroup, and individual. These goals should be consistent with each other and decided jointly by the affected individual or group and managment

intrinsic reward

non-monetary reward derived from the work itself

employee benefits

nonwage compensation or rewards given to employees (indirect compensation)

avoiding

not immediately pursuing one's own concerns or those of the other person and not addressing the conflict

span of control

number of people who report directly to him or her.

Job characteristics model

objective job characteristics including skill variety, task identity, task significance, autonomy and task feedback, lead to job satisfaction from people with a high growth need strength.

Kaplan & Norton balanced scorecard

objectives measures targets initiatives

distributive negotiation

occurs under zero-sum conditions, where any gain to one party is offset by an equivalent loss to the other party

short-term incentives

one-time variable rewards used to motivate short-term employee behavior and performance (typically one year or less). ie bonus or profit sharing. to motivate attendance, cust serv, safety, production quality and quantity

offshoring

opening a location in another country or outsourcing work to an existing company abroad

pay leader

organization with a compensation policy of giving employees greater rewards than competitors

contingent leader attributes

Cunning, sensitive, evasive, risk taker, ruler

Knowledge

organized factual or procedural information that can be applied to perform a task

contrast effect

over-or under-rating someone base on a comparison with someone else

variable pay plans

pay for performance plans that put a small amount of base pay at risk, in exchange for the opportunity to earn additional pay if performance meets or exceeds a standard

Cost-of-living adjustments

pay increases to account for a higher cost of living in one country versus another

cost-of-living adjustments

pay tied to inflation indicators rather than merit

Housing allowance

payments to subsidize or cover housing and related costs

Life Insurance

pays a beneficiary or beneficiaries a sum of money after the death of an insured individual

fixed pay

pays employees a set amount regardless of performance

workers' compensation insurance

pays for medical costs and sometimes time off if an employee suffers a job-related sickness or accident, and survivor benefits in the case of an employee's death in exchange for relinquishing the employee's right to sue the employer for negligence

Organizational image

people's general impression of an organization based on both feelings and facts

HRM areas

perf mgmt staffing health & safety training & development reward & benefits emp mgmt relations

multi-source assessments

performance feedback from the employee's supervisor as well as other sources who are familiar with an employee's job performance

self-management strategies

person's effort to control his or her motivation, emotions and decision making to enhance the application of learned capabilities to the job

What emp should do

planning laws & regulations

mobility policies

policies that specify the rules by which people move between jobs within an organization

permissive

Definition of bargaining unit, retiree health insurance or pension, ground rules, settlement of grievances or charges, drug testing, labeling are ________ subjects.

balanced scorecard

Developed by Robert S. Kaplan and David P. Norton. a performance measurement system that translates the organization's strategy into financial, business process, learning and growth, and customer outcomes. These are sequential in their order.

- Human resources - Physical resources - Business continuity

Disaster plans should cover:

[(Training Benefits - Training cost)/Training Cost] x 100

Equation for ROI%

discovery learning, experiential learning, observational learning, structured learning, group learning

Five Key learning preferences

- Conduct a Needs Assessment - Develop Learning Objectives - Design the Training Program - Implement the Training - Evaluate the Training

Five Steps to Effective Training

collaborating, accommodating, competing, compromising, avoiding

Five conflict management strategies

skills, responsibilities, effort, working conditions

Four categories of compensable factors

visual, auditory, tactile, kinesthetic

Four different sensory modalities

- Separate people from the problem - Focus on interests, not positions - Create options for mutual gain - Insist on objective criteria

Four fundamental principles of integrative negotiation:

positive reinforcement, negative reinforcement, punishment, extincition

Four type of reinforcers

How goals affect performance

Goals affect performance by affecting the direction of action, the degree of effort exerted, and persistence in pursuing the goal. Feedback on goal progress is essential for learning whether any changes are needed to accomplish the goal.

Goals vs feedback

Goals direct and energize action whereas feedback allows the tracking of progress in relation to the goal. Feedback indicating that change is necessary is most effective when the employee perceives a need to change his or her behavior, reacts positively to the feedback and believes change is feasible, sets appropriate goals to regulate his or her behavior, and takes actions that lead to skill and performance improvement.

