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Litigious Environment
Demands qualified managers to balance business, legal, and ethical concerns.
HR Practitioners
Standard to have a background in psychology for understanding work conduct.
Labor Laws
Encompass many laws related to work, aiming to protect workers from employers.
Downsizing
Involves laying off employees to improve organizational efficiency.
Delayering
Removing layers of management to enhance organizational effectiveness.
Decentralization
Empowerment of branches and lower-level employees to make decisions.
Globalization of Business
Adapting to diverse cultures, systems, and techniques beyond local boundaries.
Human Resource Information Systems (HRIS)
Software facilitating HR professionals in managing human resources effectively.
Work-Life Balance
Ensuring employees achieve equilibrium between work and personal life.
Strategic Role of HR
Aligning HR strategies with business strategies for organizational success.
Time and Motion Study
A method combining psychology and engineering to study efficient ways of performing tasks, with the best contribution being the time and motion study.
Lilian Gilbreth
Regarded as the first true industrial/organizational psychologist and one of the early female engineers holding a Ph.D.
Army Alpha and Army Beta Psychological Tests
Psychological tests used during WW1, where Alpha was for soldiers who could read, and Beta was for soldiers who could not.
Scientific Management
Introduced by Frederick Winslow Taylor, emphasizing careful job analysis, hiring based on job-related characteristics, training employees, and rewarding productivity.
Hawthorne Studies
A series of studies at the Western Electric Plant focusing on social and psychological conditions of work, highlighting the Hawthorne Effect.
Hawthorne Effect
Occurs when employees change behavior due to attention or observation, emphasizing the importance of listening and paying attention to employees for increased productivity.
Employee Recruitment
The process of attracting individuals to an organization, involving recruitment, selection, and placement, with goals to attract qualified applicants.
Internal Recruitment
Method of recruiting from within the organization, promoting morale but potentially leading to inbreeding and lack of diversity.
External Recruitment
Hiring individuals from outside the organization, bringing new perspectives but may lead to longer adjustments and internal morale issues.
Employee Selection
The process of making "hire" or "no hire" decisions regarding applicants, involving practices like interviews, tests, and background investigations.
Cognitive Ability Tests
Tests that can add predictive power to assessing job candidates by measuring skills like reasoning, memory, and learning.
Job Analysis
The basis for structured interviews, viewed favorably by courts, as it ensures job-relatedness in assessments.
Unstructured Interview
An interview format where interviewers have the freedom to ask any questions, leading to potential biases and inconsistencies.
Past-Focused Questions
Questions that require candidates to provide specific examples from past experiences to predict future job performance.
Situational Judgment Tests
Assessments where applicants are presented with work-related scenarios to evaluate their judgment and decision-making skills.
In-Basket Exercise
A simulation where applicants prioritize tasks found in an in-basket, testing their organizational and time management skills.
Cognitive Ability Tests
Assessments measuring skills like reasoning, memory, and learning, essential for jobs involving processing and learning tasks.
Psychomotor Ability Tests
Assessments evaluating the ability to manipulate objects and tools, crucial for jobs requiring coordination and accuracy in movements.
Physical Ability Tests
Evaluations used for physically demanding jobs, assessing candidates' strength, stamina, and specific physical abilities required for the role.
Achievement Test
A test designed to assess a person's level of proficiency and measure how much knowledge they retained after receiving instruction.
Personality Inventories
Psychological assessments measuring various aspects of an applicant's personality traits and tendencies, not focused on right or wrong answers.
Tests of Normal Personality
Assess traits exhibited by normal individuals in everyday life, like MBTI, NEO-PI-R, and 16PF.
Emotional Intelligence
The ability to recognize and control emotions in oneself and others, crucial for jobs involving interactions with people.
Integrity/Honesty Tests
Predict an applicant's tendency for counterproductive behaviors like cheating, theft, and sabotage.
Vocational Interest Tests
Match test taker's interests or personality to various occupations, not measuring aptitude.
Performance Appraisal
Formal assessment of worker performance against organizational standards, including KPIs and KRAs.
Performance Development
Assessment aimed at providing feedback to enhance performance, focusing on interventions like training.
Criteria Complexity
Deals with the complexity of evaluating employee performance, including contradictory dimensions like quality vs. quantity.
Rater Bias and Errors
Includes biases like the Horn Effect, Halo Effect, and errors like the Peter Principle in performance evaluations.
Peter Principle
Concept in management where individuals are promoted based on success in previous roles until they reach a level of incompetence.
Similar-to-Me Error
Bias where employees similar to the evaluator receive better ratings.
Primacy Effect
Rating based on first impressions or initial performance.
Recency Effect
Rating based on the most recent work performance.
Fundamental Attribution Error
Blaming dispositional factors for negative attributes without considering situational factors.
Self-Serving Bias
Evaluator attributes employee successes to themselves.
Self-Fulfilling Prophecy
Expectations of the evaluator influence employee performance.
Distributional Errors
Errors in rating everyone on the same scale regardless of performance.
