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MGMT 453 Exam 1 Study Guide

by: Patricia Soto

MGMT 453 Exam 1 Study Guide MGMT 453

Patricia Soto
GPA 3.89

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Covers Ch1 -7
Human Resource Management
Bingqing Wu
Study Guide
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This 8 page Study Guide was uploaded by Patricia Soto on Saturday March 5, 2016. The Study Guide belongs to MGMT 453 at University of Illinois at Chicago taught by Bingqing Wu in Winter 2016. Since its upload, it has received 115 views. For similar materials see Human Resource Management in Business, management at University of Illinois at Chicago.


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Date Created: 03/05/16
MGMT  453  Study  Guide  Ch.  1-­‐7   Vocabulary     Ch.1   Human  resource  management  –  The  policies,  practices,  and  systems  that   influence  employees’  behavior,  attitudes,  and  performance.   Capital  –  cash,  equipment,  technology,  and  facilities   Human  capital  –  An  organization’s  employees,  described  in  terms  of  their  training,   experience,  judgment,  intelligences,  relationships,  and  insight.     High-­‐  performance  work  system  -­‐    An  organization  in  which  technology,   organizational  structure,  people  and  processes  work  together  seamlessly  to  give  an   organization  an  advantage  in  the  competitive  environment.     Job  analysis  -­‐    the  process  of  getting  detailed  information  about  jobs.   Job  design  –  the  process  of  defining  the  way  work  will  be  performed  and  the  tasks   that  a  given  job  requires.   Recuritment  –  the  process  through  which  the  organization  seeks  applicants  for   potential  employment   Selection  –  the  process  by  which  the  organization  attempts  to  identify  applicants   with  the  necessary  knowledge,  skills,  abilities,  and  other  characteristics  that  will   help  the  organization  achieve  its  goals.     Training  –  a  planned  effort  to  enable  employees  to  learn  job-­‐related  knowledge,   skills  and  behavior.   Development  –  the  acquisition  of  knowledge,  skills,  and  behaviors  that  improve  an   employee’s  ability  to  meet  changes  in  job  requirements  and  in  customer  demands.   Performance  management  –  the  process  of  ensuring  that  employee’s  activities  and   outputs  match  the  organizations  goals.     Workforce  analytics  –  the  use  of  quantitative  tools  and  scientific  methids  to  analyze   data  from  human  resource  databases  and  other  sources  to  make  evidence  based   decisions  that  support  business  goals.     Human  resource  planning  –  identifying  the  numbers  and  types  of  employyees  the   organization  will  require  to  meet  its  objectives.   Talent  management  –  a  systematic,  planned  effort  to  attract,  retain,  develop  and   motivate  highly  skilled  employees  and  managers.   Evidence  based  HR  –  collecting  and  using  data  to  show  that  human  resources   practices  have  a  positive  influence  on  the  company’s  bottom  line  or  key   stakeholders.   Sustainability  –  an  organization’s  ability  to  profit  without  depleting  it’s  resources,   including  employees,  natural  resources,  and  the  support  of  the  surrounding   community.   Stakeholders  –  the  parties  with  an  interest  in  the  company’s  success  (typically   shareholders,  the  community,  customers  and  employees).     Ethics  –  the  fundamental  principles  of  right  and  wrong.     Ch.2   Internal  labor  force  –  an  organization’s  workers  (its  employees  and  the  people  who   have  contracts  to  work  at  the  organization).   External  labor  market  –  individuals  who  are  actively  seeking  employment   High  performance  work  systems  –  organizations  that  have  the  best  possivle  fit   between  their  social  system  (people  and  how  they  interact)  and  technical  system   (equipment  and  processes).   Knowledge  workers  –  employees  whose  main  contribution  to  the  organization  is   specialized  knowledge,  such  as  knowledge  of  customers,  a  process,  or  a  profession.     Employee  empowerment  –  giving  employees  responsibility  and  authority  to  make   decisions  regarding  all  aspects  of  product  development  or  customer  service.     Employee  engagement  –  full  involvement  in  one’s  work  and  commitment  to  one’s   job  and  company   Teamwork  –  the  assignment  of  work  to  groups  of  employees  with  various  skills  who   interact  to  assemble  a  product  or  provide  a  service.   