Goals

Goals, coaching, and feedback are the most important parts of the performance management process. Ongoing feedback should be given to employees that reinforces the behaviors that achieve results and that intervenes to improve performance where needed. Interim performance is not as important as employees' receiving ongoing feedback and coaching that allows them to make adjustments to meet the standards and goals at the end of each performance period and identify and over-come any performance obstacles. This communication requirement makes the supervisor's commitment to the performance management and feedback process essential for its success.

fixed rewards

predetermined compensation (salary and benefits)

Know-how, problem solving, accountability, working conditions

Hay Group Method based on four main factors

sourcing

ID qual indv & labor markets to recruit from

50%

If at least ______ of workers sign a union authorization card, the NRLB requires the employer to recognize the union without a secret ballot election

4 common biases

prejudice, stereotyping, perception of possibilities, ignorance

Organization

Integrating the new value into one's own set of values and priorities (Part of 5 steps to effective training)

Critical Incidents Technique

Job Analysis Method: Job experts describe episodes of good, average and poor performance. circumstances, action, consequences

Task Inventory Approach

Job Analysis Method: Job experts generate a list of 50-200 tasks that are then grouped in categories reflecting major work functions.

Structured Interview Technique

Job Analysis Method: Job experts supply information about the job and workers that distinguishes superior performance.

Structured Questionnaires

Job Analysis Method: Written questionnaires that assess information about worker inputs, work output, job context and job characteristics.

Job Elements Analysis Method

Job Analysis Method: a group of job experts list and rate the important worker characteristics that influence success in the job, including knowledge, skills, abilities and personal characterstics

horizontal

Job enlargement is _________ job expansion.

vertical

Job enrichment is _________ job expansion.

Knowledge, Skills, Abilities, Other Characterstics

KSAO. job related worker characteristics

Pre and post survey forms

Kirkpatrick's Training Evaluation Model for Level 2, Learning

Long term observation

Kirkpatrick's Training Evaluation Model for Level 3, Behavior

Feedback Form

Kirkpatrick's Training Evaluation Model for level 1, Reaction

Participant behaviors

Kirkpatrick's Training Evaluation Model, Level 1, Reaction

Surveys

Kirkpatrick's Training Evaluation Model, Level 1, Reaction

Interviews

Kirkpatrick's Training Evaluation Model, Level 2, Learning

Observation

Kirkpatrick's Training Evaluation Model, Level 2, Learning

Simulations

Kirkpatrick's Training Evaluation Model, Level 2, Learning

Performance Appraisal

Kirkpatrick's Training Evaluation Model, Level 4, Results

ROI Analysis

Kirkpatrick's Training Evaluation Model, Level 4, Results

Reaction, Learning, Behavior, Results

Kirkpatrick's four levels of training and learning evaluation

Realistic job previews

presenting both positive and potentially negative information about a job in an objective way. 3 funcs served: self selection, vaccination (coping mechanism), commitment to the choice

Cognitive Learning Objectives

Learning objectives that increase some type of knowledge

Life Long Learning

Lifelong learning is a formal commitment to ensuring that employees have and develop the skills they need to be effective in their jobs today and in the future.

remission errors

pressure to make unethical choices

- right to identify business objectives - right to determine the uses of material assets - right to take disciplinary action for cause

Management rights cover three areas:

Strategic risk, Operational risk, Financial risk and Compliance risk

Managing human resources strategically helps organizations manage four types of risk:

- Company performance - Reduced merit increases - Reductions in head count - Reduced benefits - Pay freezes

Most common way employers fund variable pay programs

Kirkpatrick's training evaluation model

Most well known and frequently used model for assessing training effectiveness. reaction, learning, behavior, results

L-I-C-C-M-A-G-IO-R - Link goals to org mission & strategy - Identify subgoals for each unit/department/group/individual - Communication goals & expectations - Create work processes and assign resources - Measure progress - Assess individual, group, unit performance - Give feedback - Identify & Overcome obstacles - Reward Goal Achievement

Nine steps of the performance management process

Employee Handbooks

print of online materials that document the organization's HRM policies and procedures

-Imminent danger situations -Fatalities & Catastrophes - Complaints - Referrals of hazard information from others -Follow-ups -Planned or programmed investigations

Order of Priority for OSHA Inspections

affirmative action

proactive efforts to eliminate discrimination and its past effects

person needs

Performance appraisals/customer surveys/individual assessments/performance issues/skill inventories: sources for collecting _______ analysis information

Performance Information

Performance information can come from the performer, his or her supervisor, coworkers, and internal and external customers. Task acquaintance determines the appropriateness of using a particular source to evaluate an employee's performance—people should only be asked to rate behaviors or performance that they actually observe.

