Term
| Explain how diversity of the workforce impacts HR management functions: |
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Definition
| HR must recognize it as a commitment throughout the organization, beginning with top management. Diversity results must be measured, and management accountability for achieving results must be emphasized and rewarded. Engage and recruit diverse individuals and integrating them through training and other HR actions, including establishing communications. Diversity actions must reach all groups and not just certain groups. |
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Term
What are the components of work flow analysis to be considered?
Work flow analysis: |
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Definition
| The study of the way work moves through an organization. Usually, it begins with an examination of the quantity and quality of the desired and actual outputs (goods and services). Then the activities (tasks and jobs) that lead to the outputs are evaluated to see if they are achieving the desired outputs, Finally, the inputs (people, material, information, data, equipment, etc.) must be assessed to determine if they make the outputs and activities better and more efficient. |
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Term
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Definition
| Grouping of tasks, duties, and responsibilities that constitute the total work assignment for an employee. |
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Term
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Definition
| Refers to organizing tasks, duties, responsibilities, and other elements into a productive unit of work. |
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Term
| List the common components important to designing a job: |
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Definition
influence Performance
job satisfaction
physical and mental health |
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Term
| List three different types of work teams and HR facets to be considered: |
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Definition
Special-purpose team:
Self-directed team:
Virtual team: |
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Term
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Definition
| Organization team formed to address specific problems, improve work processes, and enhance the overall quality of products and services. |
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Term
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Definition
| Organizational team composed of individuals who are assigned a cluster of task, duties, and responsibilities to be accomplished |
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Term
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Definition
| Organizational team composed of individuals who are separated geographically but linked by communications technology. |
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Term
| Discuss telecommuting and work flexibility and how they are linked to work-life balance |
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Definition
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Term
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Definition
| Employees work with technology via electronic, telecommunications, and internet means. |
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Term
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Definition
| Scheduling arrangement in which employees work a set number of hours a day but vary starting and ending times. |
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Term
| List the components of job description: |
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Definition
•Identification
•General Summary
•Essential Job Functions and Duties
•Job Specifications
•Disclaimers and Approvals |
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Term
Identification
One of the components of job description |
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Definition
| (title, dept., reporting relationships, location, and date of analysis) |
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Term
General Summary:
One of the components of job description |
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Definition
| concise statement of the general responsibilities and components that make the job different from others. |
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Term
Essential Job Functions and Duties
One of the components of job description |
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Definition
| listed in order of importance; a clear, precise statements on the major tasks, duties, and responsibilities performed. |
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Term
Job Specifications
One of the components of job description |
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Definition
| gives the qualifications needed to perform the job satisfactorily: KSAO's, education and experience, physical requirements/working conditions |
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Term
Disclaimers and Approvals
One of the components of job description |
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Definition
| Approval signatures by appropriate managers and a legal disclaimer. |
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Term
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Definition
| Systematic way of gathering and analyzing information about the content, context, and human requirements of jobs. |
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Term
Describe job analysis, the stages and methods used in the process
Stages in Job Analysis Process |
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Definition
Planning the job Analysis
Preparing for and introducing job analysis
Conducting the job analysis
Developing job descriptions and job specifications
Maintaining and updating job descriptions and job specifications |
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Term
| Planning the job Analysis |
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Definition
Identify objectives of job analysis
Obtain top management support |
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Term
| Preparing for and introducing job analysis |
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Definition
• Identify jobs and methodology
• Review existing job documentation
• Communicate process to managers/employees |
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Term
| • Conducting the job analysis |
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Definition
• Gather job analysis data
• Review and compile data |
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Term
| • Developing job descriptions and job specifications |
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Definition
• Draft job descriptions and specifications
• Review drafts with managers and employees
• Finalize job descriptions and recommendations |
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Term
| • Maintaining and updating job descriptions and job specifications |
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Definition
• Update job descriptions and specifications as organization changes
• Periodically review all jobs |
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Term
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Definition
Observation:
Interviewing:
Questionnaires:
Computerized Job Analysis Systems:
Combination Methods:
Job Analysis and O*Net: |
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Term
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Definition
| A manager, job analyst, or industrial engineer observes the individual performing the job and takes notes to describe the tasks and duties performed. |
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Term
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Definition
Work Sampling:
Employee Diary/Log: |
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Term
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Definition
| Does not require attention to each detailed action throughout an entire work cycle. This allows a manager to determine the content and pace of a typical workday through statistical sampling of certain actions rather than through continuous observations and timing of all actions. |
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Term
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Definition
| Employees observe their own performances by keeping a log of their job duties, noting how frequently those duties are performed and the time required for each one. |
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Term
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Definition
| A manager or HR specialist talks with employees that perform the job. A standard interview form is used. Both the employee and supervisor are interviewed to obtain complete details on the job. |
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Term
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Definition
| Widely used method of gathering data on jobs. A survey instrument is developed and given to employees and managers to complete. |
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Term
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Definition
Position Analysis Questionnaire (PAQ):
Managerial Job Analysis Questionnaire |
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Term
| Position Analysis Questionnaire (PAQ): |
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Definition
| Specialized instrument that incorporates checklists. Each job is analyzed on 27 dimensions composed of 187 “elements” The PAQ has a number of divisions, each containing numerous job elements. The PAQ focuses on “worker-oriented” elements that describe behaviors necessary to do the job rather than on “job-oriented” elements that describe the technical aspects of the work. |
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Term
| Managerial Job Analysis Questionnaire |
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Definition
Managerial jobs require specialized job analysis methods.
