HRM

Publicness

Ownership, funding, and authority

Peculiarities of public and private sector

Goals, constraints, and motivation

Recruitment process

Job analysis; defining target audience; crafting the message; selecting the channel

Employer branding process

Preparatory phase; define desired employer brand (EVP); assess current employer brand; promote employer brand internally; promote employer brand externally

Big Five personality model

Extraversion; conscientiousness; openness; emotional stability; agreeableness

Behavioral interview answers

Situation; task; action; result; reflection

Interview evaluation steps

Observe; record; classify; evaluate

Forms of justice

Distributive justice; interactional justice; procedural justice

Performance management cycle

Goal setting; planning; feedback; coaching; appraisal

SMART goal setting

Specific; measurable; achievable; relevant; time-bound

Performance plan contents

Different steps; resources; strategy; feedback

Herzberg two-factor theory

Motivators (satisfiers) and hygiene factors (dissatisfiers)

Maslow hierarchy of needs

Physiological needs; safety; belonging; esteem; self-actualization

Factors determining rewards

Equity principles; internal alignment; external benchmarking; centralization of compensation decisions

Prerequisites for successful training

Identify specific needs; select right training; apply acquired knowledge; assess training impact

Characteristics of effective training

Relevant information; demonstration of knowledge, skills, and attitudes; practice opportunities; feedback

Transfer of training factors

Trainee characteristics; training design; work environment

Kirkpatrick training evaluation model

Reaction; learning; behavior; results

Super’s career development model

Exploration; advancement; maintenance

Larsson’s career types

Linear; expert; spiral; transitory

Self-determination theory

Autonomy; relatedness; competence

Prerequisites for self-managing teams

High uncertainty tasks; innovative assignments; new technology; minimal routine

Burnout dimensions

Emotional exhaustion; depersonalization; reduced personal efficacy

Maslach Burnout Inventory factors

Workload; control; reward; community; fairness; values

Procedural justice principles

Internal consistency; objectivity; factual basis; possibility of correction; ethical standards

Public service motivation

A person’s desire to serve society

Resource-based theory

Competitive advantage through effective management of internal resources and capabilities

Recruitment

All activities to identify and attract potential employees

Selection

Evaluating and choosing candidates

Targeted recruitment

Directing recruitment efforts toward specific candidate groups

Job characteristics

Responsibilities and growth opportunities

Organizational characteristics

Culture, values, and work environment

Realistic job preview (RJP)

Providing both positive and negative job information

Expectation lowering procedure (ELP)

Explaining that the job may be less positive than expected

Employer branding

Developing and promoting an attractive employer image

Instrumental features

Objective, tangible job features focused on functional benefits

Symbolic features

Subjective, intangible features related to self-identity

Employee ambassadors

Employees who live the employer brand values

Predictive validity

Extent to which a selection method predicts job performance

Incremental validity

Added predictive value of an additional selection instrument

Convergent construct validity

Correlation with techniques measuring the same construct

Discriminant construct validity

Low correlation with techniques measuring different constructs

Bias against minority groups

Disadvantaging minorities due to selection techniques

Cybervetting

Using online information about candidates from social media or search engines

Situational interview

Hypothetical interview based on job situations

Behavioral interview

Interview focusing on past behavior

Impression management

Candidate efforts to create a positive image

Work samples

Simulations reflecting real job content

In-basket exercise

Simulated workday with communication tasks

Case analysis

Analyzing a problem and proposing solutions

Presentation exercise

Delivering a presentation or solution relevant to the job

Role-play

Assuming a role representative of the target job

Group discussion

Discussion based on a case or business problem

Assessment center

Systematic evaluation using individual and group exercises

Guilt-by-association error

Positive evaluation due to endorsement by others

Prejudice and stereotyping

Selection bias based on background, gender, or appearance

Mood and physical condition

Influence of interviewer’s state on evaluation

Memory effect

Overreliance on first and last candidates

Performance management

Planning, monitoring, and appraising employee performance

Event preview

Tool for team-based performance planning

After Action Review (AAR)

Reflection to learn from successes and obstacles

Feedback seeking behavior (FSB)

Employees actively seeking feedback

Feedforward interview

Strength-focused interview based on positive psychology

Leniency bias

Overly positive performance ratings

Centrality bias

Similar performance ratings for all employees

Recency bias

Overemphasis on recent performance

Halo effect

Extending one positive trait to overall evaluation

Horn effect

Extending one negative trait to overall evaluation

Contrast effect

Evaluations influenced by previously assessed employees

First impression effect

Quick formation of overall impressions

Projection (clone) effect

Higher ratings for similar employees

Trojan horse effect

Lower ratings due to fear of being overshadowed

Reward

Tangible or intangible returns for employee effort

Executive search

Direct recruitment for high-level positions

Leadership

Influencing others to achieve shared goals

Transactional leadership

Reward-based exchange relationship

Transformational leadership

Vision-driven leadership focused on strategic goals

Situational leadership

Adapting leadership style to employee situation

Charismatic leadership

Leadership based on personal charm and vision

Authentic leadership

Ethical, self-aware leadership

Servant leadership

Leadership focused on supporting employee development

Hedonic well-being

Presence of pleasure and absence of pain