- Organization as a whole - Organization subunits - Work teams or groups - Work Processes - Projects

Performance managers focus on these five things:

Performance rating methods

Performance rating methods compare employee performance to a set of standards. Performance ranking methods compare each employee to other employees in some way, forcing some employees to receive the highest and lowest ratings.

internet data mining

proactively search the internet to locate semi-passive and passive job seekers with the characteristics and qualifications needed fore a position

Donald identified four levels of training and learning evaluation

Reaction: How did participants react to the program? Participant feedback forms are usually used to assess reactions. Learning: What was the change in participants' knowledge, skills, or attitudes? Behavior: What was the change in participants' on-the-job behavior due to the training? Results: How did the organization benefit from the training?

Specific, Measurable, Achievable, Relevant, Time-Bound

SMART stands for:

Valuing

Showing involvement or commitment (Part of 5 steps to effective training)

Receiving

Showing new behavior as a result of the training. (Part of 5 steps to effective training)

Responding

Showing new behaviors as a result of the training (Part of 5 steps to effective training)

Standards

Standards for assessing goal achievement are necessary to track goal progress. Fairly allocating rewards and accurately identifying development needs and punishment decisions requires being able to differentiate across performance levels. Goals and expectations should be communicated throughout the organization, and appropriate resources allocated to support goal achievement. Performance should be regularly documented during the appraisal stage, and feedback should focus on both past performance and future planning. Employees need to know what is expected of them and how their performances will be evaluated against the standards. Rewards, and punishments when appropriate, should be given for goal achievement.

organizational needs

Strategic Plans/Performance appraisals/customer surveys/employee surveys/restructuring plans/efficiency measures: sources for collecting ______________ analysis information

strategic planning

process for making decisions about an organization's long-term goals and how they are to be achieved

R - R - V - O - C - Receiving - Responding - Valuing - Organization - Characterization by value

Taxonomy of Affective Learning Objectives

R - U - A - A- E - C - Remembering - Understanding - Applying - Analyzing - Evaluating - Creating

Taxonomy of Cognitive Learning Objectives

O - I - P - A - O - Observing - Imitating - Practicing - Adapting - Originating

Taxonomy of Psychomotor Learning Objectives

Extraversion, conscientiousness, emotional stability, agreeableness, openness to experience

The Big Five Personality factors are:

Balanced Scorecard

The balanced scorecard balances internal and external measures, performance results and the drivers of performance results, and objective and subjective performance measures.

Progressive discipline first step

The first step in the progressive discipline process is to bring the problem to the employee's attention through counseling. A written warning, suspension with pay, and ultimately termination may follow if the behavior or performance is not improved.

Performance Managment Benefits

The three main benefits of performance management are aligning organizational goals with individual goals and organizational processes, giving employees clear goals and feedback, and generating useful data.

- Aligns organizational goals with individual goals and organizational processes - Gives employees clear goals and feedback - Generates useful data

Three Main Benefits of Performance Management

3 performance management obstacles

Three common obstacles to performance management effectiveness are not communicating a performance plan, a lack of accountability, and human biases and errors.

Organizational analysis, task analysis and person analysis

Three levels of needs assessments

single rate system, pay grades and broadbanding

Three most common job pricing systems

Not communicating a performance plan, a lack of accountability and human biases and errors

Three most common obstacles to effective performance management

Anticipatory, Encounter, Settling In

Three phases of Socialization

compliance strategy, collaboration strategy, avoidance strategy

Three primary labor relations strategies

Cognitive, Affective, Pschomotor

Three types of learning objectives

superior value for their money

To have a competitive advantage, a company must ultimately be able to give customers ____________.

- Recognize and reward high performers - Increase the likelihood of achieving corporate goals - Improve productivity - Move away from an entitlement culture

Top four reasons organizations give for tying pay to performance ar

participant reactions, learning assessments, training transfer back to job

Training evaluation includes:

Training Methods

Training methods include classroom training, on-the-job training, virtual training, experiential training, and games.

Settling in

When new hires start feeling comfortable with their job demands and work relationships, their attention turns to understanding the company's evaluation of their performance and possibly about future career opportunities within the company. At the end of their first year, participants in Microsoft's Academy for College Hires program participate in a one and a half day career planning workshop to map their paths at the company.

