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rjkro1 Englisch 216 Karten

Karten in diesem Stapel (216)

  1. 1AbilityCompetence in performing a job
  2. 2ProductivityMeasure of how much value individual employees add to the goods or services that organization produces
  3. 3Line employeeEmployee directly involved in producing goods and services
  4. 4ManagerPerson in charge of others for timely and correct execution of actions that promote units success
  5. 5Staff employeeEmployee who supports line employee
  6. 6Environmental challengesForces external to a firm that effect performance but are beyond control of management
  7. 7HrPeople who work in an organization also called personnel
  8. 8Human resources strategyFirms deliberate use of human resources to help gain or maintain an edge against its competitors in marketplace
  9. 9Human resource tacticA particular hr policy or program that helps to advance a firms strategic goal
  10. 10Organizational challengesConcerns or problems internal to a firm often a by product of environmental forces
  11. 11TQMOrganization wide approach to improving the quality of all the processes that lead to a final product and service
  12. 12DecentralizationTransferring responsibility and decision making authority from a central office to people and locations closer to situation
  13. 13DownsizingA reduction in a company's workforce to improve its bottom line
  14. 14Organizational cultureBasic assumptions and beliefs shared by members of an organization . Operate unconsciously define in a basic taken for granted views of itself and environment
  15. 15OutsourcingSubcontracting work to an outside company that specializes in and is more efficient at doing that work
  16. 16Individual challengesHuman resources issues that address the decisions most pertinent to individual employee
  17. 17MotivationPersons desire to do best possible job or to exert maximum effort
  18. 18EmpowermentProviding workers c skills and authority to make decisions that would traditionally be made by managers
  19. 19Strategic human resource planningProcess of formulating hr strategies and establishing programs or tactics to implement
  20. 20Strategic hr choicesOptions available to a firm designing its hr system
  21. 21Corporate strategyMix if businesses a corporation decides to hold and flow of resources among those businesses
  22. 22Business unit strategyFormulation and implementation of strategies by a firm that is relatively autonomous
  23. 23Distinctive competencesCharacteristics that give a firm a competitive edge
  24. 24Hr auditPeriodic review of effectiveness of a companys use of hr
  25. 252 Organizational structureFormal or informal relationships c people in organizatiom
  26. 26Work flowWay work is organized to meet production or service goals
  27. 27Bureaucratic organizational structurePyramid shaped structure that consists of hierarchy w many levels
  28. 28Flat organizational structureStructure that has only a few levels of management and emphasizes decentralization
  29. 29Boundaryless org structureStructure that enables an organization to form relationships c customers/competitors to pool resources for mutual benefit or encourage cooperation in uncertain environment
  30. 30Work flow analysisProcess of examining how work creates or adds value to the ongoing processes of business
  31. 31Business processing reengineering BPRFundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality speed and service
  32. 32TeamSmall number of people c complementary skills who work toward common goals for which they hold themselves mutually accountable
  33. 33Self managed team SMTTeam responsible for producing an entire product, a component an ongoing service
  34. 34Problem solving teamTeam c volunteers from a unit who meet one or two hours per week to discuss quality improvement cost reduction or improvement in work environment
  35. 35Special purpose teamTeam or task force consisting of workers who span functional or organizational boundaries and whose purpose is to examine complex issues
  36. 36Virtual teamTeam that relies on interactive technology to work together when separated by physical distance
  37. 37MotivationThat which energizes directs or sustains human behavior. In hrm a persons desire to do the best job or exert maximum effort
  38. 38Job designProcess of organizing work into the tasks required to perform a specific job
  39. 39Job enlargementProcess if expanding a jobs duties
  40. 40Job rotationProcess of rotating workers among different narrowly defined tasks without disrupting the flow if work
  41. 41Job enrichmentProcess of putting specialized tasks back together so that one person is responsible for producing a whole product or entire service
  42. 42Job analysisSystematic process of collecting information used to make decisions about jobs. Job analysis identifies the tasks duties and responsibilities of a particular job
  43. 43KSA Knowledge skills abilitiesNeeded to perform a job
  44. 44Job descriptionWritten document that identifies defines and describes a job in terms of its duties responsibilities working conditions and specifications
  45. 45Job specificationsWorker characteristics needed to perform a job successfully
  46. 46Core workersFull time employees
  47. 47Contingent workersWorkers hired to deal c temporary increases in an organizations workload or to do work that is not part of its core set of capabilities
  48. 48Job sharingWork arrangement in which two or more employees divide a job responsibility hours and benefits
  49. 49Flexible work timeArrangement that gives employees control over the starting and ending time of their work
