MGMT 4710 test 2 5-8

forecasting

The attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses.

trend analysis

Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year.

leading indicators

Objective measures that accurately predict future labor demand.

transitional matrix

A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period.

core competency

A set of knowledges and skills that make the organization superior to competitors and create value for customers.

downsizing

The planned elimination of large numbers of personnel with the goal of enhancing the organization’s competitiveness.

outsourcing

Contracting with another organization (vendor, third-party provider, or consultant) to provide services.

workforce utilization review

A comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market.

recruiting

Any activity carried on by the organization with the primary purpose of identifying and attracting potential employees.

employment at will

Employment principle that if there is no specific employment contract saying otherwise, the employer or employee may end an employment relationship at any time, regardless of cause.

due process policies

Policies that formally lay out the steps an employee may take to appeal the employer’s decision to terminate that employee.

job posting

The process of communicating information about a job vacancy on company bulletin boards, in employee publications, on corporate intranets, and anywhere else the organization communicates with employees.

direct applicants

People who apply for a vacancy without prompting from the organization.

referrals

People who apply for a vacancy because someone in the organization prompted them to do so.

nepotism

The practice of hiring relatives.

cost per hire

The total amount of money spent to fill a vacancy. The number is computed by finding the cost of using a particular recruitment source and dividing that cost by the number of people hired to fill that type of vacancy.

personnel selection

The process through which organizations make decisions about who will or will not be invited to join the organization.

applicant tracking system

Automated approach to selection process that reviews electronically submitted résumés, matches them against company selection criteria, and allows hiring managers to track job candidate information and hiring outcomes.

reliability

The extent to which a measurement is free from random error.

validity

The extent to which performance on a measure (such as a test score) is related to what the measure is designed to assess (such as job performance).

criterion related validity

A measure of validity based on showing a substantial correlation between test scores and job performance scores.

predictive validation

Research that uses the test scores of all applicants and looks for a relationship between the scores and the future performance of the applicants who were hired.

concurrent validation

Research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance.

content validity

Consistency between the test items or problems and the kinds of situations or problems that occur on the job.

construct validity

Consistency between a high score on a test and high level of a construct such as intelligence or leadership ability, as well as between mastery of this construct and successful performance of the job.

generalizable

Valid in other contexts beyond the context in which the selection method was developed.

utility

The extent to which something provides economic value greater than its cost.

immigration reform and control act of 1986

Federal law requiring employers to verify and maintain records on applicants’ legal rights to work in the United States.

aptitude tests

Tests that assess how well a person can learn or acquire skills and abilities.

achievement tests

Tests that measure a person’s existing knowledge and skills.

cognitive ability tests

Tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability.

assessment center

A wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential.

nondirective interview

A selection interview in which the interviewer has great discretion in choosing questions to ask each candidate.

structured interview

A selection interview that consists of a predetermined set of questions for the interviewer to ask.

situational interview

A structured interview in which the interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation.

behavior description interview

A structured interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past.

panel interview

Selection interview in which several members of the organization meet to interview each candidate.

multiple hurdle model

Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process.

compensatory model

Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another.

training

An organization’s planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job.

instructional design

A process of systematically developing training to meet specified needs.

learning management system

A computer application that automates the administration, development, and delivery of training programs.

needs assessment

The process of evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary.

organization analysis

A process for determining the appropriateness of training by evaluating the characteristics of the organization.

person analysis

A process for determining individuals’ needs and readiness for training.

task analysis

The process of identifying the tasks, knowledge, skills, and behaviors that training should emphasize.

readiness for training

A combination of employee characteristics and positive work environment that permit training.

E-learning

Receiving training via the Internet or the organization’s intranet.

on the job training

Training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace.

apprenticeship

A work-study training method that teaches job skills through a combination of on-the-job training and classroom training.

internship

On-the-job learning sponsored by an educational institution as a component of an academic program.

simulation

A training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job.

avatars

Computer depictions of trainees, which the trainees manipulate in an online role-play.

virtual reality

A computer-based technology that provides an interactive, three-dimensional learning experience.

experiential programs

Training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations.

adventure learning

A teamwork and leadership training program based on the use of challenging, structured outdoor activities.

cross training

Team training in which team members understand and practice each other’s skills so that they are prepared to step in and take another member’s place.

coordination training

Team training that teaches the team how to share information and make decisions to obtain the best team performance.

team leader training

Training in the skills necessary for effectively leading the organization’s teams.

action learning

Training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out.

readability

The difficulty level of written materials.

transfer of training

On-the-job use of knowledge, skills, and behaviors learned in training.

communities of practice

Groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished.

orientation

Training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships.

onboarding

Ongoing process that aims to prepare new employees for full participation in the organization.

diversity

The characteristics of individuals that make them unique.

inclusion

Creating a work environment in which individuals are treated fairly and with mutual respect and have equal access to opportunities and resources so that they can contribute fully to the organization’s success.

diversity training

Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce.

employee development

The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.

protean career

A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment.

assessment

Collecting information and providing feedback to employees about their behavior, communication style, or skills.

myers briggs type indicator

Psychological inventory that identifies individuals’ preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development.

DISC

Brand of assessment tool that identifies individuals’ behavioral patterns in terms of dominance, influence, steadiness, and conscientiousness.

assessment center

A wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential.

leaderless group discussion

An assessment center exercise in which a team of five to seven employees is assigned a problem and must work together to solve it within a certain time period.

job experiences

The combination of relationships, problems, demands, tasks, and other features of an employee’s job.

transfer

Assignment of an employee to a position in a different area of the company, usually in a lateral move.

downward move

Assignment of an employee to a position with less responsibility and authority.

promotion

Assignment of an employee to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accompanied by a pay increase.

externship

Employee development through a full-time temporary position at another organization.

sabbatical

A leave of absence from an organization to renew or develop skills.

mentor

An experienced, productive senior employee who helps develop a less experienced employee (a protégé).

coach

A peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback.

self assessment

The use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies.

feedback

Information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans.

glass ceiling

Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.

succession planning

The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant.