Human Resource Management Chapter 8-12
multi-source feedback (360)
- taking information from many sources to fairly evaluate performance - manager, customers, self, subordinates, coworkers/peers
Coaching
A collaborative process focused on improving individual performance.
Integrated talent management (ITM)
A holistic approach to leveraging and building human capital.
Nine-Box Talent Grid
A matrix showing past performance and future potential of all employees.
Protean career
A process whereby an individual makes conscious career plans to achieve self-fulfillment.
Management mentoring
A relationship in which experienced managers aid individuals in the earlier stages of their careers.
Management by objectives (MBO)
A specific performance appraisal method that highlights the performance goals that an individual and manager identify together.
Instructional systems design (ISD)
A step-by-step process to ensure that the right learning materials are provided to the right people at the right time.
Immediate confirmation
Based on the idea that people learn best if they receive reinforcement and feedback as soon as possible after training.
Reinforcement
Based on the idea that people tend to repeat responses that give them some type of positive reward and to avoid actions associated with negative consequences.
Individual-centered career planning
Career planning that focuses on an individual's responsibility for a career rather than on organizational needs.
Organization-centered career planning
Career planning that focuses on identifying career paths that provide for the logical progression of people between jobs in an organization.
Assessment centers
Collections of test instruments and exercises designed to diagnose an individual's development needs.
Cost-benefit analysis
Comparison of costs and benefits associated with training.
Behavioral modeling
Copying someone else's behavior.
Modeling
Copying someone else's behavior.
Performance standards
Define the expected levels of employee performance.
Make-or-buy
Develop competitive human resources or hire individuals who are already developed from somewhere else.
Development
Efforts to improve employees' abilities to handle a variety of assignments and to cultivate their capabilities beyond those required by the current job.
Games
Exercises that entertain and engage.
Leadership development
Expanding a person's capacity to be effective in leadership roles.
Job duties
Important elements in a given job.
HiPos
Individuals who show high promise for advancement in the organization.
Blended learning
Learning approach that combines short, fast-paced, interactive computer-based lessons and teleconferencing with traditional classroom instruction and simulation.
MOOCs
Massive open enrollment online courses.
Horns effect
Occurs when a low rating on one characteristic leads to an overall low rating.
Strictness error
Occurs when a manager uses only the lower end of the scale to rate employees.
Central tendency error
Occurs when a rater gives all employees a score within a narrow range in the middle of the scale.
Primacy effect
Occurs when a rater gives greater weight to information received first when appraising an individual's performance.
Recency effect
Occurs when a rater gives greater weight to recent events when appraising an individual's performance.
Halo effect
Occurs when a rater scores an employee high on all job criteria because of performance in one area of the assigned work responsibilities.
Rater bias
Occurs when a rater's values or prejudices distort the rating.
Leniency error
Occurs when ratings of all employees fall at the high end of the scale.
Self-efficacy
People's belief that they can successfully learn the training program content.
Ranking
Performance appraisal method in which employees are listed from highest to lowest based on their performance levels and relative contributions.
Forced distribution
Performance appraisal method in which ratings of employees' performance levels are distributed along a bell-shaped curve.
Orientation
Planned introduction of new employees to their jobs, coworkers, and the organization.
Succession planning
Preparing for inevitable vacancies in the organization hierarchy.
Performance appraisal
Process of determining how well employees do their jobs relative to a standard and communicating that information to them.
Job rotation
Process of moving a person from job to job.
Repatriation
Process that involves planning and training for the reassignment of global employees back to their home countries.
Training
Process whereby people acquire capabilities to perform jobs.
Career paths
Represent employees' movements through opportunities through time.
Simulations
Reproduce parts of the real world so that they can be experienced and manipulated, and learning can occur.
category scaling methods
Require a manager to mark an employee's level of performance on a specific form divided into categories of performance
Graphic rating scale
Scale that allows the rater to mark an employee's performance on a continuum indicating low to high levels of a particular characteristic.
Behaviorally anchored rating scale
Scale that describes specific examples of job behavior, which are then "anchored" or measured against a scale of performance levels.
Performance management
Series of activities designed to ensure that the organization gets the performance it needs from its employees.
Career
Series of work-related positions a person occupies throughout life.
Glass ceiling
Situation in which women fail to progress into top and senior management positions.
Dual-career ladder
System that allows a person to advance through either a management or a technical/professional ladder.
Contrast error
Tendency to rate people relative to others rather than against performance standards.
On-the-job training
The most common training because it is flexible and relevant.
Strategic talent management
The process of identifying the most important jobs in a company that provide a long-term competitive advantage and then creating appropriate HR policies to develop employees so that they can effectively work in these jobs.
Knowledge management
The way an organization identifies and leverages knowledge to be competitive.
Sabbatical
Time off the job to develop and rejuvenate.
Active practice
Trainees perform job-related tasks and duties during training.
Cross-training
Training people to do more than one job.
Informal training
Training that occurs through interactions and feedback among employees.
M-learning
Use of mobile technology to conduct training.
E-learning
Use of web-based technology to conduct training online.
Adult learning
Ways in which adults learn differently than do younger people. Also known as andragogy.
comparative methods of appraisal
require that managers compare the performance levels of their employees against one another - ranking - forced distribution
developing and administrative
uses of multi-source feedback
narrative methods of appraisal
written - essay - critical incident
