Management ch 12

Employer of choice

A company that is highly attractive to potential employees because of human resources practices that focus not just on tangible benefits but also intangibles (such as work-life balance)

360-degree feedback

A type of performance appraisal system that uses multiple raters as a way to include awareness about strengths and weaknesses and guide employee development

Recruiting

Activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied

Compensation

All monetary payment and goods or commodities used to reward employees

Nondirective interviews

Allow the applicant a great deal of freedom in determining the course of the conversation, with the interview not influencing the person's remarks

Mentoring

An experienced employee guides and supports a newcomer or less-experienced employee

On-the-job training (OJT)

An experienced employee is asked to take a new employee under his or her wing and show the newcomer how to perform job duties

Corporate university

An in-house training and education facility that offers broad-based learning opportunities for employees

Strategic approach

Approach to HRM wherein all managers are involved in HRM, employees are viewed as assets, and HRM is viewed as a matching process between human capital and organizational goals

Personality test

Assess such characteristics as openness to learning, agreeableness, responsibility, creativity, and emotional stability

Cafeteria-plan benefits package

Benefits package that allows employees to select the benefits of greatest value to them

Panel interviews

Candidate meets several interviewers who take turns asking questions

Job description

Clear and concise summary of the specific tasks, duties, and responsibilities

New social contract

Contract between an employee and an organization wherein the employee takes personal responsibility for employability and the organization give challenging assignments, lateral career moves, and creative development opportunities

Old social contract

Contract between an employee and the organization where the employee could contribute ability, education, loyalty, and commitment, and expect wages and benefits, work, advancement, and training in return

Equal Employment Opportunities Commission

Created by the Civil Rights Act of 1964; initiates investigations in response to complaints concerning discrimination

Human capital

Economic value of the combined knowledge, experience, skills, and capabilities of employees

Selection process

Employers asses applicants' characteristics in an attempt to determine the "fit" between the job and applicant characteristics

Human resource planning

Forecasting of human resource needs and the projected matching of individuals with expected vacancies

Realistic job previews

Gives applicants all pertinent information about the job and organization (both positive and negative)

Exit interview

Interview conducted with departing employees to determine why they are leaving

Physical ability test

Measure qualities such as strength, energy, and endurance may be used for jobs such as delivery drivers

Coaching

Method of directing, instructing, and training a person with the goal of developing specific management skills

Performance review ranking system

Method of performance evaluation that pits employees against one another to rank them

Discrimination

Occurs when some applicants are hired or promoted based on criteria that are not job-relevant

Job specification

Outlines the knowledge, skills, education, physical abilities, etc. needed to perform the job

Contingent workers

People who work for an organization but not on a permanent or full-time basis

Cross-training

Places an employee in a new position for some amount of time to enable to individual to develop new skills

Assessment centers

Present a series of managerial situations to groups of applicants over a two- or three-day period

Behaviorally anchored rating scale (BARS)

Rating technique which relates employee performance to specific behavioral incidents, allowing a rater to more accurately assess employee performance

E-cruiting

Recruiting job applicants online to offer broader access and save time/money

Rightsizing

Refers to intentionally reducing the company's workforce to the point where the number of employees is deemed proper for the company's current economic situation

Job evaluation

Refers to the process of determining the value or worth of jobs within an organization through an examination of job content

Training and development programs

Represent a planned effort by an organization to facilitate employees' learning of job-related skills and behaviors

Work sample tests

Require an applicant to complete simulated tasks that are a part of the desired job

Affirmative action

Requires that an employer take positive steps to guarantee equal employment opportunities for people within protected groups

In-basket situation

Requires the applicant to play the role of a manager who must decide how to respond to ten memos

Interview

Selection technique for almost every job category in every organization

Wage and salary surveys

Show what other organizations pay incumbents in jobs that match a sample of "key" jobs selected by the organization

Job analysis

Systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job as well as about the context in which the job is performed

Human resources management

The design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals

Performance appraisal

The steps of observing and assessing employee performance, recording the assessment, and providing feedback to the employee

Finding, developing, maintaining an effective workforce

Three broad goals of HRM

Pay-for-performance

Ties at least part of compensation to employee effort and performance; raises performance standards and cuts labor costs

Skill-based pay

Type of compensation technique in which employees with higher skill levels earn more than employees with lower skill levels (aka competency-based pay)

Job-based pay

Type of compensation that links employee earnings to the specific tasks he or she performs

Cognitive ability test

Type of employment test that measures an applicant's thinking, reasoning, verbal, and mathematical abilities

Halo effect

Type of rating error that occurs when a manager gives an employee the same rating on all dimensions even if actual performance is high on some levels and low on others

Stereotyping

Type of rating error that occurs when a rater places an employee into a class or category based on one of few traits or characteristics

Biographical interview

Type of structured interview that asks about a person's previous life and work experiences

Behavioral interview

Type of structured interview that asks people to describe how they have performed a certain task or handled a particular problem

Situational interview

Type of structured interview that requires people to describe how they might handle a hypothetical situation

Matching model

Underlies the organization's effort to attract employees; the organization and the individual attempt to match the needs, interests, and values that they offer to each other

Employment tests

Used to assess candidates on various factors considered important to the job to be performed

Application form

Used to collect information about the applicant's education, previous job experience, and other background characteristics

Structured interview

Uses a set of standardized questions that are asked of every applicant so comparisons can easily be made

Telecommunting

Using computers and telecommunications equipment to do work without going to an office