Human Resource Management: Job Analysis, Recruitment, Selection, and Employee Relations

Vocabulary practice flashcards based on Human Resource Management lecture notes covering job analysis, compensation, employment laws, recruitment methods, and interview processes.

Job Analysis

The systematic process of identifying and studying the duties, responsibilities, tasks, and requirements of a particular job.

Job Description

A major output of job analysis that focuses on the job itself by describing the duties, responsibilities, and tasks of the position.

Job Specification

A major output of job analysis that focuses on the employee by outlining the qualifications, characteristics, and KSAOs required to perform the job.

Peter Principle

The concept that employees are promoted based on their performance until they reach a position where they are no longer competent.

Job Classification

The process of grouping jobs based on their similarities, responsibilities, duties, and levels of difficulty.

Job Evaluation

The process of determining the relative worth or value of a job within an organization to establish fair compensation.

Performance Appraisal

A systematic process of evaluating an employee's job performance based on established standards and objectives (often used interchangeably with performance evaluation).

Job Competencies

The knowledge, skills, abilities, and other characteristics that help an employee perform a job successfully.

Ammerman Technique

A job analysis approach involving an outside expert or consultant who helps examine and analyze job requirements.

Job Crafting

The process in which employees make informal or voluntary changes to their job tasks, relationships, or how they view their work.

Subject Matter Expert (SME)

A person who has extensive knowledge, skills, and experience in a particular field or job.

Observation (Job Analysis)

A job analysis method where an analyst watches an employee perform their actual job.

Hawthorne Effect

The tendency of people to change or improve their behavior because they know they are being observed.

Naturalistic Observation

Observing employees in their natural working environment without manipulating or controlling their usual activities.

Job Participation

A job analysis method in which the analyst personally performs or participates in the actual job activities to gain firsthand experience.

Task Analysis

The systematic examination of individual tasks involved in a job to determine their importance, frequency, difficulty, and requirements.

Knowledge (KSAOs)

Information a person needs to know in order to perform a job.

Skills (KSAOs)

Learned ability to perform a task.

Abilities (KSAOs)

Natural or developed capacity to perform activities.

Other Characteristics (KSAOs)

Other personal characteristics needed for the job, such as honesty, patience, and professionalism.

Critical Incident Technique (CIT)

A job analysis method that identifies specific examples of particularly effective or ineffective employee behavior.

Internal Pay Equity

Ensuring that employees are paid fairly compared with other employees within the same organization.

External Pay Equity

Comparing the organization's salary rates with those offered by other companies in the labor market.

Direct Compensation

Monetary payments directly received by an employee in exchange for their work, such as basic salary, hourly wages, overtime pay, commissions, and bonuses.

Comparable Worth

The principle that jobs requiring comparable levels of skill, effort, responsibility, and working conditions should receive comparable compensation, even if the jobs are different.

Equal Employment Opportunity (EEO)

The principle that individuals should have equal opportunities in employment without discrimination based on protected characteristics.

Grievance System

A formal procedure that allows employees to raise complaints or concerns about workplace issues and seek resolution.

Mediation

A conflict-resolution process in which a neutral third party helps both sides communicate and reach a mutually acceptable agreement.

Arbitration

A dispute-resolution process in which a neutral third party listens to both sides and makes a decision, which can be binding or non-binding.

Adverse Impact

An employment practice that appears neutral but disproportionately disadvantages members of a protected group.

Four-Fifths Rule (80% Rule)

A guideline stating that the selection rate of a protected group should be at least $80\%$ of the selection rate of the group with the highest selection rate; a ratio below $80\%$ indicates possible adverse impact.

Quid Pro Quo

A form of sexual harassment in which employment benefits or decisions are conditioned on accepting sexual advances or favors.

Hostile Work Environment

A workplace environment where unwelcome conduct of a sexual nature is sufficiently severe or pervasive to create an intimidating, hostile, or offensive working environment.

Internal Recruitment

Filling a vacant position using existing employees within the organization.

External Recruitment

Attracting and hiring job applicants from outside the organization.

Blind Box

A recruitment advertisement that does not reveal the employer's identity and provides an address or contact point where applicants can submit their resumes.

Situation-Wanted Ads

Advertisements placed by job seekers themselves to promote their qualifications and availability for employment.

Point-of-Purchase Method

A recruitment method that places job advertisements in locations where potential applicants are likely to see them.

Head Hunters

Professionals or executive search agencies that search for highly qualified individuals, particularly for senior-level or executive positions.

Public Employment Service Office (PESO)

A government-supported employment service office that provides assistance to job seekers and employers.

Employee Referral

A recruitment method in which current employees recommend or refer potential applicants to their organization.

Direct Mail

A recruitment method in which employers directly send job opportunities or recruitment messages to potential applicants.

Nontraditional Population

Groups of potential workers who may be underrepresented or overlooked in the traditional labor market, such as persons with disabilities, older workers, and retirees.

Cost per Applicant

The recruitment cost metric defined by the formula: $\text{Cost per Applicant} = \frac{\text{Total Recruitment Cost}}{\text{Number of Applicants}}$.

Cost per Qualified Applicant

The recruitment cost metric defined by the formula: $\text{Cost per Qualified Applicant} = \frac{\text{Total Recruitment Cost}}{\text{Qualified Applicants}}$.

Realistic Job Preview (RJP)

A recruitment technique that provides applicants with honest and realistic information about both the positive and negative aspects of a job.

Expectation Lowering Procedure (ELP)

A recruitment or selection approach intended to lower unrealistic expectations of applicants by providing information about the actual demands and limitations of a job.

Structured Interview

An interview in which the interviewer follows a predetermined set of questions in a specific order for all applicants.

Unstructured Interview

An interview in which questions are not predetermined and the interviewer can freely ask questions depending on the conversation.

Serial Interview

A selection process in which an applicant is interviewed by different interviewers one after another.

Return Interview

A follow-up interview conducted after the initial interview to obtain additional information or further assess the applicant.

Panel Interview

An interview in which several interviewers evaluate one applicant at the same time.

Group Interview

An interview in which multiple applicants are interviewed together, allowing employers to observe their communication and interaction skills.

Primacy Effect

The tendency to give greater importance to the first information or impression received about a person.

Contrast Effect

The tendency to evaluate an applicant by comparing them with other applicants rather than using objective job-related standards.

Negative Information Bias

The tendency to give more weight or importance to negative information than positive information when evaluating someone.

Nonverbal Cues

Communication expressed through body language and physical behavior rather than spoken words, including eye contact, posture, and facial expressions.

Clarifier

An interview question used to clarify or obtain additional details about an applicant's previous statement or answer.

Disqualifier

An interview question designed to determine whether an applicant meets an essential job requirement or has a condition that makes them unsuitable for the position.

Skill-Level Determiner

An interview question designed to assess an applicant's actual level of knowledge or skill in a particular area.

Behavioral Interview

A past-focused interview method that asks applicants to describe how they handled situations or behaved in the past to predict future performance.

Situational Interview

A future-focused interview method that presents hypothetical situations and asks applicants how they would respond to assess their judgment and problem-solving abilities.

Organizational Fit

The degree to which an applicant's values, beliefs, attitudes, and working style are compatible with the organization's culture.