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SHUR2

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fickernuit's version from 2017-08-01 14:15

Section

Question Answer
Trainingfacilitates employees’ learning on job-related knowledge , skills, and behavior
Continuous learningunderstand work process and apply skills and share learnings
Tacit knowledgeBased on individual experience
Explicit knowledgeWell documented, easily articulated
DiversityDimension differentiating one person from another
Onboardinghelping new hires adjust to social and performance aspects of their new jobs
Protean careerbased on self-direction with goal of psychological success in one’s work
Psychological successpride from achievement of goals
Development Planning systemretain and motivate employees by identifying and meeting development needs
Boundarylessidentifying with a job more than identifying with an employer
Job enlargementadding challenges or new responsibilities
Job rotationmoving from one job to another
Transfer– moving an employee to a different job assignment in a different area of the company
Promotionsadvancement into positions with greater challenge and more authority than previous job.
Downward moveoccurs when an employee is given a reduced level of responsibility
Externshipcompany allowing employees to take a full-time operational role at another company
Sabbaticalleave of absence from the company to renew or develop skills
Succession planningidentification and trafficking of high potential employees capable of fillign higher-level managerial positions
High potential employeesemployees the company believes are capable of being successful in high level management positions
Performance managementensures that organizational members are doing their specific tasks effectively
Performance feedbackprovides employees information regarding their performance effectiveness
Performance appraisalorganization gets information on how well an employee is doing on the job
Three parts of performance managementdefining, measuring, feedback
Assessment centersmultiple raters who evaluate employees’ performance on a number of exercises
Competenciessets of skills, knowledge, abilities and personal characteristics that enable employee to successfully perform their jobs
Competency modelidentifies competencies necessary for each model and provides description common for an entire occupation, org, job family or specific job
Management by Objectivestop management passes down company’s strategic goals to managers to define goals
Productivity Measurement and Evaluation System (ProMes)goal is to motivate employees to higher levels of productivity
Sustainabilitykey element of quality approach
5 performance information sourcesPeers, Customers, Self, Subordinates, Managers
Appraisal politicsevaluators purposefully distort a rating to achieve goals
Outcome fairnessjudgment that people make regarding outcomes received relative to outcomes received by others with whom they identify
Procedural justicefocuses on methods used to determine the outcomes received
Interactional justicethe interpersonal nature of how the outcomes were implemented
Progression of withdrawal theorydissatisfied individuals enact a set of behaviors in succession to avoid their work situation
Whistle blowingmaking grievances public by going to the media or government
Job involvementthe degree to which people identify themselves with their jobs
Organizational commitmentdegree to which an employee identifies with the organization and is willing to put forth effort on its behalf
Job satisfactionpleasurable feeling that results from the perception that one’s job fulfills one’s important job values
frame of referencea standard point that serves as a comparison for other points and thus provides meaning.
Pay structurerelative pay of different jobs & how much they are paid
Pay levelaverage pay including wages, salaries & bonuses
Job structurerelative pay of jobs
Pay policiesattached to jobs and not individuals
Efficiency wage theorywages influence worker productivity
Job evaluationadministrative procedure used to measure internal job worth
Compensable factorscharacteristics of jobs that an organization values and chooses to pay
Private group insuranceoffered at employer’s discretion, plans not legally required
Health Maintenance organizationsfocus on preventive care and outpatient treatment
Employee wellness programsfocus on changing behaviors on and off work time that could lead to future health problems
Piecemeal programslimited coverage to control costs
Pareto group20% of employees responsible for 60-80% of healthcare costs
Human capitalproductive capabilities of individuals, knowledge skills experience
Audit approachfocuses on reviewing various outcomes of hr function areas
Analytic approachmore demanding than audit approach, requires detailed use of statistics and finance
Outsourcingcontracting with an outside vendor to provide a product or service to the firm
Reengineeringcomplete review of critical work processes and redesign to make them more efficient and able to deliver higher quality
memorize