Understanding Business Chapter 11

Job Description

A summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationship of the job to other functions

Job specifications

A written summary of the minimum qualifications required of workers to do a particular job

training and development

All attempts to improve productivity by increasing an employee's ability to perform. Training focuses on short-term skills, development on long-term abilities.

Job Sharing

An Arrangement whereby two part-time employees share one full-time job

Performance Appraisal

An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training, or termination

Mentor

An experienced employee who supervises, coaches, and guides lower-level employees by introducing them to the right people and generally being their organizational sponsor

Fringe Benefits

Benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation beyond base wages

Reverse Discrimination

Discrimination against whites or males in hiring or promoting

contingent workers

Employees that include part-time workers, temporary workers, seasonal workers, independent contractors, interns, and co-op students

Affirmative Action

Employment activities designed to "right past wrongs" by increasing opportunities for minorities and women

Cafeteria-style Fringe Benefits

Fringe Benefits plan that allows employees to choose the benefits they want up to a certain dollar amount

Core Time

In a flextime plan, the period when all employees are expected to be at their job stations

Off-the-job Training

Internal or External training programs away from the workplace that develop any of a variety of skills or foster personal development

Orientation

The activity that introduces new employees to the organization; to fellow employees; to their immediate supervisors; and to the policies, practices, and objectives of the firm.

Human Resource management

The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals.

networking

The process of establishing and maintaining contacts with key managers in and outside of the organization and using those contacts to weave strong relationships that serve as informal development systems

selection

The process of gathering information and deciding who should be hired, under legal guidelines, to serve the best interests of the individual and the organization

Management Development

The process of training and educating employees to become good managers, and then monitoring the progress of their managerial skills over time

recruitment

The set of activities used to obtain a sufficient number of the right employees at the right time

Job simulation

The use of equipment that duplicates job conditions and tasks so trainees can learn skills before attempting them on the job

on-the-job training

Training at the workplace that lets the employee learn by doing or by watching others for a while and then imitating them

Vestibule Training

Training done in schools where employees are taught on equipment similar to that used on the job

Apprentice programs

Training programs during which a learner works alongside an experienced employee to master the skills and procedures of a craft

Online Training

Training programs in which employees complete classes via the Internet

Compressed Workweek

Work schedule that allows an employee to work a full number of hours per week but in fewer days

Flextime plan

Work schedule that gives employees some freedom to choose when to work, as long as they work the required number of hours

Job analysis

A study of what employees do who hold various job titles