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| Question | Answer |
| Ability | Competence in performing a job |
| Productivity | Measure of how much value individual employees add to the goods or services that organization produces |
| Line employee | Employee directly involved in producing goods and services |
| Manager | Person in charge of others for timely and correct execution of actions that promote units success |
| Staff employee | Employee who supports line employee |
| Environmental challenges | Forces external to a firm that effect performance but are beyond control of management |
| Hr | People who work in an organization also called personnel |
| Human resources strategy | Firms deliberate use of human resources to help gain or maintain an edge against its competitors in marketplace |
| Human resource tactic | A particular hr policy or program that helps to advance a firms strategic goal |
| Organizational challenges | Concerns or problems internal to a firm often a by product of environmental forces |
| TQM | Organization wide approach to improving the quality of all the processes that lead to a final product and service |
| Decentralization | Transferring responsibility and decision making authority from a central office to people and locations closer to situation |
| Downsizing | A reduction in a company's workforce to improve its bottom line |
| Organizational culture | Basic assumptions and beliefs shared by members of an organization . Operate unconsciously define in a basic taken for granted views of itself and environment |
| Outsourcing | Subcontracting work to an outside company that specializes in and is more efficient at doing that work |
| Individual challenges | Human resources issues that address the decisions most pertinent to individual employee |
| Motivation | Persons desire to do best possible job or to exert maximum effort |
| Empowerment | Providing workers c skills and authority to make decisions that would traditionally be made by managers |
| Strategic human resource planning | Process of formulating hr strategies and establishing programs or tactics to implement |
| Strategic hr choices | Options available to a firm designing its hr system |
| Corporate strategy | Mix if businesses a corporation decides to hold and flow of resources among those businesses |
| Business unit strategy | Formulation and implementation of strategies by a firm that is relatively autonomous |
| Distinctive competences | Characteristics that give a firm a competitive edge |
| Hr audit | Periodic review of effectiveness of a companys use of hr |
| 2 Organizational structure | Formal or informal relationships c people in organizatiom |
| Work flow | Way work is organized to meet production or service goals |
| Bureaucratic organizational structure | Pyramid shaped structure that consists of hierarchy w many levels |
| Flat organizational structure | Structure that has only a few levels of management and emphasizes decentralization |
| Boundaryless org structure | Structure that enables an organization to form relationships c customers/competitors to pool resources for mutual benefit or encourage cooperation in uncertain environment |
| Work flow analysis | Process of examining how work creates or adds value to the ongoing processes of business |
| Business processing reengineering BPR | Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality speed and service |
| Team | Small number of people c complementary skills who work toward common goals for which they hold themselves mutually accountable |
| Self managed team SMT | Team responsible for producing an entire product, a component an ongoing service |
| Problem solving team | Team c volunteers from a unit who meet one or two hours per week to discuss quality improvement cost reduction or improvement in work environment |
| Special purpose team | Team or task force consisting of workers who span functional or organizational boundaries and whose purpose is to examine complex issues |
| Virtual team | Team that relies on interactive technology to work together when separated by physical distance |
| Motivation | That which energizes directs or sustains human behavior. In hrm a persons desire to do the best job or exert maximum effort |
| Job design | Process of organizing work into the tasks required to perform a specific job |
| Job enlargement | Process if expanding a jobs duties |
| Job rotation | Process of rotating workers among different narrowly defined tasks without disrupting the flow if work |
| Job enrichment | Process of putting specialized tasks back together so that one person is responsible for producing a whole product or entire service |
| Job analysis | Systematic process of collecting information used to make decisions about jobs. Job analysis identifies the tasks duties and responsibilities of a particular job |
| KSA Knowledge skills abilities | Needed to perform a job |
| Job description | Written document that identifies defines and describes a job in terms of its duties responsibilities working conditions and specifications |
| Job specifications | Worker characteristics needed to perform a job successfully |
| Core workers | Full time employees |
| Contingent workers | Workers hired to deal c temporary increases in an organizations workload or to do work that is not part of its core set of capabilities |
| Job sharing | Work arrangement in which two or more employees divide a job responsibility hours and benefits |
| Flexible work time | Arrangement that gives employees control over the starting and ending time of their work |