Leniency Errors
Rating everyone favorably, not reflective of actual performance.
Recency Effect
Infrequent observation leading to memory inaccuracies.
Bias
Favoritism among employees influencing evaluations.
Rater Error Training
Training to avoid common rating errors.
Frame-of-Reference Training
Providing a common understanding of the rating task.
360 Degree Feedback
Using multiple perspectives for manager feedback.
Calibration Meetings
Reviewing ratings to cancel out individual biases.
Legally Defensible Performance Appraisal System
Six points to ensure fairness and legality in appraisals.
Objective Measures
Quantitative criteria for assessing performance.
Subjective Measures
Ratings by knowledgeable individuals about job performance.
Graphic Rating Scales
Common rating scale assessing various dimensions of performance.
Behavior-Focused Rating Forms
Assessing performance based on observable behaviors.
Training and Development
Planned efforts to help employees acquire job-related knowledge and skills.
Employee Orientation
Providing new employees with basic information about the firm.
Diversity Training
Programs to promote diversity, equity, and inclusion in the workplace.
Pre-Retirement Training
Seminars to prepare employees for retirement.
Learning Management System
Computer application for training program administration.
Training Needs Assessment
Process of evaluating the organization, individual employees, and employees’ tasks to determine necessary training.
Organizational Analysis
Evaluates organizational factors affecting training effectiveness, including goals, budget, and decision-makers' attitudes.
Task Analysis
Understanding job nature to design a training program equipping trainees with necessary skills.
Performance Analysis
Identifies performance gaps, determines training needs, and assesses performance deficiencies.
Demographic Analysis
Examines demographic profiles to tailor training programs for specific groups.
Learning Objectives
Measurable statements specifying what trainees should accomplish after training.
Components of a Learning Objective
Performance, Condition, and Standard elements defining what, how, and to what level trainees should perform.
Transfer of Training
Concept focusing on applying training in the work setting for effective learning.
Training Methods
Various approaches like Lecture, Case Study, Audio-Visual Instruction, Role Playing, Behavior Modeling, and On-The-Job Training.
Instructional Methods
Strategies like Feedback, Identical Elements, Overlearning, and General Principles affecting training transfer.
Mentorship
The more experienced individual provides career guidance, counseling, emotional support, and acts as a role model to the less experienced individual, going beyond technical skills transfer.
Executive Coaching
High-level executives are paired with a consultant from a third-party organization to improve performance, focusing on developing soon-to-be managers and executives, sometimes being directive.
Employee Career Development Programs
Systems offering career counseling, planning courses, and workshops to help employees manage their careers, set goals, and find jobs, including support for those facing layoffs.
Presentation Skills
Trainers should maintain eye contact, use gestures effectively, avoid reading presentations, engage participants, and tailor content to ensure trainees learn effectively.
Training Evaluation
A process to determine the effectiveness of training programs, including levels such as reactions, learning, behavior application, and results, using various methods like surveys, tests, and observations.
Employee Compensation
All forms of pay or rewards given to employees, including direct financial payments (wages, salaries) and indirect financial payments (benefits), with types like membership-based, job status-based, and performance-based rewards.
Reinforces status differences
Some reward systems can accentuate existing status gaps among employees.
Competency Based
Rewards employees based on their assessed skills and knowledge relevant to their job.
Skill-based Pay
Variation of competency-based rewards where higher pay is given for mastering measurable skills.
Performance-Based Rewards
Includes gainsharing, profit sharing, stock options, and ESOP to link rewards with performance.
Equity Theory of Motivation
Employees compare their inputs and outcomes to others, striving for fairness in pay.
Four Forms of Equity
External, internal, individual, and procedural equity influence perceptions of fairness in pay.
Comparable Worth
Aims to ensure equal pay for jobs of comparable value, addressing gender pay gap issues.
Wage and wage-related benefits
Governed by the Labor Code of the Philippines, including minimum wage, overtime, and premium pay.
Night Shift Differential
Additional pay for work done between 10pm to 6am, mandated by the government in the Philippines.
Service Charges
Recently mandated to be given entirely to employees, replacing the previous practice of sharing with employers.
Night Shift Differential (NSD)
An additional 10% to the regular wage for work done between 10pm to 6am.
Service Charges
100% of collected service charges must be given to all covered employees.
Exceptions to Coverage of Benefits
Categories exempted from benefits like Overtime, Premium, Holiday Pays, etc.
Service Incentive Leave (SIL)
Entitles employees with at least one year of service to five days of paid leave.
Parental Leaves
Maternity, paternity, solo parent, gynecological, and victims of violence leaves.
13th Month Pay
Mandatory payment to rank-and-file employees before December 24th.
Managerial vs
Distinction based on decision-making powers.
Separation Pay
Payable under authorized causes of termination as per the Labor Code.
Retirement Pay
Entitled to employees serving for at least 5 years, calculated based on years of service.
De Minimis Benefits
Small benefits exempt from taxes, limited to specific facilities or privileges.
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