Human Resources Key Terms PDF

Chapter 6 assessment centers: evaluate individuals through job-like scenarios behavioural description interview (BDI): Qs abt what applicant did in a given situation compensatory model: a high score in one area can make up for a low score in another area computer-administered (automated) intervi...

Chapter 6 assessment centers: evaluate individuals through job-like scenarios behavioural description interview (BDI): Qs abt what applicant did in a given situation compensatory model: a high score in one area can make up for a low score in another area computer-administered (automated) interview: Qs administered via computers at a firms facilities. Managers can watch interviews at their convenience, but can’t ask follow-up Qs concurrent validity: measures how well test scores match current employee data construct validity: extent that a selection tool measures a theoretical construct trait.​ Ex: intelligence, personality, anxiety. Broad, general categories of human fns that r based on the measurement of many discrete behaviors content validity: extent to which a selection instrument like a test, adequately samples the K & S needed to perform a particular job. Ex: drivers license examinations criterion-related validity: extent to which a selection tool predicts or relates to important elements of work behavior cross-validation: testing on a diff sample from the same populat to confirm OG results multiple cutoff model: requires an applicant to achieve a minimum lvl of proficiency on all selection dimensions multiple hurdle model: sequential strategy; only applicants passing the cutoff score at the initial stage go on to the next nondirective interview: applicant has freedom to guide discussion, interviewer refrains from influencing panel interview: a board of interviewers question & observe a single candidate predictive validity: how applicants' test scores predict their future job performance pre employment test: An objective & standardized measure used to gauge a persons KSAOs relative to others reliability: degree to which interviews, tests, other selection procedures yield comparable data over time selection: choosing qualified ppl to fill existing or new job openings selection ratio: the # of applicants compared to the number of ppl to be hired. Ratio of 0.90 means 90% of the applicants will be selected sequential interview: a candidate is interviewed by multiple ppl, 1 right after another situational interview: applicant is given a hypothetical incident & asked how they would respond to it structured interview: set of standardized Qs w an established set of answers is used validity: degree to which a test or selection procedure measures a person’s attributes video interviews: interviews conducted via videoconferencing or over the web video résumés: short clips highlighting qualifications beyond what can be commed on resume Chapter 7 chief learning officer: A high-ranking manager responsible for fostering employee learning + development organization analysis: examination of envi, strats, resources of org to determine where to place training emphasis task analysis: Determining training content by studying job tasks, S, & K via observation, worker input, or job descriptions competency assessment: focuses on sets of skills/knowledge employees need to be successful person analysis: helps orgs decide which employees require training/which don’t instructional objectives: desired outcomes of a training program; describe the skills or knowledge to be acquired and/or the attitudes to be changed; should be performance centred behaviour modification: uses rewards to inc desired behaviors & penalties or lack of rewards to reduce unwanted behaviors spot rewards: Programs that award employees on the spot when they do smth good on-the-job training (OJT): method where employees are given hands-on experience w instructions from their trainer apprenticeship training: combines OJT w classroom instruc for Skill Trad cooperative training: program combining practical on-the-job training + formal edu’l classes e-learning: Involves the use of a learning management systems (LMS) learning management system (LMS): online sys that provides variety of assessment, comms, teaching & learning opps just-in-time training: Allows companies to offer individual training components to employees when & where they need them behaviour modelling: approach that demonstrates behaviours, allowing trainees to practice, roleplay, + receive fdbk; involves 4 basic components: 1. Learning points, 2. Modelling, 3. Practice, 4. Feedback & reinforcement role-playing: Playing roles of supervisor/subordinate to gain insight into real-life dilemmas & experiences coaching: continuous guidance, fdbk, & support from manager to help employees perform well, advance, & develop leadership skills seminars and conferences: Brings ppl together for training & development, used when change is a goal webinar: one-way web conference from the speaker to audience w limited audience interaction blended learning: Combines lectures, digital tools, and self-paced online learning. Works well bc diff ppl learn in diff ways transfer of training: effective application of principles learned to what is required on the job benchmarking: practice of comparing data and stats from operations such as training against those of recognized leaders in ur industry orientation: formal process of familiarizing new employees