  50. 50Core timeTime when all employees are expected at work part of flex arrangement
  51. 51Flextimetime which employees can choose not to be at work
  52. 52TelecommutingArrangement that allows employees to work in their homes
  53. 53Work life balanceBalance between work and personal lifr
  54. 54HRISSystem used to collect record store retrieve data concerning HR
  55. 55Fair employmentGoal of eeoc legislation and regulation: situation in which employment decisions are nit affected by illegal discrimination
  56. 56Equal pay act 1963Law requires same pay for men and women doing same job in organizatiom
  57. 57Title viiSection on civil rights act of 1964 that applies to employment decisions, mandates that employment decisions not be based in on race color religion sex national origin
  58. 58Protected classgroup of people who suffered discrimination in the past and who are given special protection by the judicial system
  59. 59DiscriminationMaking of distinctions of people
  60. 60Disparate treatmentDiscrimination that occurs when individuals are treated differently because of their membership in a protected class
  61. 61Adverse impactDiscrimination that occurs when the equal application of an employment standard has an unequal effect on one or more protected class also called DISPARATE IMPACT
  62. 62Four-fifths ruleEeoc provision for establishing a prima facile case that an hr practice us discriminatory and has an adverse impact- practice has impact if hiring rate if protected class is less than four-fifths of majority group
  63. 63Bona fie occupational qualification BFOQCharacteristic that must be present in all employees for a particular job
  64. 64Quid pro quo sexual harassmentOccurs when sexual activity is required in return for getting or keeping a job
  65. 65Hostile work environmentHarassment that occurs when behavior of anyone in the work setting is sexual in nature and is offensive and undesirable
  66. 66QuotasEmploer adjustments of hiring decisions to ensure that a certain number of people from a certain protected class are hired
  67. 67Punitive damagesFines awarded to a plaintiff in order to punish the defendant
  68. 68Compensatory damagesAwarded to a plaintiff to compensate for the financial or psychological harm to them
  69. 69Executive orderPresidential directive that has the force if the law - policy w which all federal agencies doing businesses c federal govt must comply
  70. 70Age discrimination in employment act ADEAlaw prohibits discrimination of people 40 or older
  71. 71ADALaw forbidding employment discrimination against people c disabilities who can perform the essential functions if the job c or w/o reasonable accommodation
  72. 72Individual c disabilitiesPerson who have physical or mental impairment that substantially affects one ir mire major life activities
  73. 73Essential functionsJob duties that each person in a certain postion must do or must be able to do to be an effective employee
  74. 74Reasonable accommomdationAction taken to accommodate the known disabilities of applicants or employees so that the disabiled employee can enjoy equal employment opportunity
  75. 75EEOCFederal agency responsible for enforcing the EEO LAWS
  76. 76ConciliationAttemot to reach settlement between employer and an employee or applicant in an EEO case
  77. 77Office of federal contract compliance OFCCPFederal agency responsible for monitoring and enforcing the laws and executive orders that apply to the federal govt and its contractors
  78. 78Reverse DiscriminationDiscrimination against a non protected class member resulting from attempts to recruit and hire members of protected class
  79. 79diversityhuman characteristics that make people different from one another
  80. 80management of diversityset of activites involved in integrating nontraditional employee into the workforce and using their diversity to the companys competitive advantage
  81. 81universal concept of managementthe management concept holding that all management practices should be standardized
  82. 82cultural relativity concept of mgtthe mgt concept holding that mgt practices should be molded to the different sets of values, beliefs, attitudes, and behaviors exhibited by a diverse workforce
  83. 83glass ceilingthe intangible barrier in an organization that prevents female and minority employees from rising to positions above a certain level
  84. 84diversity training programsprograms that provide diversity awareness training and educate employees on specific cultural and sex differences and how to respond to these in the workplace
  85. 85support groupa group established by an employer to provide a nurturing climate for employees who would otherwise feel isolated
  86. 86extended leavea benefit that allows employees to take a long-term leave from the office, while retaining benefits and the guarantee of a comparable job on return
  87. 87senior mentoring programa support program in which senior managers identify promising women and minority employees and plan an important role in nurturing their career
  88. 88apprenticeshipa program in which promising prospective employees are groomed before they are actually hired on a permanent basis
  89. 89diversity audita review of the effectiveness of an organizations diversity mgt program
  90. 90cultural determinismthe idea that one can successfully infer an individuals motivations, interests, values and behavioral traits based on that individuals group memberships
  91. 91labor supplythe availability of workers with the required skills to meet the firms labor demand
  92. 92labor demandhow many workers the organization will need in the future
  93. 93human resource planning HRPthe process an organization uses to ensure that it has the right amount and the right kind of people to deliver a particular level of output or services in the future
  94. 94recruitmentthe process of generating a pool of qualified candidates for a particular job; the first step in the hiring process
  95. 95selectionthe process of making a hire or or hire decision regarding each applicant for a job; the second step in the hiring process
  96. 96socializationthe process of orienting new employees to the organization and the unit in which they will be working; the third step in the hiring process
  97. 97reliabilityconsistency of measurement, usually across time but also across judges
  98. 98validitythe extent to which the technique measures the intended knowledge, skill or ability. In the selection context, it is the extent to which scores on a test or interview correspond to actual job performance
  99. 99concurrent validityextent of correlation between selection and performance scores, when measured at the same time
  100. 100predictive validityextent to which selection scores correlate with performance scores, when performance is measured later in time
  101. 101structured interviewjob interview based on a thorough job analysis, applying job-related questions with predetermined answers consistently across all interviews for a job
  102. 102assessment centera set of simulated tasks or exercises that candidates (usually managerial) are asked to perform
  103. 103employee separationthe termination of an employee's membership in an organization
  104. 104turnover ratethe rate of employee separations in an organization
  105. 105exit interviewan employee's final interview following separation. the purpose of the interview is to find out the reasons why the employee is leaving if voluntary or to provide counsel/assistance for a new job
  106. 106outplacement assistancea program in which companies help their departing employees find jobs more rapidly by providing them with training in job-search skills
  107. 107voluntary separationa separation that occurs when an employee decides, for personal or professional reasons, to end the relationship with the employer
  108. 108involuntary separationa separation that occurs when an employer decides to terminate its relationship with an employee due to economic or poor fit reasons
  109. 109downsizinga company strategy to reduce the scale/size and scope of its business in order to improve the companys financial performance
  110. 110rightsizingthe process of reorganizing a company's employees to improve their efficiency
  111. 111attritionan employment policy designed to reduce the companys workforce by not refilling job vacancies that are created by turnover
  112. 112hiring freezean employment policy designed to reduce the company's workforce by not hiring any new employees into the company
  113. 113worker adjustment and retraining notification act WARNa federal law requiring US employers with 100 or more employees to give 60 days advance notice to employees who will be laid off as a result of a plant closing or a mass separation of 50 or more workers
  114. 114performance appraisalthe identificaiton, measurement, and mgt of human performance in organization
  115. 115dimensionan aspect of performance that determines effective job performance
  116. 116dimensionan aspect of performance that determines effective job performance
  117. 117competenciescharactertistics associated with successful performance
  118. 118competency modelset of competencies associated with a ajob
  119. 119relative judgmentan appraisal format that asks supervisors to compare an emmployees performance to the performance of other employees doing the same job
  120. 120relative judgmentan appraisal format that asks supervisors to compare an emmployees performance to the performance of other employees doing the same job
  121. 121absolute judgmentan appraisal that asks supervisors to make judgments about an employees performance based soley on performance standards
  122. 122trait appraisal instrumentan appraisal tool that asks a supervisor to make judgments about worker characteristics that tend to be consistent and enduring
  123. 123behavioral appraisal instructmentan appraisl tool that asks managers to assess a workers behavior
  124. 124outcome appraisal instrumentan appraisal toll that ask managers to assess the results achieved by workers
  125. 125management by objectives MBOa goal-directed approach to performance appraisal in which workers and their supervisors set goals together for the upcoming evaluation period
  126. 126self-reviewa performance appraisal system in which workers rate themselves
  127. 127peer reviewa performance appraisal system in which workers at the same level in the organization rate one another
  128. 128subordinate reviewa performance system in which workers review their supervisor
  129. 129360 feedbackthe combination of peer, subordinate, and self-review
  130. 130rater erroran error in performance appraisals that reflects consistent biases on the part of the rater
  131. 131comparabilityin performance ratings, the degree to which the performance ratings given by various supervisors in an organization are based on similar standards
  132. 132frame of reference (FOR) trainingaa type of training that presents supervisors with fictitious examples of worker performance-writing or video, asks the supervisor to evaluate the workers in examples then tells what ratings should have been
  133. 133situational factors or system factorsa wide array of organizational characteristics that can positively or negatively influence performance
  134. 134trainingthe process of providing employees with specific skills or helping them correct deficiences in their performance
