Dictionary of Human Resources

7/31/2019 Dictionary of Human Resources

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Dictionary of Human Resources

C h a p t e r1 : T h e S t r a t e g i c R o l eo f H u m a n R e s o u r c e

M a n a g e m e n t K e y T e r m sM a n a g e m e n t P r o c e s s

The five basic functions of manage

ment are: planning, organizing,staffing, leading, and controlling.H u m a n R e s o u r c e The staffing functions of themanagement process. Or, the

policiesM a n a g e m e n t


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And practices needed to carry outthe "people" or human resource

aspects of a management position,including recruiting, screening,training, rewarding, and

appraising.A u t h o r i t y

The right to make decisions, todirect the work of others, and togive orders.L i n e M a n a g e r Authorized to direct the work of

subordinates-they're alwayssomeones boss. In addition, linemanagers are in chargeof accomplishing the organization'sbasic goals.S t a f f M a n a g e r Assist and advise line managers inaccomplishing the basic


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goals. HR managers are generallystaff managers.L i n e A u t h o r i t y The authority to direct theactivities of the people in his or her

own department.I m p l i e d A u t h o r i t y The authority exerted by virtue ofothers' knowledge that he or shehas access to top management.F u n c t i o n a l C o n t r o l The authority exerted by a

personnel manager as acoordinator of personnel activities.E m p l o y e e A d v o c a c y HR must take responsibility forclearly defining how managementshould be treating employees,

make sure employees have themechanisms required to contest


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unfair practices, and represent theinterests of employees within the

framework of its primary obligationto senior management.G l o b a l i z a t i o n The tendency of firms to extendtheir sales or manufacturing tone

markets abroad.C o m p e t i t i v e A d v a n t a g e Factors that allow an organizationto differentiate its product or

service from competitors to

increase market share.C o s t L e a d e r s h i p The enterprise aims to becomethe low-cost leader in an industry.D i f f e r e n t i a t i o n A firm seeks to be unique in its

industry along dimensions that arewidely valued by buyers.


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C h a p t e r 3 : J o b A n a l y s i s K e y T e r m s J o b A n a l y s i s The procedure for determining theduties and skill requirements of a

job and the kind of person who

should bemired for it.J o b D e s c r i p t i o n A list of a job's duties,responsibilities, reportingrelationships, working conditions,

and supervisory responsibilities--one product of a job analysis.J o b S p e c i f i c a t i o n A list of a job's "humanrequirements," that is, therequisite education, skills,personality, and so on--anotherproduct of a job analysis.


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D i a r y / L o g Daily listings made by workers of

every activity in which they engagealong with the time each activitytakes.P o s i t i o n A n a l y s i s A questionnaire used to collect

quantifiable data concerning theQ u e s t i o n n a i r e ( P A Q ) Duties and responsibilities ofvarious jobs.D e p a r t m e n t o f L a b o r Standardized method for rating,classifying, and comparingJ o b A n a l y s i s Virtually every kind of job basedon data, people, and things.F u n c t i o n a l J o b A n a l y s i s A method for classifying jobssimilar to the Department of Labor


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job analysis but additionally takinginto account the extent to which

instructions, reasoning, judgment,and verbal facility are necessaryfor performing the job tasks.

C h a p t e r 4 : P e r s o n n e lP l a n n i n g a n d R e c r u i t i n g K e y T e r m s T r e n d A n a l y s i s Study of a firm's past employment

needs over a period of years topredict future needs.R a t i o A n a l y s i s A forecasting technique for

determining future staff needs byusing ratios between sales volumeand number of employees needed.S c a t t e r P l o t


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A graphical method used to helpidentify the relationship between

two variables.C o m p u t e r i z e d F o r e c a s t The determination of future staff

needs by projecting a firms sales,volume of production, and

personnel required to maintain thisvolume of output, using computersand software packages.Q u a l i f i c a t i o n s I n v e n t o r i e s Manual or computerized systematic

records, listing employees'education, career and developmentinterests, languages, special skills,and so on, to be used inforecasting inside candidates forpromotion.P e r s o n n e l R e p l a c e m e n t


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Company records showing presentperformance and promotability of

inside candidates for the mostimportant positions.C h a r t s P o s i t i o n

R e p l a c e m e n t A card prepared for each position

in a company to show possiblereplacement candidates and theirqualifications.C a r d s J o b P o s t i n g Posting notices of job openings on

company bulletin boards is aneffective recruiting method.O c c u p a t i o n a l M a r k e t The Bureau of Labor Statistics ofthe U.S. Department of Laborpublishes projections of labor

supply and demand for variousoccupations, as do other agencies.


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C o n d i t i o n s A p p l i c a t i o n F or m The form that provides informationon education, prior work record,and skills.C h a p t e r 5 : E m p l o y e e

T e s t i n g a n d S e l e c t i o n K e y T e r m s T e s t V a l i d i t y The accuracy with which a test,interview, and so on measures

what it purports to measure orfulfills the function it was designedto fill.C r i t e r i o n V a l i d i t y A type of validity based onshowing that scores on the test(predictors) are related to jobperformance.


