Human resource management - Activities that managers engage in to attract and reatin employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.
The process by which managers design the components of an HRM system to be consistent with each other, with other elements of organizational architecture, adn with the organization's strategy and goals.
Components of HRM
Recruitment and selection; Training and development; performance appraisal and feedback; Pay and benefits; Labor relations
Equal employment opportunity - The equal righ of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
Activities that managers engage in to develop a pool of qualified candidates for open positions.
The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.
human resource planning
Activities that managers engage in to forecast their current and future needs for human resources.
To use outside suppliers and manufacturers to produce goods and services.
Identifying the tasks, duties, and responsibilities tha tmake upa job and the knwoledge, skills, and abilities needed to perform the job.
A job change that entails no major changes in responsiblity or authority levels.
realistic job preview
An honest assessment of the advantages and disadvantages of a job and organization.
The degree to which a tool or test measures the same thing each time it is used.
the degree to which a tool or test measures what it purports to measure.
Teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers.
Building the knowledge and skills of organizational members so that they are preapred to take on new responsibliites and challenges.
An assessment of which employees need training or development and what type of skills or knowledge they need to acquire.
Training that takes place in the work setting as employees perform their job tasks.
The evaluation of employees' job performance and contributions to their organization.
The process thorugh which managers share perofrmance appraisal information with subordinates, give subordinates an opportunity to reflect on their own performance, and develop, with subordinates, plans for the future.
An appraisal that is based on fadcts and is likely to be numerical.
An appriasal that is based on perceptions of traits, behaviors, or results.
A performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager's performance.
An appraisal conducted at a set time during the year and based on performance dimensions andmeasures that were specified in advance.
An unscheduled appraisal of ongoing prgress and areas for improvement.
The relative position of an organization's pay incentives in comparison with those of other organizations in the same industry employing similar kinds of workers.
The arrangement of jobs into categories reflecting their reltive importance to the organization and its goals, levels of skill required, and other characteristics.
cafetira-style benefit plan
A plann from which employees can choose the benefits they want.
The actvities that managers engage in to ensure that they have effective working relationships with the labor unions that represent their employees' interests.
Negotiations between labor unions and managers to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.
Specific questions are consistently asked of all job applicants.
Tests that assess the skills of a job applicant that are necessary for the successful performance of the job.
physical ability testing
Testing applicants for their physical capability of performing the requirements of a job.