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.
Identifying the tasks, duties, and responsibilities tha tmake upa job and the knwoledge, skills, and abilities needed to perform the job.
realistic job preview
An honest assessment of the advantages and disadvantages of a job and organization.
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.
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.
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.
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.
Tests that assess the skills of a job applicant that are necessary for the successful performance of the job.