  135. 135trainingthe process of providing employees with specific skills or helping them correct deficiences in their performance
  136. 136developmentan effort to provide employees with the abilities the organization will need in the future
  137. 137simulationa device or situation that replicates job demands at an off-the-job site
  138. 138virtual realitythe use of a number of technologies to replicate the entire real-life working environment in real time
  139. 139virtual realitythe use of a number of technologies to replicate the entire real-life working environment in real time
  140. 140job aidsexternal sources of information, such as pamphlets and reference guides, that workers can access quickly when they need help in making a decision or performing a specific task
  141. 141virtual reality VRthe use of a number of technologies to replicate the entire real-life working environment in real time
  142. 142cross - functional trainingtraining employees to perform operations in areas other than their assigned jobs
  143. 143peer trainershigh-performing workers who double as internal on the job trainers
  144. 144brainstorminga creativity training technique in which participates are given the opportunity to generate ideas openly, without fear of judgment
  145. 145literacythe mastery of skills (writing, reading, math) and their uses in problem solving
  146. 146orientationthe process of informing new employees about what is expected of them in the job and helping them cope c the stresses of transition
  147. 147realistic job preview RJPrealistic information about the demands of the job, the organizations expectations of the job holder, and the work environment
  148. 148career developmentan ongoing formalized effort that focuses on developing enriched and more capable workers
  149. 149dual career couplea couple whose members both have occupational responsibilites and career issues at stake
  150. 150promotability forecasta career development activity in which managers make decisions regarding the advancement potential in subordinates
  151. 151succession planninga career development activity that focuses on preparing people to fill executive positions
  152. 152job-posting systema system in which an org announces job openings to all employees on a bulletin board, in newsletter, phone or computer system
  153. 153career patha chart showing the possible directions and career opportunities available in the org, it presents in steps in a possible career and plausible timetable for accomplishing them
  154. 154career resource centera collection of career development materials such as workbooks, tapes and text
  155. 155mentoringa developmentally oriented relationship between senior and junior colleauges or peers involving advising, role model, sharing contacts and giving support
  156. 156mentoringa developmentally oriented relationship between senior and junior colleauges or peers involving advising, role model, sharing contacts and giving support
  157. 157total compensationthe package of quantifible rewards an employee receives for their labor. 3 components: base comp, pay incentives,and indirect comp/benefits
  158. 158base compensationfixed pay an employee receives on a regular basis, either in form of salary or as an hourly wage
  159. 159base compensationfixed pay an employee receives on a regular basis, either in form of salary or as an hourly wage
  160. 160pay incentivea program designed to reward employees for good performance
  161. 161internal equitythe perceived fairness of the pay structure within a firm
  162. 162external equitythe perceived fairness in pay relative to what other employers are paying for the same type of labor
  163. 163individual equitythe perceived fairness of individual pay decisions
  164. 164knowledge-based pay or skilled based paya pay system in which employees are paid on the basis of the jobs they can do or talents they have that can be successfully applied to tasks and situations
  165. 165egalitarian pay systema pay plan in which most employees are part of the same compensation system
  166. 166elitist pay systema pay plan in which different compensation systems are established for employees or groups at different organizational levels
  167. 167job evaluationthe process of evaluating the relative value or contribution of different jobs to an organization
  168. 168compensable factorswork-related criteria that an organization considers most important in assessing the relative value of different jobs
  169. 169job hierachya listing of jobs in order of their importance to the organization, from highest to lowest
  170. 170benchmark or key joba job similar or comparable in content across firms
  171. 171pay policya firm's decision to pay above, below, or at the market rate for its jobs
  172. 172job bandingthe practice of replacing narrowly defined job descriptions with broader categories (bands) of related jobs
  173. 173Fair Labor Standards act FLSAthe fundamental comp law in US. requires employers to record earnings/hrs worked by all covered employees to info to DOL. 2 types Exempt and Non-Exempt
  174. 174exempt employeean employee who is not covered by the provisions of the FLSA. prof, admin, exec and outside sales jobs
  175. 175nonexempt employeean employee who is covered by the provisions of FLSA
  176. 176comparable wortha pay concept or doctrine that calls comparable pay for jobs that require comparable skills, effort and responsiblity, same working conditions, even if job content is different
  177. 177comparable wortha pay concept or doctrine that calls comparable pay for jobs that require comparable skills, effort and responsiblity, same working conditions, even if job content is different