Encounter

When starting a new job, employees begin learning about the organization's culture, norms, and how to do the job. Higher quality work relationships are formed when managers help new employees understand their roles and how to cope with the stresses and issues that they are likely to experience. New hires at Google are called Nooglers (a combination of the words "new" and "Googler") and receive a baseball cap with a propeller on top to let others know to help welcome and socialize them

virtue

Which ethical standard: A company valuing honesty that quickly recalls products that might be defective or dangerous

Common Good

Which ethical standard: Ensuring that suppliers do not employ child labor or provide unsafe working conditions

rights

Which ethical standard: If a supervisor tells an employee to handle a toxic substance without appropriate protective gear

utilitarian

Which ethical standard: Southwest Airlines cuts all employees' pay rather than laying anyone off

fairness

Which ethical standard: debate over the appropriateness of CEO salaries and bonuses that are hundreds of times larger than the pay of the average employee.

Permissive

______ subjects may be negotiated but don not have to be.

Mandatory

_______ subjects are those required by The National Labor Relations Board.

Illegal

_______ subjects may not be negotiated.

workplace tort

a civil wrong in which an employer violates a duty owed to its customers or employees

acceptance

a clear expression of the accepting party's agreement to the terms of the offer

negligent hiring

a company is considered responsible for the damaging actions of its employees if it failed to exercise reasonable care in hiring the employee who caused the harm

professional employer organization

a company that leases employees to companies that need them

code of ethics

a decision making guide that describes the highest values to which an organization aspires

commission errors

a failure to follow sound, established operational and ethical practices

Employee Retirement Income Security Act of 1974

a federal law that protects employees' retirement benefits from mismanagemen

Fair Labor Standards Act of 1938

a federal law that sets standards for minimum wages, overtime pay, and equal pay for men and women performing the same jobs

equal employment opportunity

a firm's employment practices,must be designed and used in a manner that treats employees and applicants consistently regardless of their protected characteristics such as sex and race

Lifelong learning

a formal commitment to ensuring that employees have and develop the skills they need to be effective in their jobs today and in the future

improshare

a gainsharing plan based on a mathematical formula that compares a performance baseline with actual productivity during a given period with the goal of reducing production time

labor union

a group of at least two employees who band together as a single entity to address pay, hours, and working conditions with their employer

job enrichment

a job design approach that increases a job's complexity to give workers greater responsibility and opportunities to feel a sense of achievement

contingent assessment methods

a job offer is made contingent on passing the assessment. ie ref checks, med & drug tests, background checks

omission errors

a lack of written rules

discovery learning

a learning preference for exploration during learning. Prefer subjective assessments, interactional activities, informational methods and active-reflective activities

observational learning

a learning preference for external stimuli such as demonstrations and diagrams to help facilitate learning. tend to prefer information and active-reflective activities

structured learning

a learning preference for processing strategies such as taking notes, writing down task steps and so forth. related to preferences for subjective assessments.

group learning

a learning preference to work with others while learning. Related to preferences for action and interactional learning.

experiential learning

a learning preference with a desire for hands-on approach to instruction. tend to prefer active learning activities

collective bargaining agreement

a legal written contract between organized labor and an employer that is enforceable through the negotiated grievance and arbitration procedure

socialization

a long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors and knowledge needed to successfully participate as an organizational member

Socialization

a long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors, and knowledge needed to successfully participate as an organizational member. The socialization process typically includes three phases: Anticipatory socialization: Before entering the organization, interacting with company representatives (e.g., recruiters, managers) develops new hires' expectations about the company and the job. Encounter: When starting a new job, employees begin learning about the organization's culture, norms, and how to do the job. Settling in: When new hires start feeling comfortable with their job demands and work relationships, their attention turns to understanding the company's evaluation of their performance and possibly about future career opportunities within the company.

cut score

a minimum assessment score that must be met or exceeded to advance to the next assessment phase or to be eligible to receive a job offer

Other characteristics

a miscellaneous category for worker characteristics that are not knowledge, skills or abilities including personality traits, values and work styles

business process reengineering

a more radical rethinking and redesign of business processes to achieve large improvements in speed, service, cost or quality

balanced scorecard

a performance measurement system that translates the organization's strategy into financial, business process, learning and growth and customer outcomes. sequential.

downsizing

a permanent reduction of multiple employees intended to improve the efficiency or effectiveness of the firm

job fairs

a place where multiple employers and recruits meet to discuss employment opportunities

