Human Resource Management Chapter 10

The set of activities a company uses to attract, develop, and maintain its workforce.

HRM aligns with the overall business strategy to ensure the organization has the right people in the right roles at the right time to achieve its goals.

HR planning involves forecasting future HR needs, analyzing current workforce skills, and developing strategies to address any gaps.

Human resources refer to the people who make up the company's workforce.

This includes laws like the Equal Employment Opportunity Act, the Civil Rights Act, and the Americans with Disabilities Act, which protect employees from discrimination based on factors like race, religion, gender, and disability.

These legal issues cover areas like hiring, compensation, and managing the workforce, ensuring compliance with employment laws.

This involves understanding the company's needs, identifying qualified candidates, and using various recruitment techniques to attract the best talent.

The process of analyzing and understanding the duties, responsibilities, and requirements of a job within an organization.

A document outlining the duties, responsibilities, working conditions, and tools required for a specific job.

A document outlining the skills, abilities, and qualifications needed to perform a job successfully.

A process of forecasting the number and type of employees an organization will need in the future.

A chart showing the current occupants of key positions in an organization, their likely departure dates, and potential replacements.

A database containing information on each employee's education, skills, experience, and career goals.

The process of anticipating and meeting an organization's future workforce needs.

The organization's investment in attracting, retaining, and motivating a skilled workforce.

The process of managing and utilizing an organization's talent pool for optimal success.

A bias where most recent performance has more weight than past performance.

When a positive assessment of one aspect spills over to unrelated aspects of a person's performance.

Performance reviews that involve feedback from a worker's boss, peers, and subordinates.

Employees whose primary value lies in their knowledge rather than physical labor.

The variety of employees' background, experiences, and perspectives in a workplace.

Gathering information from external sources like state employment commissions and colleges to predict future labor availability.

The process of identifying and understanding the future need for various skills and jobs within an organization.

Comparing the expected future demand for employees with the internal supply of qualified people within the company.

Strategies to address situations where the company expects to have too few qualified employees.

Actions to manage situations where a company anticipates having more employees than needed.

The process of finding and attracting qualified individuals to fill open positions within a company.

Looking within the existing workforce to find candidates for open positions.

Seeking qualified candidates from outside the company to fill open positions.

Providing potential candidates with a realistic picture of what it's like to work in a specific position.

Gathering information from applicants to evaluate their suitability for a job, aiming to identify the most successful candidates.

Compensation beyond wages and salaries, including health, disability, and life insurance, paid time off, and other perks.

Legal requirements for most companies, including Social Security and worker's compensation.

Programs designed to provide retirement income for workers after they leave the workforce.

Plans that allow employees to choose from various benefits and allocate funds accordingly.

The systematic process of teaching employees the skills needed for their current job.

The process of developing managers and professionals with broader and future-oriented skills.

The first step in training is to identify gaps in employee knowledge or skills.

Setting specific and measurable goals for training programs to ensure they are effective.

Evaluating the effectiveness of training programs after employees complete them.

Acclimating new employees to the company and their job responsibilities.