| Core time | Time when all employees are expected at work part of flex arrangement |
| Flextime | time which employees can choose not to be at work |
| Telecommuting | Arrangement that allows employees to work in their homes |
| Work life balance | Balance between work and personal lifr |
| HRIS | System used to collect record store retrieve data concerning HR |
| Fair employment | Goal of eeoc legislation and regulation: situation in which employment decisions are nit affected by illegal discrimination |
| Equal pay act 1963 | Law requires same pay for men and women doing same job in organizatiom |
| Title vii | Section on civil rights act of 1964 that applies to employment decisions, mandates that employment decisions not be based in on race color religion sex national origin |
| Protected class | group of people who suffered discrimination in the past and who are given special protection by the judicial system |
| Discrimination | Making of distinctions of people |
| Disparate treatment | Discrimination that occurs when individuals are treated differently because of their membership in a protected class |
| Adverse impact | Discrimination that occurs when the equal application of an employment standard has an unequal effect on one or more protected class also called DISPARATE IMPACT |
| Four-fifths rule | Eeoc provision for establishing a prima facile case that an hr practice us discriminatory and has an adverse impact- practice has impact if hiring rate if protected class is less than four-fifths of majority group |
| Bona fie occupational qualification BFOQ | Characteristic that must be present in all employees for a particular job |
| Quid pro quo sexual harassment | Occurs when sexual activity is required in return for getting or keeping a job |
| Hostile work environment | Harassment that occurs when behavior of anyone in the work setting is sexual in nature and is offensive and undesirable |
| Quotas | Emploer adjustments of hiring decisions to ensure that a certain number of people from a certain protected class are hired |
| Punitive damages | Fines awarded to a plaintiff in order to punish the defendant |
| Compensatory damages | Awarded to a plaintiff to compensate for the financial or psychological harm to them |
| Executive order | Presidential directive that has the force if the law - policy w which all federal agencies doing businesses c federal govt must comply |
| Age discrimination in employment act ADEA | law prohibits discrimination of people 40 or older |
| ADA | Law forbidding employment discrimination against people c disabilities who can perform the essential functions if the job c or w/o reasonable accommodation |
| Individual c disabilities | Person who have physical or mental impairment that substantially affects one ir mire major life activities |
| Essential functions | Job duties that each person in a certain postion must do or must be able to do to be an effective employee |
| Reasonable accommomdation | Action taken to accommodate the known disabilities of applicants or employees so that the disabiled employee can enjoy equal employment opportunity |
| EEOC | Federal agency responsible for enforcing the EEO LAWS |
| Conciliation | Attemot to reach settlement between employer and an employee or applicant in an EEO case |
| Office of federal contract compliance OFCCP | Federal agency responsible for monitoring and enforcing the laws and executive orders that apply to the federal govt and its contractors |
| Reverse Discrimination | Discrimination against a non protected class member resulting from attempts to recruit and hire members of protected class |
| diversity | human characteristics that make people different from one another |
| management of diversity | set of activites involved in integrating nontraditional employee into the workforce and using their diversity to the companys competitive advantage |
| universal concept of management | the management concept holding that all management practices should be standardized |
| cultural relativity concept of mgt | the mgt concept holding that mgt practices should be molded to the different sets of values, beliefs, attitudes, and behaviors exhibited by a diverse workforce |
| glass ceiling | the intangible barrier in an organization that prevents female and minority employees from rising to positions above a certain level |
| diversity training programs | programs that provide diversity awareness training and educate employees on specific cultural and sex differences and how to respond to these in the workplace |
| support group | a group established by an employer to provide a nurturing climate for employees who would otherwise feel isolated |
| extended leave | a benefit that allows employees to take a long-term leave from the office, while retaining benefits and the guarantee of a comparable job on return |
| senior mentoring program | a support program in which senior managers identify promising women and minority employees and plan an important role in nurturing their career |
| apprenticeship | a program in which promising prospective employees are groomed before they are actually hired on a permanent basis |
| diversity audit | a review of the effectiveness of an organizations diversity mgt program |
| cultural determinism | the idea that one can successfully infer an individuals motivations, interests, values and behavioral traits based on that individuals group memberships |
| labor supply | the availability of workers with the required skills to meet the firms labor demand |