Hay Group Guide Chart - Profile Method

a point-factor system is used to produce both a profile and a point score for each position. know how problem solving accountability working conditions

affective commitment

a positive emotional attachment to the organization and strong identification with its values and goals

negotiation

a process in which two or more parties make offers, counteroffers and concessions in order to reach an agreement

gainsharing

a program in which the firm shares the value of productivity gains with employees

workplace bullying

a repeated mistreatment of another employee through verbal abuse; conduct that is threatening, humiliating or intimidating; or sabotage that interferes with the other person's work

global mindset

a set of individual attributes that enable you to influence individuals, groups and organizations from diverse socio/cultural/institutional systems

ability

a stable and enduring capability to perform a variety of tasks (verbal or mechanical ability)

action plans

a strategy for proactively addressing an expected talent shortage or surplus

Position Analysis Questionnaire

a structured job evaluation questionnaire that is statistically analyzed to calculate pay rates based on how the labor market is valuing worker characteristics. a copyrighted, standardized, structured job analysis questionnaire. 6 sections covering 187 job elements.

talent philosophy

a system of beliefs about how an organization's employees should be treated

sensory modality

a system that interacts with the environment through one of the basic senses. visual, auditory, tactile, kinetic.

job evaluation

a systematic process that uses expert judgement to assess differences in value between jobs

job analysis

a systematic process used to identify and describe the important aspects of a job and the characteristics a worker needs to perform the job well. need to be reliable and valid.

performance improvement plan

a tool to monitor and measure an employee's deficient work products, processes and/or behaviors to improve performance or modify behavior. F acts to define prob O bj to help emp resolve S olutions to help emp reach obj A ctions to take if not corrected + overall efforts to help emp succeed

workers' compensation

a type of insurance that replaces wages and medical benefits for employees injured on the job in exchange for relinquishing the employee's right to sue the employer for negligence

simulation

a type of work sample that gives candidates an actual job task to perform or simulates critical events that might occur to assess how well a candidate handles them

integrative negotiation

a win-win negotiation in which the agreement involves no loss to either party

explicit employment contract

a written or verbal employment contract

full competence

ability to analyze problems associated with the job

partial proficiency

ability to apply more advanced principles on the job

limited ability

ability to perform simple tasks without direction

serial socialization

accessible and supportive organizational members serve as role models and mentors

assessment goals

accuracy, fit, ethics, legal compliance

Railway Labor Act

act that governs employment relations for airlines and railroads

Labor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act)

act that outlined a Bill of Rights for union members and sets up procedures for union elections, discipline and financial reporting

job enlargement

adding more tasks at the same level of responsibility and skill related to an employee's current position

human resource planning

aligning the organization's human resources to effectively and efficiently accomplish the organization's strategic goals

leniency error

all employees are given high ratings regardless of performance

labor market

all of the potential employees located within a geographic area from which the organization might be able to hire

indirect financial compensation

all the tangible and financially valued rewards that are not included in direct compensation including free meals, vacation time and health insurance

indirect financial compensation

all the tangible and financially valued rewards that are not included in direct compensation, including free meals, vacation time and health insurance

union shops

all workers in a unionized workplace are forced to join the union and pay dues

recency effect

allowing recent events and performance to have a disproportionately large influence on the rating

telecommuting

allows employees to work from home and link to the company's offices via computer.

National Labor Relations Act of 1947 (Taft-Hartley Act)

amended the Wagner Act to clarify what are considered unfair labor practices by unions and employees

critical incident appraisal method

an assessor discusses specific examples of the target employee's positive and negative behaviors with the employee

decertification election

an election to determine if a majority of employees want to no longer be represented by a union

presenteeism

an employee physically comes to work but does not function at his or her full potential

errors of commission

an employee receives an undeserved reward

errors of omission

an employee who deserves a reward doesn't receive one

reasonable accommodation

an employer is required to take reasonable steps to accomodate a disability unless it would cause the employer undue hardship

flexible spending account

an employer-sponsored benefit that allows you to pay for eligible medical expenses on a pretax basis

adverse impact

an employment practice has a disproportionate effect on a protected group regardless of its intent

employment at will

an employment relationship which either party can legally terminate at any time for just cause, no cause, or evan a cause that is morally wrong as long as it is not illegal

arbitration

an impartial third party acts as both judge and jury in imposing a binding decision on both negotiating parties

search firms

an independent company that specializes in the recruitment of particular types of talent

accountability

an individual is expected to provide a regular accounting to a superior about the results of what she or he is doing and will be held responsible for the outcome

independent contractor

an individual or business that provides services to another individual or business that controls or directs only the result of the work