Best known method is the Management Position Description Questionnaire (MPDQ). Composed of more than 200 statements, the MPDQ examines a variety of managerial dimensions, including decision making and supervising. |
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Term
| Computerized Job Analysis Systems: |
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Definition
| An important feature of technological job analysis is the specificity of data that can be gathered and compiled into a job analysis database. As a result, a technology-based job analysis system can often reduce the time and effort involved in writing job descriptions. O*Net. |
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Term
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Definition
| Sometimes better than just one. |
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Term
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Definition
| DOL. O*Net is a database and is the main DOL resource available. Functional job analysis uses a competency approach. 3 components: data, people, and things. |
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Term
| Outline the HR Planning Process: |
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Definition
Review Organizational HR Strategic Plans
Assess External and Internal Workforce
Compile HR Planning Forecasts
Develop HR Staffing Plans and Actions |
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Term
| Assess External and Internal Workforce |
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Definition
• External conditions and influences
• Internal workforce capabilities and KSAs |
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Term
| Compile HR Planning Forecasts |
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Definition
• Demands for human resources
• Supply of human resources |
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Term
| Develop HR Staffing Plans and Actions |
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Definition
• Employee retention and turnover utilization
• Recruiting sources and means
• Selection process and actions |
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Term
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Definition
| Process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives. |
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Term
Identify methods for forecasting HR supply and demand levels:
Forecasting: |
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Definition
| Using information from the past and the present to identify expected future conditions |
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Term
| Forecasting Demand for Human Resources: |
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Definition
| Identify then needs for human resources by number and type for the forecasting period. |
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Term
| Forecasting Supply for Human Resources: |
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Definition
| Considers both internal and external supply. |
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Term
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Definition
| Needs to be identified. Use government estimates of labor force populations, trends in the industry, and many more complex and interrelated factors must be considered |
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Term
External Supply:
Info available from state or regional economic development offices: |
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Definition
• Net migration into and out of the area
• Individuals entering and leaving the workforce
• Individuals graduating from schools and colleges
• Changing workforce composition and patterns
• Economic forecasts for the next few years
• Technological developments and shifts
• Actions of competing employers
• Government regulations and pressures
• Circumstances affecting persons entering and leaving the workforce |
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Term
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Definition
| Organization-Wide Estimate for Total HR Demand |
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Term
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Definition
| Unit breakdown for specific skills need by number and type of employee |
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Term
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Definition
Develop decicion rules(fill rates)both internal and external
Develop additional decision rules for positions impacted by chani effects of internal promotions and transfers |
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Term
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Definition
| Estimating ________considers the number of external hires and the employees who move from their current jobs into others through promotions, lateral moves, and terminations. It also considers that the _______is influenced by training and development programs, transfer and promotion policies, and retirement policies, among other factors. In forecasting the _______, data from the replacement charts and succession planning efforts are used to project potential personnel changes, identify possible backup candidates, and keep track of attrition (resignations, retirements, etc.) for each department in an organization. |
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Term
| Explain the psychological contract: |
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Definition
The unwritten expectations employees and employers have about the nature of their work relationships.