| labor demand | how many workers the organization will need in the future |
| human resource planning HRP | the process an organization uses to ensure that it has the right amount and the right kind of people to deliver a particular level of output or services in the future |
| recruitment | the process of generating a pool of qualified candidates for a particular job; the first step in the hiring process |
| selection | the process of making a hire or or hire decision regarding each applicant for a job; the second step in the hiring process |
| socialization | the process of orienting new employees to the organization and the unit in which they will be working; the third step in the hiring process |
| reliability | consistency of measurement, usually across time but also across judges |
| validity | the extent to which the technique measures the intended knowledge, skill or ability. In the selection context, it is the extent to which scores on a test or interview correspond to actual job performance |
| concurrent validity | extent of correlation between selection and performance scores, when measured at the same time |
| predictive validity | extent to which selection scores correlate with performance scores, when performance is measured later in time |
| structured interview | job interview based on a thorough job analysis, applying job-related questions with predetermined answers consistently across all interviews for a job |
| assessment center | a set of simulated tasks or exercises that candidates (usually managerial) are asked to perform |
| employee separation | the termination of an employee's membership in an organization |
| turnover rate | the rate of employee separations in an organization |
| exit interview | an employee's final interview following separation. the purpose of the interview is to find out the reasons why the employee is leaving if voluntary or to provide counsel/assistance for a new job |
| outplacement assistance | a program in which companies help their departing employees find jobs more rapidly by providing them with training in job-search skills |
| voluntary separation | a separation that occurs when an employee decides, for personal or professional reasons, to end the relationship with the employer |
| involuntary separation | a separation that occurs when an employer decides to terminate its relationship with an employee due to economic or poor fit reasons |
| downsizing | a company strategy to reduce the scale/size and scope of its business in order to improve the companys financial performance |
| rightsizing | the process of reorganizing a company's employees to improve their efficiency |
| attrition | an employment policy designed to reduce the companys workforce by not refilling job vacancies that are created by turnover |
| hiring freeze | an employment policy designed to reduce the company's workforce by not hiring any new employees into the company |
| worker adjustment and retraining notification act WARN | a federal law requiring US employers with 100 or more employees to give 60 days advance notice to employees who will be laid off as a result of a plant closing or a mass separation of 50 or more workers |
| performance appraisal | the identificaiton, measurement, and mgt of human performance in organization |
| dimension | an aspect of performance that determines effective job performance |
| dimension | an aspect of performance that determines effective job performance |
| competencies | charactertistics associated with successful performance |
| competency model | set of competencies associated with a ajob |
| relative judgment | an appraisal format that asks supervisors to compare an emmployees performance to the performance of other employees doing the same job |
| relative judgment | an appraisal format that asks supervisors to compare an emmployees performance to the performance of other employees doing the same job |
| absolute judgment | an appraisal that asks supervisors to make judgments about an employees performance based soley on performance standards |
| trait appraisal instrument | an appraisal tool that asks a supervisor to make judgments about worker characteristics that tend to be consistent and enduring |
| behavioral appraisal instructment | an appraisl tool that asks managers to assess a workers behavior |
| outcome appraisal instrument | an appraisal toll that ask managers to assess the results achieved by workers |
| management by objectives MBO | a goal-directed approach to performance appraisal in which workers and their supervisors set goals together for the upcoming evaluation period |
| self-review | a performance appraisal system in which workers rate themselves |
| peer review | a performance appraisal system in which workers at the same level in the organization rate one another |
| subordinate review | a performance system in which workers review their supervisor |
| 360 feedback | the combination of peer, subordinate, and self-review |
| rater error | an error in performance appraisals that reflects consistent biases on the part of the rater |
| comparability | in performance ratings, the degree to which the performance ratings given by various supervisors in an organization are based on similar standards |
| frame of reference (FOR) traininga | a type of training that presents supervisors with fictitious examples of worker performance-writing or video, asks the supervisor to evaluate the workers in examples then tells what ratings should have been |
| situational factors or system factors | a wide array of organizational characteristics that can positively or negatively influence performance |