Online job boards

an internet site that helps job seekers and employers find one another

job task

an observable unit of work with a beginning and an end

continuous performance appraisal

an ongoing performance appraisal process that involves the employee in evaluating his or her performance and setting performance goals and provides continuous coaching and feedback

succession management

an ongoing process of systematically identifying, assessing and developing organizational leadership to enhance performance

pay follower

an organization that pays its front-line employees as little as possible

employer image

an organization's reputation as an employer

dysfunctional stress

an overload of stress resulting from a situation of under- or over-arousal continuing for too long

implicit employment contract

an understanding that is not part of a written or verbal contract

workplace violence

any act of threat of physical violence, harassment, intimidation or other threatening disruptive behavior that occurs at the workplace

compensable factor

any characteristic used to provide a basis for judging a job's value

Employee Wellness Programs

any initiative designed to increase company performance or employee performance or morale through improved employee health

reinforcers

anything that makes a behavior more likely to happen again

exit inteviews

asking separated employees why they left to acquire information that can be used to improve conditions for current employees

situational interviews

asks how the candidate might react to hypothetical situations

integrity tests

assess attitudes and experiences related to reliability, trustworthiness, honesty and moral character

background checks

assess factors including personal and credit characteristics, character, lifestyle, criminal history and reputation. contingent method.

cognitive ability test

assess general mental abilities including reasoning, logic and perceptual abilities. evaluative method.

psychomotor tests

assess strength, physical dexterity and coordination

sensory tests

assess visual, auditory and speech perception

collaborating

attempting to work with the other person to find some solution which fully satisfies the concerns of both parties

spot awards

awards given immediately when a desired behavior is seen

Self Regulation

processes enabling an individual to guide his/her goal-directed activities over time

consideration

bargained-for exchange between the contract parties - something of value must pass from one party to the other

variable pay

bases some or all of an employee's compensation on employee, team, or organizational

stereotype

believeing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way

stereotype

believing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way

scientific management

breaks work down into its simplest elements and then systematically improves the worker's performance of each element

Competencies

broad worker characteristics that underlie successful job performance

investiture socialization

builds newcomers' self-confidence and reflects senior employees' valuing of newcomers' knowledge and personal characteristics

corporate social responsibility

businesses showing concern for common good and valuing human dignity

multiple hurdles

candidates must receive a passing score on an assessment before being allowed to continue in the selection process

shared service center

centralizes routine, transaction-based HRM activities

bona fide occupational qualification

characteristic that is essential to the successful performance of a relevant job function

cost of living allowances

clauses in union contacts that automatically increase wages base on the U.S. Bureau of Labor Statistics' cost of living index

union models

closed shop agency shop open shop

Customary benefits

commonly provided benefits that are viewed as an entitlement by employees insurance, retirement plans

internal job posting systems

communicate information about internal job openings to employees

total compensation statement

communicating total compensation in detail through a written summary of employee direct and indirect compensation

performance rating methods

compares employee performance to a set of standards to identify a number or letter rating that represents the employee's performance level. essay appr, critical incident, graphic, behavior anchored, behavior obs scale, forced choice, checklist, work standards, mgmt by obj

performance ranking methods

compares employees to each other in some way. forced ranking, paired comparison, forced distribution.

race norming

comparing an applicant's scores only to members of his or her own racial subgroup and setting separate passing or cutoff scores for each subgroup

work standards

comparing an employee's performance to output targets that reflect different levels of performance

gap analysis

comparing labor supply and demand forecasts to identify future talent needs

what emp will do

compensation perf mgmt

Direct financial compensation

compensation received in the form of salary, wages, commissions, stock options or bonuses

direct financial compensation

compensation received in the form of salary, wages, commissions, stock options or bonuses

labor relations strategies

compliance collaboration avoidance

centralized

concentrate power and decision making authority at higher levels of the organization

dysfunctional

conflict that focuses on emotions and differences between both parties

high potential error

confusing potential with performance

stakeholder perspective

considering the interests and opinions of all people, groups, organizations, or systems that affect or could be affected by the organizations actions

offer

contains the terms and conditions of employment as proposed by the employ and usually specific requirements for accepting the offer such as a signature and a deadline

works councils

council of elected workers that participate in shared workplace governance

rights arbitration

covers disputes over the interpretation of an existing contract and is often used in settling grievances

Occupational Safety and Health Administration

created by the Occupational Safety and health Act to set and enforce protective workplace safety and health standards