Virtual  teams-­‐  teams  that  rely  on  communications  technology  such  as   videoconference,  email  and  cell  phones  to  keep  in  touch  and  coordinate  activities.   Strategy  –  an  organization’s  plan  for  meeting  broad  goals  such  as  profitability,   quality,  and  market  share   Total  quality  management  (TQM)  –  a  companywide  effort  to  continually  improve   the  ways  people,  machines  and  systems  accomplish  work.     Reengineering  –  a  complete  review  of  the  organizations  critical  work  processes  to   make  them  more  efficient  and  able  to  deliver  higher  quality.     Outsourcing-­‐  the  practice  of  having  another  company  (a  vendor,  third  part  provider,   or  consultant)  provide  services.     Offshoring-­‐  moving  operations  from  the  country  where  a  company  is  headquartered   to  a  country  where  pay  rates  are  lower  but  the  necessary  skills  are  available.     Expatriates  –  employees  who  take  assignments  in  other  countries   Human  resource  information  systems  (HRIS)  –  a  computer  system  used  to  acquire,   store,  manipulate,  analyze,  retrieve  and  distribute  information  related  to  an   organization’s  human  resources   Electronic  human  resource  management  (e-­‐HRM)  –  the  processing  and  transmission   of  digitized  HR  information,  especially  using  computer  networking  and  the  internet.   Self-­‐service  –  system  in  which  employees  have  online  access  to  information  about   HR  issues  and  go  online  to  enroll  themselves  in  programs  and  provide  feedback   through  surveys.   Psychological  contract  –  a  description  of  what  an  employee  expects  to  contribute  in   an  employment  relationship  and  what  the  employer  will  provide  the  employee  in   exchange  for  those  contributions.   Alternative  work  arrangements-­‐  methods  of  staffing  other  than  the  traditional   hiring  of  full-­‐time  employees  (for  example,  use  of  independent  contractors,  on-­‐call   workers,  temporary  workers,  and  contract  company  workers)     Ch.  3     Equal  employment  opportunity  (EEO)  –  the  condition  in  which  all  individuals  have   an  equal  chance  for  employment,  regardless  of  their  race,  color,  religion,  sex,  age   disability,  or  national  origin.     Equal  employment  opportunity  commission  (EEOC)  –  agency  of  department  of   justice  charged  with  enforcing  Title  VII  of  the  civil  rights  act  of  1964  and  other   antidiscrimination  laws.     Affirmative  action  –  an  organizations  active  effort  to  find  opportunities  to  hire,  or   promote  people  in  a  particular  group.     Disability-­‐  under  the  Americans  with  Disabilities  Act,  a  physical  or  mental   impairment  that  substantially  limits  one  or  more  major  life  activities,  a  record  on   having  such  an  impairment,  or  being  regarded  as  having  such  an  impairment   EEO-­‐1  Report  –  the  EEOC’s  employer  information  report,  which  counts  employees   sorted  by  job  category,  sex,  ethnicity,  and  race.     Uniform  Guidelines  on  employee  selection  procedures  –  guidelines  issued  by  the   EEOC  and  other  agencies  to  identify  how  an  organization  shop  develop  and   administer  its  system  for  selecting  employees  so  as  not  to  violate  anti-­‐ discrimination  laws     Office  of  Federal  contract  compliance  programs  (OFCCP)  –  the  agency  responsible   for  enforcing  the  executive  orders  that  cover  companies  doing  business  with  the   federal  government   Disparate  treatment  –  differing  treatment  of  individuals,  where  the  differences  are   based  on  the  individuals  race,  color,  religion,  sex,  national  origin,  age  or  disability   status.   Bona  Fide  Occupational  Qualification  (BFOQ)-­‐  A  necessary  (not  merely  preferred)   qualification  for  performing  a  job.   Disparate  Impact  –  a  condition  in  which  employment  practices  are  seemingly   neutral  yet  disproportionality  exclude  a  protected  group  from  employment   opportunities   Four-­‐fifths  rules  –  rule  of  thumb  that  finds  evidence  of  potential  discrimination  if  an   organization’s  hiring  rate  for  a  minority  group  is  less  than  four-­‐fifths  the  hiring  rate   for  the  majority  group.     Reasonable  accommodation  –  an  employer’s  obligation  to  do  something  to  enable  an   otherwise  qualified  person  to  perform  a  job   Sexual  harassment  –  unwelcome  sexual  advances  as  defined  by  the  EEOC.     