| training | the process of providing employees with specific skills or helping them correct deficiences in their performance |
| training | the process of providing employees with specific skills or helping them correct deficiences in their performance |
| development | an effort to provide employees with the abilities the organization will need in the future |
| simulation | a device or situation that replicates job demands at an off-the-job site |
| virtual reality | the use of a number of technologies to replicate the entire real-life working environment in real time |
| virtual reality | the use of a number of technologies to replicate the entire real-life working environment in real time |
| job aids | external sources of information, such as pamphlets and reference guides, that workers can access quickly when they need help in making a decision or performing a specific task |
| virtual reality VR | the use of a number of technologies to replicate the entire real-life working environment in real time |
| cross - functional training | training employees to perform operations in areas other than their assigned jobs |
| peer trainers | high-performing workers who double as internal on the job trainers |
| brainstorming | a creativity training technique in which participates are given the opportunity to generate ideas openly, without fear of judgment |
| literacy | the mastery of skills (writing, reading, math) and their uses in problem solving |
| orientation | the process of informing new employees about what is expected of them in the job and helping them cope c the stresses of transition |
| realistic job preview RJP | realistic information about the demands of the job, the organizations expectations of the job holder, and the work environment |
| career development | an ongoing formalized effort that focuses on developing enriched and more capable workers |
| dual career couple | a couple whose members both have occupational responsibilites and career issues at stake |
| promotability forecast | a career development activity in which managers make decisions regarding the advancement potential in subordinates |
| succession planning | a career development activity that focuses on preparing people to fill executive positions |
| job-posting system | a system in which an org announces job openings to all employees on a bulletin board, in newsletter, phone or computer system |
| career path | a chart showing the possible directions and career opportunities available in the org, it presents in steps in a possible career and plausible timetable for accomplishing them |
| career resource center | a collection of career development materials such as workbooks, tapes and text |
| mentoring | a developmentally oriented relationship between senior and junior colleauges or peers involving advising, role model, sharing contacts and giving support |
| mentoring | a developmentally oriented relationship between senior and junior colleauges or peers involving advising, role model, sharing contacts and giving support |
| total compensation | the package of quantifible rewards an employee receives for their labor. 3 components: base comp, pay incentives,and indirect comp/benefits |
| base compensation | fixed pay an employee receives on a regular basis, either in form of salary or as an hourly wage |
| base compensation | fixed pay an employee receives on a regular basis, either in form of salary or as an hourly wage |
| pay incentive | a program designed to reward employees for good performance |
| internal equity | the perceived fairness of the pay structure within a firm |
| external equity | the perceived fairness in pay relative to what other employers are paying for the same type of labor |
| individual equity | the perceived fairness of individual pay decisions |
| knowledge-based pay or skilled based pay | a pay system in which employees are paid on the basis of the jobs they can do or talents they have that can be successfully applied to tasks and situations |
| egalitarian pay system | a pay plan in which most employees are part of the same compensation system |
| elitist pay system | a pay plan in which different compensation systems are established for employees or groups at different organizational levels |
| job evaluation | the process of evaluating the relative value or contribution of different jobs to an organization |
| compensable factors | work-related criteria that an organization considers most important in assessing the relative value of different jobs |
| job hierachy | a listing of jobs in order of their importance to the organization, from highest to lowest |
| benchmark or key job | a job similar or comparable in content across firms |
| pay policy | a firm's decision to pay above, below, or at the market rate for its jobs |
| job banding | the practice of replacing narrowly defined job descriptions with broader categories (bands) of related jobs |
| Fair Labor Standards act FLSA | the fundamental comp law in US. requires employers to record earnings/hrs worked by all covered employees to info to DOL. 2 types Exempt and Non-Exempt |
| exempt employee | an employee who is not covered by the provisions of the FLSA. prof, admin, exec and outside sales jobs |
| nonexempt employee | an employee who is covered by the provisions of FLSA |
| comparable worth | a pay concept or doctrine that calls comparable pay for jobs that require comparable skills, effort and responsiblity, same working conditions, even if job content is different |
