MGMT Chap.9

Discrimination

(1) Making hiring and promotion decisions based on criteria that are not job-relevant. (2) When someone acts out their negative attitudes toward people who are the targets of their prejudice.

Affirmative action

Requires that employers take positive steps to guarantee equal employment opportunities for people within protected groups.

Blind hiring

Focuses managers on an applicant’s job skills and performance rather than educational credentials, appearance, or prior experience.

Employer brand

Similar to a product brand, except that rather than promoting a specific product, its aim is to make an organization seem like a highly desirable place to work.

matching model

A human resources (HR) approach in which the organization and the individual attempt to match each other’s needs, interests, and values.

Human resource planning

The forecasting of human resource needs and the projected matching of individuals with anticipated job vacancies.

Recruiting

Activities or practices that define the desired characteristics of applicants for specific jobs; sometimes called talent acquisition.

Job description

A concise summary of the specific tasks and responsibilities of a position.

Job analysis

The systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job.

Job specification

Outlines the knowledge, skills, education, physical abilities, and other characteristics needed to perform a specific job adequately.

Internship

An arrangement whereby an intern, usually a high school or college student, exchanges his or her services for the opportunity to gain work experience and see whether a particular career is appealing.

Realistic Job Preview (RJP’s)

Gives applicants all pertinent and realistic information, both positive and negative, about a job and the organization.

Virtual recruiting

Use of social media’s video and chat features, virtual job fairs, and recruitment software to identify desired candidates.

Selection

The process of assessing the skills, abilities, and other attributes of applicants in an attempt to determine the fit between the job and each applicant’s characteristics.

Structured Interviews

An interview that uses a set of standardized questions that are asked of every applicant so comparisons can be made easily.

Application form

A selection device that collects information about the applicant’s education, previous work experience, and other background characteristics.

Behavioral questions

Questions that ask people to describe how they have performed a certain task or handled a particular problem, such as “Tell me about a time when . . .” or “What did you do when . . .”.

Work sample

A real example of work that a job candidate has produced, or it might be a live simulation of the job in real time.

Employment tests

A test given to employees to evaluate their abilities; can include cognitive ability tests, physical ability tests, personality inventories, and other assessments.

On-the-job training (OJT)

A process in which an experienced employee is asked to teach a new employee how to perform job duties.

Social learning

Using social media tools to network and learn informally.

Corporate university

An in-house training and development facility that offers broad-based learning opportunities for employees.

Job evaluation

The process of determining the value of jobs within an organization through an examination of job content.

360-degree feedback

A recent trend in performance appraisal is called 360-degree feedback, a process that uses multiple raters, including self rating, as a way to increase awareness of strengths and weaknesses and guide employee development.

Performance appraisal

The process of observing and evaluating an employee’s performance, recording the assessment, and providing feedback.

Compensation

All monetary payments and all nonmonetary goods or benefits used to reward employees.

Exit interview

A discussion conducted with departing employees to determine reasons for their departure and learn about potential problems in the organization.

Pay-for-performace

Tying at least a portion of compensation to employee effort and performance. Also called incentive pay.

Wage and salary surveys

A questionnaire that shows what other organizations pay incumbents in jobs that match a sample of key jobs selected by the organization.

Inclusion

The degree to which an employee feels like an esteemed member of a group in which his or her uniqueness is highly appreciated.

Diversity

All the ways in which employees differ.

Managing diversity and inclusion

Creating a climate in which the potential advantages of diversity for organizational performance are maximized while the potential disadvantages are minimized.

Unconscious bias

Occurs when a person is not aware of the bias in his or her favorable and unfavorable assessments, actions, and decisions toward members of specific groups.

Cognitive diversity

Achieved when a manager creates a heterogeneous team made up of individuals with diverse backgrounds and skill sets to provide a broader and deeper base of ideas, opinions, and experiences for problem solving, creativity, and innovation.

Diversity of thought

Achieved when a manager creates a heterogeneous team made up of individuals with diverse backgrounds and skill sets to provide a broader and deeper base of ideas, opinions, and experiences for problem solving, creativity, and innovation.

Implicit bias

Thoughts or feelings we have, which we are unaware of, which nonetheless impact our decision making.

Prejudice

The tendency to view people who are different as being deficient.

Ethnorelativism

The beliefs that groups and cultures are inherently equal

Monoculture

A culture that accepts only one way of doing things and one set of values and beliefs.

Stereotypes

A rigid, exaggerated, irrational belief associated with a particular group of people.

Glass ceiling

An invisible barrier that separates women and minorities from senior management positions.

Pluralism

An environment in which the organization accommodates several subcultures, including employees who would otherwise feel isolated and ignored.

First rung

The first promotion onto the management career ladder.

Coaching

In management, the process of someone engaging in regular conversations with an employee that facilitate learning and development by supporting strengths and overcoming obstacles to improve behavior and performance.

Sponsor

A higher-ranking organizational member who is committed to providing upward mobility and support to a protégé’s professional career.

Employee resource groups (affinity groups)

Group based on social identity, such as gender or race, and organized within companies to focus on concerns of employees from that group.

Human resource management

The design and application of formal systems in an org. to ensure the effective and efficient use of human talent to accomplish organizational goals.

Human Capital

The economic value of the combined knowledge, experience, skills, and capabilities of employees.

Performance review ranking system

method in which managers evaluate direct reports relative to own another and categorize each on a scale.

Ethnocentrism

The belief that one’s own group and culture are inherently superior to other groups and cultures.