Occupational  Safety  and  Health  Act  (OSH  Act)  –  U.S.  law  authorizing  the  federal   government  to  establish  and  enforce  occupational  safety  and  health  standard  for  all   places  of  employment  engaging  in  interstate  commerce   Occupational  Safety  and  Health  Administration    (OSHA)  –  Labor  department  agency   responsible  for  inspecting  employers,  applying  safety  and  health  standards,  and   levying  fines  for  violation.   Right-­‐to-­‐know  laws-­‐  state  laws  that  require  employers  to  provide  employees  with   information  about  the  health  risks  associated  with  exposure  to  substances   considered  hazardous.   Material  Safety  Data  Sheets  (MSDSs)  –  Forms  on  which  chemical  manufacturers  and   importers  identify  the  hazards  of  their  chemicals.     Job  hazard  analysis  technique  –  safety  promotion  technique  that  involves  breaking   down  a  job  into  basic  elements,  then  rating  each  element  for  its  potential  for  or   injury   Technic  of  Operations  Review  (TQR)  –  Method  of  promoting  safety  by  determining   which  specific  element  of  a  job  led  to  a  past  accident.     Work  flow  design  –  the  process  of  analyzing  the  tasks  necessary  for  the  production   of  a  product  or  service   Job  –  a  set  of  related  duties   Position-­‐  the  set  of  duties  (job)  performed  by  a  particular  person   Job  analysis  –  the  process  of  getting  detailed  information  about  jobs   Job  description-­‐  a  list  of  the  tasks,  duties,  and  responsibilities  (TDRs)  that  a   particular  job  entails.   Job  Specification  –  a  list  of  the  knowledge,  skills,  abilities,  and  other  characteristics   (KSAOs)  that  an  individual  must  have  to  perform  a  particular  job.   Position  Analysis  Questionnaire  (PAQ)  –  A  standardized  job  analysis  questionnaire   containing  194  questions  about  work  behaviors,  work  conditions,  and  job   characteristics  that  apply  to  a  wide  variety  of  jobs.   Fleishman  Job  Analysis  –  job  analysis  technique  that  asks  subject-­‐matter  experts  to   evaluate  a  job  in  terms  of  the  abilities  required  to  perform  the  job.   Competency  –  an  area  of  personal  capability  that  enables  employees  to  perform   their  work  successfully.     Job  design  –  the  process  of  defining  how  work  will  be  performed  and  what  tasks  will   be  required  in  a  given  job   Industrial  engineering  –  the  study  of  jobs  to  find  the  simplest  way  to  structure  work   in  order  to  maximize  efficiency     Job  enlargement  –  broadening  the  types  of  tasks  performed  in  a  job   Job  extension  –  enlarging  jobs  by  combing  several  relatively  simple  jobs  to  form  a   job  with  a  wider  range  of  tasks   Job  rotation-­‐  enlarging  jobs  by  moving  employees  among  several  different  jobs.   Job  enrichment  –  empowering  workers  by  adding  more  decision  making  authority   to  jobs   Flextime-­‐  a  scheduling  policy  in  which  full-­‐time  employees  may  choose  starting  and   ending  times  withing  guidelines  specified  by  the  organization   Job  sharing-­‐  a  work  option  in  which  two  part  time  employees  carry  out  the  tasks   associated  with  a  single  job.   Telework-­‐  the  broad  term  for  doing  one’s  work  away  from  a  centrally  located  office   Ergonomics  –  the  study  of  the  interface  between  individual’s  physiology  and  the   characteristics  of  the  physical  work  environment     Ch.5     Forecasting-­‐  the  attempts  to  determine  the  supply  of  and  demand  for  various  types   of  human  resources  to  predict  areas  within  the  organization  where  there  will  be   labor  shortages  or  surpluses.   Trend  analysis  –  constructing  and  applying  statistical  models  that  predict  labor   demand  for  the  next  year,  given  relatively  objective  statistics  from  the  previous   year.     Leading  indicators  –  objective  measures  that  accurately  predict  future  labor  demand   Transitional  matrix  –  a  chart  that  lists  job  categories  held  in  one  period  and  shows   the  proportion  of  employees  in  each  of  those  job  categories  in  a  future  period.     Core  competency  –  a  set  of  knowledge  and  skills  that  make  the  organization   superior  to  competitors  and  create  value  for  customers   Downsizing-­‐  the  planned  elimination  of  large  numbers  of  personnel  with  the  goal  of   enhancing  the  organization’s  competitiveness     Outsourcing  –  contracting  with  another  organization  to  perform  a  broad  set  of   services   Recruiting  –  any  activity  carried  on  by  the  organization  with  the  primary  purpose  of   identifying  and  attracting  potential  employees   Workforce  utilization  review-­‐  a  comparison  of  the  proportion  of  employees  in   protected  group  with  the  proportion  that  each  group  represents  in  the  relevant   labor  market.     