HRM Vocabulary - Chapter 4-6
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76 terms
Terms | Definitions |
|---|---|
 Work Design | The process of assigning and coordinating work tasks among employees |
| Differentiation | The process of dividing work tasks so that employees perform specific pieces of the work process, which allows them to specialize |
| Integration | The process of coordinating efforts so that employees work together |
| Autonomy | The extent to which individual workers have freedom to determine how to complete work |
| Job | A collection of tasks that define the work duties of an employee |
| Job Analysis | The process of systematically collecting information about the tasks that workers perform |
| Occupational Information Network | An online source of information about jobs and careers |
| Job Analysis Interview | Face-to-face meetings with the purpose of learning about a workers duties and responsibilities |
| Job Analysis Questionnaire | A series of written questions that seeks information about a workers duties and responsibilities |
| Job Analysis Observation | The process of watching workers perform tasks to learn about duties and responsibilities |
| Job Description | Task statements that define the work tasks to be done by someone in a particular position |
| Job Specifications | Listing of the knowledge, skills, and abilities needed to perform the tasks described in a job description |
| Task Analysis Inventory | A method of job analysis in which job agents rate the frequency and importance of tasks associated with a specific set of work duties |
| Critical-Incidents Technique | A method of job analysis in which job agents identity instances of effective and ineffective behavior exhibited by people in a specific position |
| Position Analysis Questionnaire (PAQ) | A method of job analysis that uses a structured questionnaire to learn about work activities |
| Competency Modeling | An alternative to traditional job analysis that focuses on a broader set of characteristics that workers need to effectively perform job duties |
| Competitiveness | Characteristics and capabilities that people need to succeed in work assignments |
| Job Design | The process of deciding what tasks will be grouped together to define the duties of someone in a particular work position |
| Job Redesign | The process of reassessing task groupings to create new sets of duties that workers in particular positions are required to do |
| Scientific Management | A set of management principles that focus on efficiency and standardization of processes |
| Job Characteristics Model | A form of motivational job design that focuses on creating work that employees enjoy doing |
| Ergonomics | An approach to designing work tasks that focuses on correct posture and movement |
| Family-to-Work Conflict | Problems that occur when meeting family obligations negatively influences work behavior and outcomes |
| Work-to-Family | Problems that occur when meeting work obligations negatively influences behavior and outcomes at home |
| Flextime | A scheduling policy that allows employees to determine the exact hours they will work around a specific band of time |
| Compressed Workweek | Working more than eight hours in a shift so that 40 hours of work are completed in fewer than 5 days |
| Telework | Completion of work through voice and data lines such as telephone and high-speed internet connections |
| Employee Recruiting | The process of getting people to apply for work with a specific organization |
| Broad Skill Scope | A recruiting strategy that seeks to attract a large number of applicants |
| Targeted Skill Scope | A recruiting strategy that seeks to attract a small number of applicants who have specific characteristics |
| Internal Sourcing | A recruiting strategy that fills job openings by transferring people who are already working in the organization |
| External Sourcing | A recruiting strategy that fills job openings by hiring people who are not already employed by the organization |
| Temporary Workers | Individuals who are employed by an outside staffing agency and assigned to work in an organization for a short period of time |
| Independent Contractors | Individuals who actually work for themselves but have an ongoing relationship whit an organization |
| Contingent Workers | People working without eigher an implicit or and explicit contract and who are not required to work a minimum number of hours |
| Idealistic Messaging | The recruiting practice of communicating only positive information to potential employees |
| Realistic Messaging | The recruiting preactice of communicating both good and bad features of jobs to potential employees |
| Realistic Job Previews | Information given to potential employees that provides a complete picture of the job and organization |
| Human Resource Planning | The process of forecasting the number and type of employees that will be needed in the future |
| Batch Approach | Recruiting activities that bring new employees into the organization in groups |
| Flow Approach | Recruiting activities that are ongoing and designed to constantly find new employees |
| Talent Wars | Negative competition in which companies attempt to hire one another's employees |
| Job Posting | Using company communication cahnnels to communicate job vacancies |
| Electronic Advertising | Using electronic forms of communication such as the internet and email to recruit employees |
| Public Employment Agency | Government-sponsored agency that helps people find jobs |
| Priviate Employment Agency | A business that exists for the purpose of helping organizations find workers |
| Cost Measures | Methods of assessing recruiting effectiveness that focus on expenses incurred |
| Time Measures | Methods of assessing recruiting effectiveness that focus on the length of time it takes to fill positions |
| Quantity Measures | Methods of assessing recruiting effectiveness that focus on the number of applicants and hires found by each source |
| Quality Measures | Methods of assessing recruiting effectiveness that focus on the extent to which sources provide applicants who are actually qualified for jobs |
| Cost Per Hire | The measure of recruiting effectiveness that determines the expense incurred to find each person who is eventually hired |
| Cost Per Applicant | The measure of recruiting effectiveness that assesses how much it costs to entice each person to submit an application for employment |
| Employee Selection | The process of testing and gather information to decide whom to hire |
| Short-Term Generalists | Workers hired to produce general labor inputs for a relatively short period of time |
| Long-Term Generalists | Workers hired to perform a variety of different jobs over a relatively long period of time |
| Long-Term Specialists | Workers hired to develop specific expertise and establish a lengthy career within an organization |
| Short-Term Specialists | Workers hired to provide specific labor inputs for a relatively short period of time |
| Job-Based Fit | Matching an employee's knowledge and skills to the tasks associated with a specific job |
| Organization-Based Fit | Matching an employee's characteristics to the general culture of the organization |
| Achievement | A selection approach emphasizing existing skills and past accomplishments |
| Potential | A selection approach emphasizing broad characteristics that foreshadow capability to develop future knowledge and skill |
| Reliability | An assessment of the degree to which a selection method yields consistent results |
| Test-Related Method | A process of estimating reliability that compares scores on a single selection assessment obtained at different times |
| Alternate-Forms Method | A process of estimating reliability that compares scores on different versions of a selection assessment |
| Split-Halves Method | A process of estimating reliability that compares scores on two parts of a selection assessment |
| Inter-Rater Method | A process of estimating reliability that compares assessment scores provided by different raters |
| Correlation Coefficient | A statistical measure that describes the strength of the relationship between two measures |
| Validity | The quality of being justifiable •To be valid, a method of selecting employees must accurately predict who will perform the job well |
| Content Validation Strategy | A process of estimating validity that uses expert raters to determine if a test assesses skills needed to perform a certain job |
| Criterion-Related Validation Strategy | A process of estimating validity that uses a correlation coefficient to determine whether scores on tests predict job performance |
| Predictive Validation Strategy | A form of criterion-related validity estimation in which selection assessments are obtained from applicants before they are hired |
| Concurrent Validation Strategy | A form of criterion-related validity estimation in which selection assessments are obtained from people who are already employees |
| Situation Specificity | The condition in which evidence of validity in one setting does not support validity in other settings |
| Utility | A characteristic of selection methods that reflects their cost effectiveness |
| Fairness | A characteristic of selection methods that reflects individuals perceptions concerning potential bias and discrimination in the selection methods |
| Acceptability | A characteristic of Selection Methods that reflects applicants beliefs about the appropriateness of the selection methods |
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