w the org, their jobs & work units onboarding: process socializing new employees to help them get “on board” w an org chief ethics officer: high ranking manager responsible for fostering ethical climate experiential learning: process of learning by “doing,” reflecting, analyzing and applying it in new situations Chapter 8 SMART goals: Specific, Measurable, Achievable, Relevant, Time-bound goals used in goal setting performance management: process of creating work envi where ppl can perform their best performance review (or performance appraisals/evaluations): eval of employee performance compared to job requirements, w feedback for improvement calibration: managers align employee performance eval thru discussions manager and/or supervisor review: performance eval done by an employees manager & reviewed by a manager one lvl higher self-evaluation: employee assesses themselves on a form before the review meeting subordinate evaluation: employee reviews their superior, suited for devel not admin purposes peer evaluation: done by colleagues on forms combined into a profile for manager eval meetin team evaluation: recognizes/evals team accomplishment rather than individual performance customer evaluation: eval from both a firms external & internal customers 360-degree evaluation: collects fdbk from multiple sources, like supervisors, peers, customers, to provide employees w accurate performance assessment error of central tendency: error where all employees are rated about average leniency or strictness error: appraiser give employees usually high/low ratings forced distribution: raters required to place certain % of employees in diff catg temporal (recency) error: eval based on recent behavior instead of entire eval period contrast error: eval baised up/downward bc comparison w employee evaled b4 similar-to-me error: appraiser inflates eval bc of a mutual personal connection graphic rating scale method: each employee is rated according to a scale of charac mixed-standard scale method: similar to other scale methods but based on comparison w a standard forced-choice method: rater picks from stmnts to distinguish b/w successful/un perform essay method: requires the rater to compose a statement describing employee behavior critical incident: an unusual event that indicates superior/inferior performance in some part of the job behaviourally anchored rating scale (BARS): a series of vertical scales, ones for each important dimension of job performance behaviour observation scale (BOS): measures frequency of observed behavior management by objectives (MBO): rates performance of employees based on their achievement of goals set mutually by them & manager balanced scorecard: 4 related measures: financial, customer, process, learning Chapter 9 broadbanding: Collapses many traditional salary grades into a few wide salary bands competency-based pay: Pay based on an employee’s skill lvl, variety of skills, or increased job knowledge consumer price index (CPI): Measures avg. △ in prices over time in a fixed “market basket” of goods/services escalator clauses: Clauses in collective agreements that provide quarterly cost-of-living adjustments based on CPI changes Hay profile method: Job eval technique using 3 factors: K, mental activity, accountability to evaluate executive & managerial positions hourly work: Paid on an hourly basis (used in private, public, & not-for-profit orgs) job classification system: Groups jobs into predetermined wage grades based on factors like responsibility, K & S job evaluation: Determines relative worth of jobs to establish which jobs should be paid more than others job ranking system: Ranking jobs by relative worth pay equity: Equal pay for work of equal value pay grades: Groups of jobs within a particular class that are paid the same rate piecework: Paid according to the # of units produced point system: Quantitative job eval procedure, determines relative value of job by tot pts assigned to it real wages: Wage incs larger than rises in CPI, improving actual earning power red circle rates: Payment rates above the maximum of the pay range wage and salary survey: Survey of the wages paid to employees by other employers in the relevant labor mkt wage curve: Curve in scattergram reping the relation b/w relativ worth of jobs & wage rates wage-rate compression: Compensation issue that stems from low salary budgets; occurs when less experienced/junior employees earn the same as or more than experienced employees Chapter 10 + 11 bonus: supplemental payment to the base wage, rewards extra effort while ensuring wage security, common among managers and executives combined salary and commission plan: includes a straight salary & a commission component (“leverage”)​ differential piece rate: employees receive higher pay for exceeding standard output employee stock ownership plans (ESOPs): tock plans where an organization contributes shares to a trust for employee stock purchase gainsharing plans: Programs where employees and the company share financial gains from improved productivity and profitability through a set formula lump-sum merit program: Employees get 1-time payment during their review, not added to their base salary merit guidelines: guidelines for awarding merit raises based on performance objectives perquisites: Special non-monetary benefits given to executives; often referred to as perks profit sharing: system where employees receive additional