Employment  at  will  –  employment  principle  that  is  there  is  no  specific  employment   contract  saying  otherwise,  the  employer  or  employee  may  end  an  employment   relationship  at  any  time,  regardless  of  cause.   Due-­‐process  policies  –  policies  that  formally  lay  out  the  steps  an  employee  may  take   to  appeal  the  employer’s  decision  to  terminate  that  employee   Job  posting  –  the  process  of  communicating  information  about  a  job  vacancy  on   company  bulletin  boards,  in  employee  publications,  on  corporate  intranets,  and   anywhere  else  the  organization  communicates  with  employees   Direct  applicants  –  people  who  apply  for  a  vacancy  without  prompting  from  the   organization   Referrals  –  people  who  apply  for  a  vacancy  because  someone  in  the  organization   prompted  them  to  do  so   Nepotism-­‐  the  practice  of  hiring  relatives   Yield  ratio  –  a  ratio  that  expresses  the  percentage  of  applicants  who  successfully   move  from  one  stage  of  the  recruitment  and  selection  process  to  the  next   Realistic  job  preview  –  background  information  about  a  jobs  positive  and  negative   qualities     Ch.  6   Personnel  selection  –  the  process  through  which  organizations  make  decision  about   who  will  or  will  not  be  allowed  to  join  the  organization     Reliability-­‐  the  extent  to  which  a  measurement  is  free  from  random  error   Validity  –  the  extent  to  which  performance  on  a  measure  such  as  test  score  is  related   to  what  the  measure  is  designed  to  assess  (such  as  job  performance)     Criterion-­‐  related  validity  –  a  measure  of  validity  based  on  showing  a  substantial   correlation  between  test  scores  and  job  performance  scores   Predictive  validation  –  research  that  uses  the  test  scores  of  all  applicants  and  looks   for  a  relationship  between  the  scores  and  future  performance  of  the  applicants  who   were  hired   Concurrent  validation  –  research  that  consists  of  administering  a  test  to  people  who   currently  hold  a  job,  then  comparing  their  scores  to  existing  measures  of  job   performance.   Content  validity  –  consistency  between  the  test  items  or  problems  and  the  kinds  of   situations  or  problems  that  occur  on  the  job   Construct  validity  –  consistency  between  a  high  score  on  a  test  and  a  high  level  of   construct  such  as  intelligence  or  leadership  ability,  as  well  as  between  mastery  of   this  construct  and  successful  performance  of  the  job.   Generalizable  –  valid  in  other  contexts  beyond  the  context  in  which  the  selection   method  was  developed   Utility  –  the  extent  to  which  something  provides  economical  values  greater  than  its   cost   Immigration  reform  and  control  act  of  1986  –  federal  law  requiring  employers  to   verify  and  maintain  records  on  applicants’  legal  rights  to  work  in  the  US   Aptitude  tests-­‐  test  that  asses  how  well  a  person  can  learn  or  acquire  skills  and   abilities   Achievement  test-­‐  tests  that  measure  a  person’s  existing  knowledge  and  skills   Cognitive  ability  tests-­‐  tests  designed  to  measure  such  mental  abilities  as  verbal   skills,  quantitative  skills,  and  reasoning  ability   Assessment  center-­‐  a  wide  variety  of  specific  selection  programs  that  use  multiple   selection  methods  to  rate  applicants  or  job  incumbents  on  their  management   potential   Nondirective  interview-­‐  a  selection  interview  in  which  the  interviewer  has  great   discretion  in  choosing  question  to  ask  each  candidate   Structured  interview-­‐  a  selection  interview  that  consists  of  predetermined  set  of   questions  for  the  interviewer  to  ask   Situational  interview-­‐  a  structured  interview  in  which  the  interviewer  describes  a   situation  likely  to  arise  on  the  job  then  asks  the  candidate  what  he  or  she  would  do   in  that  situation.   