Definition of Terms PDF

Definition of Terms Friday, 20 September 2024 1:25 pm 1. 360-degree Feedback: A popular performance appraisal method that involves evaluation input from multiple levels within the firm as well as external sources. In this method, people all around the rated employee may provide ratin...

Definition of Terms Friday, 20 September 2024 1:25 pm 1. 360-degree Feedback: A popular performance appraisal method that involves evaluation input from multiple levels within the firm as well as external sources. In this method, people all around the rated employee may provide ratings, including senior managers, the employee himself or herself, supervisors, subordinates, peers, team members, and internal or external customers. 2. Achievement Testing: Refers to assessments designed to measure an individual's knowledge, skills, or competencies in specific areas that are relevant to their job performance. 3. Advanced Interviewing: A strategic approach used by organizations to thoroughly assess candidates for employment beyond the traditional interview process. This method aims to gather comprehensive insights into candidates' skills, competencies, experiences, and potential contributions to the organization. 4. Alternation Ranking: A performance appraisal method for employees where the assessor selects the best and worst employees based on a certain trait/criterion and ranks them accordingly. 5. Applicant Personality Test: Also known as a personality assessment or personality inventory, this test is used to evaluate the personality traits, characteristics, and preferences of job applicants. It aims to predict how well an individual might fit into a specific role or organizational culture based on their personality profile. 6. Appraisal Interview: A formal discussion process between an employee and his/her manager regarding performance and other aspects of the job role. In this interview, the employer and employee discuss the performance of the individual, key areas of improvement, and how the employee can grow through feedback. 7. Apprenticeship Training: A formalized program combining on-the-job training (OJT) with classroom instruction. It is typically used in skilled trades and professions, where apprentices (learners) work under the guidance of experienced mentors to develop practical skills and theoretical knowledge necessary for the job. 8. Background Check: Part of the hiring process in which an investigation is carried out to verify a potential employee’s background, based on criteria such as education, criminal records, past work experiences, etc. 9. Behaviorally Anchored Rating Scale (BARS) Method: A performance appraisal method that combines elements of traditional rating scales and critical incident methods. Various performance levels are shown along a scale, described in terms of specific job behaviors. 10. Benchmarking Jobs: The process of comparing job roles and responsibilities within an organization or across organizations to determine the relative value and pay structure for similar jobs in the job market. 11. Bonuses: Additional monetary rewards given to employees on top of their base salary, typically based on individual, team, or organizational performance. 12. Buddy System: Part of the employee onboarding process in which a new hire is assigned a buddy who guides the new hire on different aspects of the job. 13. Candidates: Individuals seeking employment or appointment to a particular job, role, or office. 14. Campus Recruitment: An external source of recruitment where educational institutions, such as colleges and universities, provide information to students regarding employment opportunities. 15. Career Development: A formal approach used by organizations to ensure that people with the proper qualifications and experience are available when needed. 16. Case Studies: In-depth descriptions of the experiences of organizations or managers, used in training to allow trainees to learn from multiple cases. 17. Central Tendency Error: An evaluation error that occurs when employees are incorrectly rated near the average or middle of a scale. 18. Coaching (Understudy Method): A superior gives training to a subordinate as their understudy, such as an assistant to a manager. New Section 1 Page 1  such as an assistant to a manager. 19. Cognitive Ability Test: A test measuring the candidate’s ability to solve problems and think critically. 20. Compensation Manager: A specialized role in HR responsible for designing and managing the organization's compensation and benefits programs. 21. Competency Model: A framework defining the skill and knowledge requirements of a job, including the competencies that enable successful job performance. 22. Contingent Personnel: Individuals performing tasks for an organization without being formally hired as permanent employees. 23. Corporate HR Teams: Centralized HR units managing HR strategy and policy across the organization. 24. Critical Incident Method: A performance appraisal method requiring written records of highly favorable and unfavorable employee work actions. 25. Depth Interview: A semi-structured interview where candidates provide detailed information about their qualifications, work experience, and skills. 