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C o n t e n t V a l i d i t y A test that is content--valid is one

in which the test contains a fairsample of the tasks and skillsactually needed for the job in

question.R e l i a b i l i t y The characteristic which refers tothe consistency of scores obtainedbyte same person when retestedwith the identical or equivalent

tests.E x p e c t a n c y C h a r t A graph showing the relationshipbetween test scores and jobperformance for a large group ofpeople.W o r k S a m p l e s Actual job tasks used in testingapplicants' performance.


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W o r k S a m p l i n g T e c h n i q u e A testing method based on

measuring performance on actualjob tasks.M a n a g e m e n t A s s e s s m e n t A situation in which managementcandidates are asked to makeC e n t e r s Decisions in hypothetical situationsand are scored on theirperformance. It usually also involv

es testing and the use of managem

ent gamesC h a p t e r 6 : I n t e r v i e w i n gC a n d i d a t e s

K e y T e r m s N o n d i r e c t i v eI n t e r v i e w


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An unstructured conversational-style interview. The interviewer

pursues points of interest asthey come up in responseto questions.D i r e c t i v e I n t e r v i e w An interview following a set

sequence of questions.S t r e s s I n t e r v i e w An interview in which the applicantis made uncomfortable by a series

of often rude questions. This techni

que helps identify hypersensitiveapplicants and those with low orhigh stress tolerance.A p p r a i s a l I n t e r v i e w A discussion following aperformance appraisal in which

supervisor and employee discuss


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the employee's rating and possibleremedial actions.S i t u a t i o n a l I n t e r v i e w A series of job-related questionswhich focuses on how the

candidate would behave in a givensituation.J o b R e l a t e d I n t e r v i e w A series of job-related questionswhich focuses on relevant past job-related behaviors.S t r u c t u r e d S e q u e n t i a l An interview in which the applicantis interviewed sequentially byI n t e r v i e w Several supervisors and each ratethe applicant on a standard form.P a n e l I n t e r v i e w


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An interview in which a groupof interviewers questions the

applicant.C a n d i d a t e - O r d e r E r r o r An error of judgment on the part

of the interviewer due tointerviewing one or more very

good or very bad candidates justbefore the interview in question.C h a p t e r 7 : T r a i n i n g a n dD e v e l o p i n g E m p l o y e e s K e y T e r m s E m p l o y e eO r i e n t a t i o n A procedure for providing newemployees with basic backgroundinformation about the firm.T r a i n i n g


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The process of teaching newemployees the basic skills they

need to perform their jobs.T a s k A n a l y s i s A detailed study of a job to

identify the skills required so thatinappropriate training program

may be instituted.P e r f o r m a n c e A n a l y s i s Careful study of performance toidentify a deficiency and then

correct it with new equipment, a

new employee, a training program,or some other adjustment.On-The - Job T ra i n i ng (OJT ) Training a person to learn a jobwhile working at it.J o b I n s t r u c t i o n T r a i n i n g Listing of each job's basic tasks,along with key points in order to


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( J I T ) Provide step-by-step training for

employees.P r o g r a m m e d L e a r n i n g A systematic method for teaching

job skills involving presentingquestions or facts, allowing the

person to respond, and giving thelearner immediate feedback on theaccuracy of his or her answers.V e s t i b u l e o r s i m u l a t e d

Training employees on special off-

the-job equipment, as inL e a r n i n g Airplane pilot training, wherebytraining costs and hazards can bereduced.M a n a g e m e n t Any attempt to improve current orfuture management


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D e v e l o p m e n t Performance by imparting

knowledge, changing attitudes, orincreasing skills.S u c c e s s i o n P l a n n i n g A process through which senior-level openings are planned for and

eventually filled.J o b R o t a t i o n A management training techniquethat involves moving a trainee

from department to department to

broaden his or her experience andidentify strong and weak points.A c t i o n L e a r n i n g

A training technique by whichmanagement trainees are allowedto work full time analyzing and

solving problems in otherdepartments.


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C a s e S t u d y M e t h o d A development method in which

the manager is presented with awritten description of anorganizational problem to diagnose

and solveDictionary of Human ResourcesC h a p t e r 8 : M a n a g i n g

O r g a n i z a t i o n a l R e n e w a l

K e y T e r m s S t r a t e g i c C h a n g e

A change in a companys strategy, missionand vision.

C u l t u r a l C h a n g e

A change in a companys shared values and

aims.

S t r u c t u r a l C h a n g e The reorganizing-redesigning of an

organizationsdepartmentalization,

coordination, span of control,


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reportingrelationships, or centralization of

decision making.

T e c h n o l o g i c a l C h a n g e Modifications to the work methods an

organization uses toaccomplish its tasks.