Behavior  description  interview  (BDI)  –  a  structured  interview  in  which  the   interviewer  asks  the  candidate  to  describe  how  he  or  she  handled  a  type  of  situation   in  the  past   Panel  interview-­‐  selection  interview  in  which  several  members  of  the  organization   meet  to  interview  each  candidate   Multiple  hurdle  model  –  process  of  arriving  a  selection  decision  by  eliminating  some   candidates  at  each  stage  of  the  selection  process   Compensatory  model  –  process  of  arriving  at  a  selection  decision  in  which  a  very   high  score  on  one  type  of  assessment  can  make  up  for  a  low  score  on  another.       CH.  7   Training  –  An  organizations  planned  efforts  to  help  employees  acquire  job  related   knowledge,  skills,  abilities  and  behaviors,  with  the  goal  of  applying  these  on  the  job,   Instructional  Design  –  a  process  of  systematically  developing  training  to  meet   specified  needs.     Learning  Management  System  (LMS)  –  a  computer  application  that  automate  the   administration,  development  and  delivery  of  training  programs   Needs  assessment  –  the  process  of  evaluating  the  organization,  individual   employees,  and  employee’s  tasks  to  determine  what  kinds  of  training,  if  any  are   necessary.   Organization  analysis  –  a  process  for  determining  the  appropriateness  of  training  by   evaluating  the  characteristics  of  the  organization   Person  analysis  –  a  process  of  determining  individuals’  needs  and  readiness  for   training   Task  analysis  –  the  process  of  identifying  and  analyzing  tasks  to  be  trained  for     Readiness  for  training  –  a  combination  of  employee  characteristics  and  positive   work  environment  that  permit  training   E-­‐learning-­‐  receiving  training  via  the  Internet  or  the  organization  intranet   Electronic  performance  support  System  (EPSS)-­‐  computer  application  that  provides   access  to  skills  training,  information  and  expert  advice  as  needed.     On-­‐the-­‐job  training-­‐  training  methods  in  which  a  person  with  job  experience  and   skill  guides  trainees  in  practicing  job  skills  at  the  workplace   Apprenticeship-­‐  a  work-­‐study  training  method  that  teaches  job  skills  through  a   combination  of  on-­‐the-­‐job  training  and  classroom  training.     Internship  –  on-­‐the-­‐job  learning  sponsored  by  an  education  institutions  a   component  of  the  academic  program     Simulation  –  a  training  method  that  represents  a  real-­‐life  situation  with  trainees   making  decisions  resulting  in  outcomes  that  mirror  what  would  happen  on  the  job   Avatars  –  computer  depictions  of  trainees,  which  the  trainees  manipulate  in  an   online  role-­‐play   Virtual  reality-­‐  a  computer  based  technology  that  provides  an  interactive,  three   dimensional  learning  experience.     Experiential  programs  –  training  programs  in  which  participants  learn  concepts  and   apply  them  by  simulating  behaviors  involved  and  analyzing  the  activity,  connecting   it  with  real-­‐life  situations   Adventure  learning-­‐  a  teamwork  and  leadership  training  program  based  on  the  use   of  challenging,  structure  outdoor  activities.   Cross-­‐training-­‐  team  training  in  which  team  members  understand  and  practice  each   other’s  skills  so  that  they  are  prepared  to  step  in  and  take  another  members  place   Coordination  training-­‐  team  training  that  teaches  the  team  how  to  share   information  and  make  decisions  to  obtain  the  best  team  performance   Team  leader  training  –  training  in  the  skills  necessary  for  effectively  leading  the   organizations  teams   Action  learning  –  training  in  which  teams  get  an  actual  problem,  work  on  solving  it   and  commit  to  an  action  plan,  and  are  accountable  for  carrying  it  out.   Transfer  of  training  –  on-­‐the-­‐job  use  of  knowledge,  skills,  and  behaviors  learned  in   training.     Readability  –  the  difficulty  level  of  written  materials   Communities  of  practice  –  groups  of  employees  who  work  together,  learn  from  each   other  and  develop  a  common  understanding  oh  how  to  get  work  accomplished.     Orientation  –  training  designed  to  prepare  employees  to  perform  their  jobs   effectively,  learn  about  their  organization,  and  establish  work  relationships.   Diversity  training  –  training  designed  to  change  employee  attitudes  about  diversity   and/or  develop  skills  needed  to  work  with  a  diverse  workforce.                


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