Can create either a positive or negative relationship between an employer and an individual. It is based on trust and commitment that leads to meeting both the employer's and employee's expectations and needs. Encompasses expectations about both tangible items (e.g., wages, benefits, employee productivity, and attendance) and intangible items (e.g., loyalty, fair treatment, and job security). |
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Term
| How is motivation linked to individual performance? |
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Definition
Motivation is complex and individualized, and managerial strategies and tactics must be broad-based to address the motivation concerns of individuals at work. Factors that can inhibit motivation and work performance include a worker's capacities and determination to get work done regardless of difficulties. For instance, with a poor-performing employee, managers must determine whether inadequate individual behavior is due to employee deficiencies, inconsistent reward policies, or low desire for the rewards offered.
By having supportive supervisors and managers who serve as mentors, concerns about motivations can be better addressed with employees. Understanding motivation is important because employee engagement can affect both performance and retention. Fostering motivation can improve performance and can reduce turnover. |
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Term
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Definition
| The desire within a person causing that person to act. |
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Term
| List five myths and realities about Retention: |
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Definition
• Money is the main reason people leave.
• Hiring has little to do with retention
• If you train people, you are only training them for another employer.
• Do not be concerned about retention during organizational change.
• If solid performers want to leave, the company cannot hold them. |
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Term
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Definition
| The process in which employees leave an organization and have to be replaced. |
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Term
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Definition
Involuntary Turnover:
Voluntary Turnover:
Functional Turnover:
Dysfunctional Turnover:
Uncontrollable Turnover:
Controllable Turnover: |
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Term
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Definition
| Employees are terminated for poor performance or work rule violations. |
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Term
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Definition
| Employees leave by choice: |
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Term
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Definition
| Lower-performing or disruptive employees leave |
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Term
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Definition
| Key individuals and high performers leave at critical times. |
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Term
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Definition
| Employees leave for reasons outside the control of the employer |
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Term
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Definition
| Employees leave for reasons that could be influenced by the employer |
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Term
| Be able to demonstrate metrics used in measuring employee turnover and to determine turnover costs (know the formulas). |
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Definition
| Number of employee separations during the year / Total number of employees at midyear x 100 |
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Term
| Identify the six drivers of retention and ways to retain employees: |
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Definition
Organizational and management Factors:
Work Relationships:
Job and Work-Life:
Rewards: Compensation, benefits, and performance:
Career Training and Development:
Employer Policies and Practices: |
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Term
| Organizational and management Factors: |
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Definition
| Clearly established goals with accountability for accomplishing results are viewed as better places to work: obtain financial and / or career goals. Organizational Outlook sees event as a threat or a challenge. Organizational politics: favoritism, undesirable activities, taking credit, etc., good leadership. |
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Term
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Definition
| Supervisory/management support and coworker relations. A supervisor or manager builds positive relationships and aids retention by being fair and nondiscriminatory, allowing work flexibility and work-family balancing, giving feedback that recognizes employee efforts and performance, and supporting career planning and development. |
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Term
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Definition
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Term
| Rewards: Compensation, benefits, and performance: |
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Definition
| Competitive pay and satisfaction and recondition |
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Term
| Career Training and Development: |
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Definition
| Opportunities for personal growth |
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Term
| Employer Policies and Practices: |
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Definition
| Reasonableness of HR policies, the fairness of disciplinary actions, and the means used to decide work assignments and opportunities all affect employee retention. |
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Term
| Ways to Retain: Managing Retention: |
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Definition
Employee Surveys:
Exit Interviews:
First-Year Turnover Evaluations: |
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Term
Employee Surveys:
Retention |
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Definition
| can be used to diagnose specific problem areas, identify employee needs or preferences, and reveal areas in which HR activities are well received or viewed negatively. |
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Term
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Definition
| One widely used means for assisting retention, individuals who are leaving the organization are asked to give their reasons. This assists managers with information for improving company efforts. |
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Term
| First-Year Turnover Evaluations: |
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Definition
| Individuals identify a mismatch b/w expectations and what it really is. Other times it is involuntary removal. Some causes: excessive absenteeism and poor performance, mismatches with job requirements, and conflicts with other employees and managers. |
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Term
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Definition
| Employee absorbed responsibilities that managers don't even recognize |
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Term
Job Creep:
Issues include: |
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Definition
Fatigue & mistakes
Out dated job descriptions
FMLA, ADA, and FLSA violations
Unfair expectations |
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Term
| Team phases development (part of Job design) |
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Definition
• Norming:
• Forming:
• Performing
• Storming
• Adjourning |
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Term
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Definition
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Term
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Definition
| coming together for first timeliness |
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Definition
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Definition
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