O r g a n i z a t i o n a l

HR-based techniques aimed at changing

employees attitudes,D e v e l o p m e n t I n t e r v e n t i o n s

values, and behavior.

O r g a n i z a t i o n a l D e v e l o p m e n t

( O D )

A method aimed at changing attitudes,

values, and beliefs of

employees so that employees can improve

the organizations.

S e n s i t i v i t y T r a i n i n g

A method for increasing employees

insights into their ownBehavior by candid

discussions in groups led by special trainers.


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T e a m B u i l d i n g

Improving the effectiveness of teams such as

corporate officersand division directorsthrough use of consultants, interviews,

andteam-building meetings.

C o n f r o n t a t i o n M e e t i n g s

A method for clarifying and bringing into

the open iner-groupmisconceptions andproblems so that they can be resolved.

S u r v e y R e s e a r c h

A Method That Involves Surveying

Employees Attitudes Andproviding

feedback to the work groups as a basis forproblemanalysis and action planning.

T o t a l Q u a l i t y

M a n a g e m e n t ( T Q M )

A type of program aimed at maximizing

customersatisfaction

through continuous improvements.

M a l c o l m B a l d r i d g e A w a r d


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An award created by the U.S. Department

of Commerce torecognize quality efforts of

U.S. companies.F u n c t i o n a l T e a m

A quality improvement team composed of

volunteers who typicallywork together as

natural work units.

C r o s s - F u n c t i o n a l T e a m A quality improvement team formed to

address problems that cutacross

organizational boundaries.

L e a d T e a m

A quality improvement team headed by avice president or othermanager that serves as

a steering committee for all the teamsthat

operate in its area.

S e l f - D i r e c t e d T e a m

A work team that uses consensus decision

making to choose itsown team members,

solve job-related problems, design its

own jobs, and schedule its own break time.


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B u s i n e s s

P r o c e s s R e e n g i n e e r i n g ( B P R )

The redesign of business processes to such

measures of performance as cost, quality,

service, andspeed.

achieve improvements in

F l e x t i m e A plan whereby employees build their

workday around a core of midday hours.

F o u r - D a y W o r k w e e k

An arrangement that allows employees to

work four ten-hour daysinstead of the moreusual five eight-hour days.

J o b S h a r i n g

A concept that allows two to more people to

share a single full-time job.

T e l e c o m m u t i n g

A work arrangement in which employees

work at remotelocations, usually at home,

using video displays, computers, andother


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telecommunications equipment to carry out

theirresponsibilities.

F l e x y e a r s A work arrangement under which

employees can choose (at sixmonth

intervals) the number of hours they want to

work eachmonth over the next year.

C h a p t e r 9 : A p p r a i s i n gP e r f o r m a n c e

K e y T e r m s G r a p h i c R a t i n g

S c a l e

A scale that lists a number of traits and arange of performancefor each. The

employee is then rated by identifying the

score thatbest describes his or her

performance for each trait.

A l t e r n a t i o n R a n k i n g

Ranking employees from best to worst on a

particular trait.

M e t h o d P a i r e d C o m p a r i s o n


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Ranking employees by making a chart of all

possible pairs of the

M e t h o d employees for each trait and indicating

which is the betterEmployee of the pair.

F o r c e d D i s t r i b u t i o n

Similar to grading on a curve; predetermined

percentages ofM e t h o d

ratees are placed in various categories.

C r i t i c a l I n c i d e n t M e t h o d

Keeping a record of uncommonly good or

undesirable examples of an employee'swork-related behavior and reviewing it with

theemployee at predetermined times.

B e h a v i o r a l l y A n c h o r e d

An appraisal method that aims at combining

the benefits of

R a t i n g S c a l e ( B A R S )

narrative and quantified ratings by

anchoring a quantified scalewith specific


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narrative examples of good and poor

performance.

M a n a g e m e n t B y ( M B O )

Involves setting specific measurable goals

with each employee

O b j e c t i v e s

and then periodically reviewing the progress

made.

U n c l e a r P e r f o r m a n c e

An appraisal scale that is too open to

interpretation; instead,S t a n d a r d s

include descriptive phrases that define each

trait and what ismeant by standards like

"good" or "unsatisfactory."

H a l o E f f e c t

In performance appraisal, the problem that

occurs when asupervisor's rating of a


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subordinate on one trait biases the ratingof

that person on other traits.

C e n t r a l T e n d e n c y A tendency to rate all employees the same

way, avoiding the highand the low ratings.

S t r i c t n e s s / L e n i e n c y B i a s

The problem that occurs when a supervisor

has a tendency to rateall subordinates eitherhigh or low.

B i a s

The tendency to allow individual differences

such as age, race,and sex to affect the

appraisal rates these employees receive.A p p r a i s a l I n t e r v i e w s

An interview in which the supervisor and

subordinate review theappraisal and make

plans to remedy deficiencies and

reinforcestrengths.

Documents

Dictionary of Human Resources