BA 1 - Human Resource Management Flashcards

Vocabulary practice flashcards defining key Human Resource Management terminology, historical phases, motivation theories, job analysis tools, procurement techniques, appraisal methods, and contemporary trends.

Slavery

An ancient practice recorded around 3500 BC in Sumer and Mesopotamia in which masters owned other people, holding them against their will without pay under subhuman conditions.

Serf

A bonded worker in medieval Europe midway between a freeman and a slave who was permitted to lease or work land owned by a master in exchange for rent and a share of crops.

Guilds

Associations of artisans or craftsmen in a similar trade that protected member interests and established the working rules for their craft.

Capitalists

Business leaders emerging from the Industrial Revolution who bankrolled industrialization and owned the trade and industry of a country.

Personnel Administration Department

A legally focused organizational department managed by a Labor Officer, established in the early 20th century to interpret labor laws and maintain legal conformity.

Maslow's Hierarchy of Needs

A motivation theory developed by Abraham Maslow in the 1940s organizing human needs into five hierarchical categories: physiological, safety, belongingness, esteem, and self-actualization.

ERG Theory

A motivation model developed by Clayton Alderfer refining Maslow's five levels of needs into three core categories: existence needs, relatedness needs, and growth needs.

Theory X and Theory Y

Douglas McGregor's framework outlining two sets of managerial assumptions regarding human behavior: Theory X (pessimistic, requiring control) and Theory Y (optimistic, capable of self-direction).

Herzberg's Two-Factor Theory

A motivation-hygiene theory proposed by Frederick Herzberg in 1959 distinguishing between hygiene factors that prevent dissatisfaction and motivational factors that yield positive satisfaction.

Hygiene Factors

Extrinsic job factors in Herzberg's theory—such as pay, company policy, status, and physical working conditions—that are essential to prevent workplace dissatisfaction.

Motivational Factors

Intrinsic job factors in Herzberg's theory—such as recognition, sense of achievement, responsibility, and growth opportunities—that actively motivate employees toward superior performance.

McClelland's Need Theory

A motivation theory proposing that human behavior is driven by three dominant motivators: the Need for Achievement, the Need for Power, and the Need for Affiliation.

Human Resource Management (HRM)

The process and art of procuring, developing, and maintaining a competent workforce in a structured manner to achieve organizational goals effectively and efficiently.

Human Resource Development (HRD)

The integrated use of training, organizational development, and career development efforts to improve individual, group, and organizational learning capacity and effectiveness.

Job Analysis

The systematic study, collection, and compilation of work data to determine the duties, responsibilities, working conditions, and required employee qualifications of a specific job.

Job Description

A written statement detailing the content, duties, responsibilities, working hours, environment, hazards, and tools used for a specific job title.

Job Specification

A statement enumerating the required human qualifications—such as education, work experience, skills, health status, and psychological traits—needed to perform a job.

Job Rotation

A job design technique where employees systematically rotate from one predetermined job position to another to broaden skills, reduce boredom, and mitigate physical injury risks.

Job Enlargement

A job design strategy that increases the variety of a job by adding more tasks at the same skill level (horizontal) or expanding employee involvement in task planning (vertical).

Job Enrichment

A job design method that builds higher levels of knowledge, responsibility, autonomy, and growth opportunities directly into job content to challenge and motivate workers.

Job Evaluation

A systematic process of determining the relative worth or value of a job within an organization to establish fair, equitable, and competitive pay structures.

Human Resource Planning (HRP)

The continuous process of systematically analyzing present supply, forecasting demand, and balancing labor needs to achieve optimal use of an organization's human capital.

Lateral Transfer

Shifting an employee from one position to another of similar nature without any change in rank, responsibility level, or pay rate.

Revelian Cognitive Ability Test (RCAT)

A psychometric test designed to assess fluid intelligence and critical thinking by evaluating problem-solving skills, numerical reasoning, and verbal knowledge.

Psychological Contract

An unwritten set of non-verbal expectations, promises, and career perceptions exchanged between an employer and an employee.

Employee Orientation

The planned introduction and integration of new employees to their jobs, coworkers, culture, and organizational expectations.

RA 11058

The Republic Act in the Philippines known as the Occupational Safety and Health Standards Act, requiring employers to ensure safe work conditions and inform workers of hazards.

360-Degree Feedback

A multi-source performance evaluation method that gathers appraisals from an employee's managers, peers, direct reports, clients, and self-assessment.

Behaviorally Anchored Rating Scale (BARS)

A performance appraisal tool combining quantitative rating scales with specific qualitative behavioral examples anchored to numerical levels.

Halo Effect

A evaluator error in performance appraisal where a rater makes generalized judgments about overall performance based on a single positive or negative characteristic.

Central Tendency Error

A performance appraisal error where a rater evaluates all employees as average regardless of variations in actual performance.

Needs Assessment

The initial phase in the training process used to determine performance gaps through organizational analysis, task analysis, and person analysis.

Career Planning

The ongoing process by which an individual explores skills, makes decisions, and selects career goals and paths aligned with organizational opportunities.

Knowledge Management (KM)

Any systematic process or practice of acquiring, capturing, storing, sharing, and applying knowledge to boost organizational learning and competitive advantage.

Competency-Based HRM

An approach aligning human resource management with business strategies by evaluating employee capabilities against standardized technical and soft competency profiles.

Human Capital Management (HCM)

A strategic, planned framework focused on maximizing, valuing, developing, and retaining workforce potential, knowledge, and talent to enhance productivity and organizational success.