  178. 178individual equitythe perceived fairness of individual pay decision
  179. 179Internal Revenue Code IRCcode of tax laws that affects how much of their earnings employees can keep and how benefits are treated for tax purposes
  180. 180pay for performance system of incentive systemsystem that rewards employees on assumptions: 1. individual employees or team differ in how much they contribute to the firm 2. firms overall performance 3. attract, retain, motivate high performers
  181. 181piece-rate systemcompensation system in which employees are paid per unit produced
  182. 182merit payan increase in base pay, normally given once a year
  183. 183bonus program or lump-sum paymentfinancial incentive that is given on a one-time basis and does not raise the employees base pay permanently
  184. 184awardone-time reward usually given in the form of a tangible prize
  185. 185expectancy theorytheory of behavior holding that people tend to do those things that are rewarded
  186. 186gainsharingplantwide pay for performance plan in which a portion of the company's cost savings is returned to workers, usually in the form of lump-sum bonus
  187. 187profit sharingcorporatewide pay for performance plan that uses a formula to allocate profits. usually used to fund retirement plans
  188. 188employee stock ownership plan ESOPcorporatewide plan that rewards employees c company stock either as outright grant or at a favorable price may be below market value
  189. 189perquisites PERKSnoncash incentives given to a firm's executives
  190. 190contributionpayments made for benefits coverage. Contributions for specific benefit may come from employer, employee or both
  191. 191coinsurancepayments made to cover health care expenses, that are split between the employers insurance company and the insured employee
  192. 192copaymentsmall payment made by the employee for each office visit to a physician under the health plan
  193. 193deductibleannual out of pocket expenditure that an insurance policyholder must make before the insurance will reimburse
  194. 194flexible or cafeteria planbenefits program that allows employees to select the benefits they need most from a menu of choices
  195. 195benefits mixthe complete package of benefits that a company offers its employees
  196. 196social securitygovernment program that provides income for retires, the disabled and survivors of deceased workers and health care for the aged through MCR
  197. 197Medicarepart of SS program that provides health insurance coverage for people aged 65 and over
  198. 198workers compensationlegally required benefit that provides medical care, income continuation, and rehabe expenses for people who sustain job-related injuries or illness. Provides survivors of an employee whose death is job-related
  199. 199unemployment insuranceprogram establised by the SS Act of 1935 to provide temporary income for people during periods of involuntary unemployment
  200. 200supplemental benefits (SUB)benefits given by a company to laid-off employees over and above unemployed benefits
  201. 201FMLA 1993Federal law that requires employers provide up to 12 wks of unpaid leave for adoption, child, illneess,for parent, sibling, child or spouse
  202. 202consolidated omnibus budget reconcilation COBRA 1985legislation that give employees the right to continue their health insurance for 18-36 months after termination
  203. 203Health Insurance Portability and Accountability Act HIPAAFederal law that protects an employees ability to transfer between health ins plans without a gap in coverage due to preexisting conditions
  204. 204preexisting conditionsmedical condition treated while an employee was covered under a formers health plan and requires tx under a new employers plan
  205. 205Patient and Affordable Care Act (PACA)federal law passed in 2010 that guarantees that affordable health care is available in US
  206. 206premiummoney paid to an insurance company for coverage
  207. 207health maintenance org (HMO)health care plan that provides comprehensive medical services for employees and families at a flat annual fee
  208. 208preferred provider org PPOhealth care plan in which employer or ins co establishes a network of providers for broad services for a flat fee per participant. gives lower fee, higher volume to providers
  209. 209health savings account HSAqualified health plan with a High Deductible - pretax dollars and monies accumulate
  210. 210High deductible health plan HDHPhigh ded plan requires employees pay for the first few thousand before the ins co pays
  211. 211employee retirement income security act ERISAfederal law started in 1974 to protect employees retirement benefits from management
  212. 212vestingguarantee that accrued benefits will be given to retirement plan participants when they retire or leave the employer
  213. 213portable benefitsemployee benefits, usually retirement funds, that stay with the employee as they move from one company to another
  214. 214pension benefit guaranty corp (PBGC)govt agency that provides plan termination insurance to employers with defined benefit retirement programs
  215. 215defined benefit plan or PENSIONretirement plan that promises to pay a fixed dollar amount to retirees based on formula that avgs last 3-5 yrs of employee income
  216. 216defined contribution planplan in which employer promises to contribute a specific amount into participants funds. value depends on success of plans investments

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Karteikarten am Phr, erstellt von rjkro1 am 11/08/2013.
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