Business Management & Human Resource Management Lecture Review

Vocabulary-style flashcards covering the evolution of HRM, managerial and operative functions, job analysis, job design, job evaluation methods, performance appraisal errors, and appraisal techniques as discussed in Lectures 1, 2, and 3.

Traditional Approach (Personnel Management)

A perspective where employees are treated as a machine/tool and management involves routine functions and indirect communication with top-level management.

Modern Approach (Human Resource Management)

A strategic business function where employees are treated as valuable assets with direct links to top-level management and a focus on individual problems.

Managerial Level Functions of HRM

Core activities including Planning (forecasting requirements), Organizing (structuring roles), Directing (leading personnel), and Controlling (monitoring performance).

Operative Level Functions of HRM

Implementation tasks such as Training & Development, Performance Appraisal, Working Conditions, Personnel Records, and Separation / Retrenchment.

Human Resource Planning (HRP)

The process of ascertaining workforce needs to ensure the right number and kind of personnel are available at the right time.

Surplus HR

A condition identified in Gap Analysis where available resources exceed required resources, leading to retrenchment, phasing out, or layoffs.

Deficit HR

A condition identified in Gap Analysis where available resources are less than required resources, leading to recruitment and hiring.

Job Analysis

The total process of determining the tasks comprising a job and the required skills or knowledge of workers, divided into Job Description and Job Specification.

Job Description

A component of Job Analysis focusing on features of the job itself, such as duties, responsibilities, working conditions, and hazards.

Job Specification

A component of Job Analysis focusing on the qualifications, experience, skills, and mental attributes an applicant must possess.

Job Rotation

Systematically shifting employees from one department or task to another to reduce monotony, involving no increment or promotion.

Job Enlargement

Expanding the scope of a job horizontally by adding similar tasks without increasing the required skill level or offering a promotion.

Job Enrichment

Adding tasks vertically that require higher-level skills, autonomy, and responsibility, typically involving career growth and increments.

Job Engagement

The emotional commitment and active involvement of an employee in their work, characterized by passion, energy, and dedication.

Job Evaluation

A process to determine the relative worth or value of a job to decide fair wages and compensation levels.

Point / Point Allocation Method

A job evaluation method where factors like skills and responsibilities are assigned numerical points to determine compensation.

Factor Comparison Method

A job evaluation technique that compares jobs by examining weightages assigned to individual job factors; unlike the point method, it allows custom values.

Hay Method

A variant of factor comparison that evaluates jobs based on know-how, problem-solving, and accountability/performance responsibilities.

Performance Appraisal

The systematic, periodic evaluation of an employee's job performance and potential for growth, promotion, or training needs.

Halo Error

A rating error where an employee is rated high across all parameters based on a single positive characteristic.

Horns Error

A rating error where an employee is rated low across all parameters based on a single negative characteristic.

Central Tendency Error

When a rater avoids high or low ratings and classifies almost all employees as Average to play it safe.

Leniency Error

A rating bias where the evaluator is overly generous and gives everyone high ratings.

Strictness Error

A rating bias where the evaluator is overly harsh and gives everyone low ratings.

Pracy Effect

Evaluating performance based mainly on initial impressions formed at the beginning of the evaluation period.

Recency Effect

Evaluating performance based heavily on recent behaviors while ignoring performance from earlier in the year.

Management by Objectives (MBO)

A modern method of performance appraisal focusing on setting and achieving specific goals.

Behaviorally Anchored Rating Scales (BARS)

A modern hybrid appraisal method combining the Critical Incidents Method (Qualitative) and the Graphic Rating Scale Method (Quantitative).

Confidential Report

A performance appraisal method common in government sectors where the ratee is unaware they are being observed and rated.

Forced Distribution Method

A method where management forcefully distributes employees into predetermined categories like Top 10% or Bottom 10% regardless of individual performance.

Forced Choice Method

An appraisal method where the rater must select a statement from a provided set that best describes the employee without adding external comments.

Graphic Rating Scale Method (GRSM)

An appraisal method where factors are evaluated on a continuous numerical scale, such as $1$ to $5$.

Critical Incidents Method (CIM)

An evaluation focusing on exceptional employee behavior during specific significant situations representing extreme success or failure.

Field Review Method

An appraisal conducted by an outside expert who interviews the supervisor and categorizes employees as Outstanding, Satisfactory, or Unsatisfactory.