26. Direct Recruitment: An external recruitment source where candidates are recruited by posting job vacancy notices on the organization’s notice board. 27. Embedded HR Teams: HR units integrated into specific departments to provide localized HR support. 28. Employee Benefits Program: A set of non-wage compensations provided to employees, typically including insurance, retirement plans, wellness programs, and other fringe benefits. 29. Employee Development: The process of improving employees’ existing competencies and skills while developing new ones to support the organization’s goals. 30. Employee Engagement: The level of commitment workers make to their employer, seen in their willingness to stay at the firm and go beyond the call of duty. 31. Employee Matrix: A management structure where employees are grouped by two different operational dimensions, typically functional managers and project managers. 32. Employee Orientation: The process of introducing new hires to their jobs, co-workers, responsibilities, and workplace. 33. Employee Referrals: The process of hiring new employees through the references of current employees. 34. Employee Selection: The process of choosing individuals from a pool of job applicants to fill vacancies. 35. Employee Testing: The process of assessing job applicants or current employees through various tests designed to evaluate skills, abilities, knowledge, or personality traits. 36. Employment Agencies: Firms or organizations that assist employers in finding suitable candidates for job openings. 37. Employment Exchanges: Government entities where job seekers’ details are deposited and given to employers to fill vacant positions. 38. Equal Employment Opportunity Commission (EEOC): An organization responsible for enforcing federal laws that prohibit discrimination against employees on the basis of race, color, nationality, religion, gender, age, disability, or genetic information in the workplace. 39. Essay Method: A performance appraisal method where the rater writes a brief narrative describing the employee’s performance. This method often focuses on extreme behavior in the employee’s work rather than routine day-to-day performance. 40. Exit Interview: An interview conducted with employees who are leaving the organization to ascertain the reasons for their departure and gather feedback on their experience. 41. Forced Distribution Method: A performance appraisal method that requires the rater to assign individuals in a workgroup to a limited number of categories, typically following a normal frequency distribution. This method aims to prevent managers from being excessively lenient or rating too many employees as "superior." 42. Formal Interview: A structured interview where the candidate is informed in advance of the date, time, and nature of the interview. The interviewer prepares specific questions to ask during the session. New Section 1 Page 2  session. 43. Group Interview: An interview conducted with multiple candidates simultaneously, where a panel of interviewers poses questions to the group or assesses individual responses. 44. Halo Effect: A bias in performance appraisal where a manager generalizes one positive performance trait or behavior across all aspects of an employee’s work, resulting in an inflated overall rating. 45. Human Capital: Refers to the economic value of an individual’s experience, skills, and knowledge. Human capital encompasses attributes like education, training, intelligence, skills, health, and other qualities valued by employers. 46. HR Generalist: A Human Resources professional who handles multiple HR functions, including recruitment, employee relations, compensation, and compliance. HR generalists often report to HR managers or directors. 47. Human Resource Planning (HRP): The continuous process of systematic planning to optimize the use of an organization's human resources. HRP ensures the right number of employees are hired and deployed in the right roles to achieve organizational objectives. 48. Human Resources Forecasting: The process of predicting how an organization’s staffing needs will change over time, ensuring it is prepared to meet future workforce requirements. 49. Human Resources Management (HRM): The practice of coordinating, managing, and allocating human capital to achieve an organization’s goals. HRM involves investing in employees, ensuring their safety, and managing all staffing-related activities from hiring to compensation and development. 50. In-basket Exercises: A type of assessment where candidates are presented with a variety of tasks (e.g., emails, memos, requests) that they must prioritize and address. It is designed to evaluate a candidate’s problem-solving, decision-making, and organizational skills. 51. Individual Interview: A one-on-one interview between the interviewer and the candidate, where visual and verbal interaction occurs. 52. Induction: The process of welcoming new employees into the organization and providing them with the necessary training and orientation to adjust to their new role. 53. Informal Interview: An unstructured interview where questions and topics are not pre-planned. This type of interview is more flexible and spontaneous than formal interviews. 