pay—current or deferred—based on company profits salary plus bonus plan: compensation plan that pays a salary plus a bonus achieved by reaching targeted sales goals spot bonus: Unplanned bonus given for effort beyond set performance measures standard hour plan: pay rates based on completing a job within a set time straight commission plan: based on a percentage of sales straight piecework: employees receive fixed pay per unit produced straight salary plan: Pays sales ppl for various duties, not just based on immediate sales vol. team incentive plan: bonus paid to all team members when production or service targets are met or exceeded. variable pay: Tying pay to some measure of individual, group, or org’l performance contributory plan: contributions to pension plan made jointly by employees & employers (mostly used in priv) defined-benefit plan: Pension plan with a fixed amount to be received upon retirement defined-contribution plan: Pension plan outlining how an employer contributes to the pension fund eldercare: Care provided to an elderly relative by an employee who remains actively at work employee assistance programs (EAPs): Employer-provided services to help workers manage personal or work-related issues affecting job performance flexible benefits plans (cafeteria plans): enables individual employees to choose the benefits that are best suited to their particular needs non-contributory plan: contributions are made solely by the employer severance pay: lump-sum payment given to terminated employees silver handshake: Early retirement incentive offering increased pension benefits, cash bonus vesting: A guarantee of accrued benefits to participants at retirement age, regardless of their employment status at the time workers’ compensation insurance: Income loss + medical coverage for work-related injuries/illness Chapter 15 augmented skills: augmented skills to support expatriate managers balance sheet approach: Compensation sys designed to match the purchasing power in a person’s home country; includes base pay, COLA, incentive premiums, and assistance programs codetermination: Labor representation on a company's board of directors core skills: core skills essential for success abroad cultural environment: The comms, religion, values, edu, & social structure of a country culture shock: Perpetual stress experienced by people who settle overseas expatriates (home-country nationals): Employees from the home country who are on international assignment failure rate: The percentage of expatriates who do not perform satisfactorily global compensation system: centralized pay structure offering host-country employees training benefits, & pay comparable to domestic employees, adjusted for local differences global corporation: Firm that has integrated wrldwide operations thru centralized home office global manager: A manager equipped to run an international business guest workers: Foreign workers invited for necessary labor home-based pay: Pay based on an expatriate’s home country's compensation practices host-based pay: Expatriate pay comparable to that earned by employees in host country host country: A country that an internal corporation operates in host-country nationals: Employees who are natives of the host country international corporation: Domestic firm that uses its existing capabilities to move into overseas mkts localization: Adapting pay & other compen. bnfits to match that of a particular cntry multidomestic corporation (MDC): Firm w indpnt bus units operating in multiple countries repatriation: process of transition for an employee home from an int’l assignmet split pay: Compensation sys where expatriates are paid partly in local currency for daily expenses & partly in home currency to protect against inflation & exchange rate shifts third-country nationals: Employees who are natives of a country other than the home country or the host country transnational corporation: firm that attempts to balance global efficiency with local needs through specialized units transnational teams: Teams made up of members from multiple nationalities working on projects across countries work permit (visa): Work permit/Visa grants foreign ppl permission to seek employment in another country There are two main types: -​ Open work permit: Allows employees to work for any employer. -​ Employer-specific work permit: Restricts employment to a specific employer under specific conditions Chapter 12 burnout: A severe form of work-related stress, marked by depression, frustration, a loss of productivity cumulative trauma disorders: Injuries of the muscles, nerves, tendons, ligaments, joints, & spinal discs caused by repeated stresses & strains​ depression: Negative emotional state with low spirits, sadness distress: Harmful stress characterized by a loss of feelings of security and adequacy​ emergency action plan: Step-by-step plan for handling diff emerg situations eustress: Positive stress that accompanies achievement and exhilaration​ industrial disease: Diseases linked to exposure to substances specific to certain processes, trades occupational illness: Any work-related condition or disorder caused by envi exposure, excluding injuries occupational injury: Any cut, fracture, sprain, or amputation from a workplace accident or exposure, whether directly involved or nearby stress: Any adjustive demand caused by physical, mental, or emotional factors that require coping behaviour​