| comparable worth | a pay concept or doctrine that calls comparable pay for jobs that require comparable skills, effort and responsiblity, same working conditions, even if job content is different |
| individual equity | the perceived fairness of individual pay decision |
| Internal Revenue Code IRC | code of tax laws that affects how much of their earnings employees can keep and how benefits are treated for tax purposes |
| pay for performance system of incentive system | system that rewards employees on assumptions: 1. individual employees or team differ in how much they contribute to the firm 2. firms overall performance 3. attract, retain, motivate high performers |
| piece-rate system | compensation system in which employees are paid per unit produced |
| merit pay | an increase in base pay, normally given once a year |
| bonus program or lump-sum payment | financial incentive that is given on a one-time basis and does not raise the employees base pay permanently |
| award | one-time reward usually given in the form of a tangible prize |
| expectancy theory | theory of behavior holding that people tend to do those things that are rewarded |
| gainsharing | plantwide pay for performance plan in which a portion of the company's cost savings is returned to workers, usually in the form of lump-sum bonus |
| profit sharing | corporatewide pay for performance plan that uses a formula to allocate profits. usually used to fund retirement plans |
| employee stock ownership plan ESOP | corporatewide plan that rewards employees c company stock either as outright grant or at a favorable price may be below market value |
| perquisites PERKS | noncash incentives given to a firm's executives |
| contribution | payments made for benefits coverage. Contributions for specific benefit may come from employer, employee or both |
| coinsurance | payments made to cover health care expenses, that are split between the employers insurance company and the insured employee |
| copayment | small payment made by the employee for each office visit to a physician under the health plan |
| deductible | annual out of pocket expenditure that an insurance policyholder must make before the insurance will reimburse |
| flexible or cafeteria plan | benefits program that allows employees to select the benefits they need most from a menu of choices |
| benefits mix | the complete package of benefits that a company offers its employees |
| social security | government program that provides income for retires, the disabled and survivors of deceased workers and health care for the aged through MCR |
| Medicare | part of SS program that provides health insurance coverage for people aged 65 and over |
| workers compensation | legally required benefit that provides medical care, income continuation, and rehabe expenses for people who sustain job-related injuries or illness. Provides survivors of an employee whose death is job-related |
| unemployment insurance | program establised by the SS Act of 1935 to provide temporary income for people during periods of involuntary unemployment |
| supplemental benefits (SUB) | benefits given by a company to laid-off employees over and above unemployed benefits |
| FMLA 1993 | Federal law that requires employers provide up to 12 wks of unpaid leave for adoption, child, illneess,for parent, sibling, child or spouse |
| consolidated omnibus budget reconcilation COBRA 1985 | legislation that give employees the right to continue their health insurance for 18-36 months after termination |
| Health Insurance Portability and Accountability Act HIPAA | Federal law that protects an employees ability to transfer between health ins plans without a gap in coverage due to preexisting conditions |
| preexisting conditions | medical condition treated while an employee was covered under a formers health plan and requires tx under a new employers plan |
| Patient and Affordable Care Act (PACA) | federal law passed in 2010 that guarantees that affordable health care is available in US |
| premium | money paid to an insurance company for coverage |
| health maintenance org (HMO) | health care plan that provides comprehensive medical services for employees and families at a flat annual fee |
| preferred provider org PPO | health care plan in which employer or ins co establishes a network of providers for broad services for a flat fee per participant. gives lower fee, higher volume to providers |
| health savings account HSA | qualified health plan with a High Deductible - pretax dollars and monies accumulate |
| High deductible health plan HDHP | high ded plan requires employees pay for the first few thousand before the ins co pays |
| employee retirement income security act ERISA | federal law started in 1974 to protect employees retirement benefits from management |
| vesting | guarantee that accrued benefits will be given to retirement plan participants when they retire or leave the employer |
| portable benefits | employee benefits, usually retirement funds, that stay with the employee as they move from one company to another |
| pension benefit guaranty corp (PBGC) | govt agency that provides plan termination insurance to employers with defined benefit retirement programs |
| defined benefit plan or PENSION | retirement plan that promises to pay a fixed dollar amount to retirees based on formula that avgs last 3-5 yrs of employee income |
| defined contribution plan | plan in which employer promises to contribute a specific amount into participants funds. value depends on success of plans investments |
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