54. Internal Recruiting: The process of filling job vacancies within an organization by promoting or transferring current employees rather than hiring external candidates. 55. Interviews: Discussions between a job analyst (interviewer) and employees, supervisors, or subject matter experts to gather information about job duties, required skills, and working conditions. Interviews can be structured, semi-structured, or unstructured. 56. Intranet Job Postings: Posting job openings on an organization’s internal network to inform current employees about internal job opportunities and encourage career advancement. 57. Job Analysis: The process of determining the duties, responsibilities, and requirements of a job, as well as the characteristics needed to perform the job effectively. 58. Job Analyst: A professional who conducts in-depth research on occupations and job descriptions, often working in HR departments. Job analysts help establish classification systems and study trends that affect worker relationships. 59. Job Compensation and Salary: Refers to the total monetary and non-monetary rewards offered to employees in exchange for their work, including base salary, bonuses, benefits, and other perks. 60. Job Context: The broader environment in which a job is performed, including physical work conditions, organizational culture, relationships with coworkers and supervisors, tools and equipment used, and any other relevant factors. 61. Job Description: A written statement that outlines the duties, responsibilities, tasks, and requirements of a job, including qualifications and reporting relationships. 62. Job Enlargement: The process of expanding a job’s scope by adding more tasks or responsibilities of a similar level of complexity. It aims to increase job satisfaction and skill development. 63. Job Enrichment: Redesigning jobs to include higher levels of responsibility, autonomy, and decision-making authority. The goal is to enhance employee motivation and satisfaction by providing more challenging and rewarding work. New Section 1 Page 3  providing more challenging and rewarding work. 64. Job Instruction Training (JIT): A structured training method used for jobs with a clear sequence of steps. Tasks are broken down into smaller components and taught sequentially to ensure the trainee can perform each task correctly before moving to the next. 65. Job Posting: The practice of publicly advertising an open job position to attract applicants, either internally (within the company) or externally (to the general public). 66. Job Rotation: The practice of moving employees through a variety of roles within an organization or department to broaden their skills and understanding of different functions. 67. Job Specification: A detailed statement of the qualifications, skills, knowledge, and abilities required to perform a specific job effectively. 68. Job Vacancy: An open position within an organization that needs to be filled by a qualified individual. 69. Legal Hiring Practices: Refers to the ethical standards and legal requirements organizations must follow during recruitment and selection processes to ensure fairness and compliance with employment laws. 70. Leniency: An appraisal error in which a manager gives undeservedly high ratings to employees. 71. Management Assessment Center: A structured method used to assess managerial potential by evaluating participants through a series of simulations, exercises, and interviews. 72. Miniature Job Training: A condensed training approach where employees are provided with simplified versions of job tasks to practice and learn in a controlled environment before performing the tasks independently. 73. Outsourcing: The practice of hiring external firms or individuals to handle certain business functions, such as HR, rather than relying on internal employees. 74. Onboarding: The process of transitioning a new hire from applicant to fully integrated employee, ensuring all necessary paperwork is completed and orientation is provided. 75. Online Job Boards: Websites or platforms where employers post job openings and job seekers search and apply for positions. 76. Panel Interview: An interview conducted by a group of interviewers, usually consisting of three to five members of the selection committee. 77. Project Teams (Action Learning): Temporary teams composed of people from different areas or functions who work together on real projects. 78. Ranking Method: A performance appraisal method in which the rater ranks all employees in a group in order of overall performance. 79. Rating Scales Method: A performance appraisal method that rates employees according to defined factors such as work quality, punctuality, or teamwork. 80. Rewards and Incentives: Mechanisms used by organizations to recognize and motivate employees for their contributions, efforts, achievements, and behaviors aligned with organizational goals. 81. Recruiter: An HR professional responsible for finding, attracting, and hiring qualified candidates for job positions. 82. Recruitment: The process of identifying, attracting, interviewing, selecting, hiring, and onboarding employees. It covers the entire process from identifying staffing needs to filling the positions. 83. Screening: The process of evaluating job applications and selecting suitable candidates that match the job description, often based on resumes, applications, and initial assessments. 84. Sensitivity Training (T-groups): A psychological technique that involves intensive group discussions to increase an individual’s awareness of self and others, also known as T-groups, encounter groups, or group-dynamics training. 85. Skill Inventories: Structured databases or systems used by organizations to catalog and manage information about employees' skills, competencies, qualifications, and experiences, valuable for talent management and workforce planning. 86. Stereotyping: An error in performance appraisal that occurs when a manager allows biases based on individual differences like gender, race, or age to influence their ratings of an employee. 87. Stress Interview: A type of interview designed to place the candidate under pressure to determine how well they can handle stress and challenging situations. 88. Strictness: An appraisal error where the manager is overly critical, giving undeservedly low New Section 1 Page 4  88. Strictness: An appraisal error where the manager is overly critical, giving undeservedly low performance ratings to employees. 89. Structured Interview: An interview in which the questions are pre-planned, organized, and detailed in advance, making the interview process more consistent and reliable. 90. Talent Management Process: The goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees in alignment with organizational goals. 91. Talent Specialist: An HR professional who specializes in sourcing and screening candidates that best fit the company's needs, often focusing on future workforce planning. 92. Performance Appraisal: A systematic process used by organizations to assess and evaluate the job performance of employees. It involves gathering information on employees’ strengths, weaknesses, accomplishments, and areas for improvement. 93. Performance Appraisal System: A structured system or process used by organizations to assess and evaluate employee performance and determine contributions, achievements, and areas for development. 94. Performance Management: A continuous process of setting objectives, assessing progress, and providing feedback to employees to ensure that organizational goals are met efficiently and effectively. 95. Promotion: The advancement of an employee to a higher position, usually accompanied by more responsibilities, higher status, and increased compensation. 96. Salary: The fixed amount of money paid to an employee regularly, typically on a monthly or annual basis, in exchange for their work. 97. Self-Appraisal: A process where employees evaluate their own performance, examining their strengths, weaknesses, and overall job contributions. 98. Staffing: The process of hiring eligible candidates for specific positions in an organization or company. 99. Situational Judgment Test (SJT): A type of psychological test that presents hypothetical job- related scenarios and asks the respondent to choose the most appropriate action. It assesses judgment, decision-making, and problem-solving abilities. 100. Succession Planning: A proactive process of identifying and developing potential future leaders or key employees within an organization to fill critical roles when they become vacant. 101. Training: The process of teaching specific skills and knowledge to employees to improve their performance in their current roles. It often involves structured programs, workshops, or on-the- job training. 102. Training and Development (T&D): The process of equipping employees with the knowledge, skills, and competencies needed to perform their jobs effectively and contribute to organizational success. 103. Training Specialist: An HR professional responsible for planning, implementing, and evaluating training programs for employees to enhance their skills and performance. 104. Transfer: The process of moving an employee from one job or location to another within an organization, usually without a change in designation or responsibilities. 105. Understudy: An individual trained to take over the responsibilities of a specific position in case the current job holder is unable to perform their duties. 106. Unstructured Interview: An interview where questions are not pre-planned, and the conversation flows more spontaneously. The interviewer adapts their questions based on the candidate’s responses. 107. Upward Feedback: A process where subordinates or employees provide anonymous feedback on their supervisor’s performance, focusing on leadership, communication, and management skills. 108. Vestibule Training: A type of training that involves creating a simulated work environment for employees to practice job-related tasks and skills before performing them in the actual work setting. 109. Work Sampling Event: A method used in organizational psychology to assess how employees spend their time on various tasks. It involves taking random samples of work activities to analyze work patterns and efficiency. 110. Work Standards Method: A performance appraisal method that compares each employee's New Section 1 Page 5 110. Work Standards Method: A performance appraisal method that compares each employee's performance to a predetermined standard or expected level of output. New Section 1 Page 6