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KEY TERMS of MGT501 - Human Resource Management
1. Human Resource Management
The staffing functions of the management process. Or
the policies and practices needed to carry out the
“people” or human resource aspects of a management
position, including recruiting, screening, training,
rewarding, and appraising etc.
Manager Individuals in an organization who direct the
activities of others. Member of
the organization performing the management function
Motivation: Motivation means to influence
performance of others and to redirect the
efforts in desirable direction by using different
motivational tools that can help
in fulfilling the mission of organization
Organization A systematic arrangement of people to
accomplish some specific purpose.
Competitive Advantage Any factor that allows an
organization to differentiate its product or service
from those of its competitors to increase market share.
Stakeholders All individuals and groups that are
directly or indirectly affected by an
organization’s decisions
Controlling: Specific activities are to set performance
standards that indicate progress toward long-term
goals
Decisional roles included those of entrepreneur,
disturbance handler, resource allocator, and negotiator
activities.
Disseminator is a conduit to transmit information to
organizational members
Disturbance handlers take corrective action in
response to unforeseen problems
Effectiveness: A measure of the appropriateness of the
goals chosen (are these the right goals?), and the
degree to which they are achieved
Efficiency measure of how well resources are used to
achieve a goal
Entrepreneur: managers initiate and oversee new
projects that will improve their organization’s
performance
Figurehead: duties that are ceremonial and symbolic
in nature
Informational roles included monitoring,
disseminating, and spokesperson activities
Interpersonal roles included figurehead, leadership,
and liaison activities
Leadership: hires, train, motivate, and discipline
employees
Leading: Leading is stimulating people to be high
performers It is directing, motivating, and
communicating
with employees, individually and in groups.
Liaison: contact outsiders who provide the manager
with information. These may be individuals or groups
inside or outside the organization.
Line manager: Authorized to direct the work of
subordinates—they’re always someone’s boss. In
addition,
line managers are in charge of accomplishing the
organization’s basic goals.
Management: Management is the process of working
with different resources to accomplish organizational
goals.
Manager: The member of the organization who
participates in the management process by planning,
organizing, leading, or controlling the organization's
resources
Monitor: collect information from organizations and
institutions outside their own
Negotiator role: discuss issues and bargain with other
units to gain advantages for their own unit
Organizing is assembling and coordinating the
human, financial, physical, informational, and other
resources
needed to achieve goals.
Planning: Planning is specifying the goals to be
achieved and deciding in advances the appropriate
actions taken to achieve those goals.
Resource allocators: responsible for allocating
human, physical, and monetary resources
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Spokesperson: represent the organization to outsiders
Staff manager: Authorized to assist and advise line
managers in accomplishing these basic goals.
Diverse Workforce: A diverse workforce refers to
two or more groups, each of whose members are
identifiable and distinguishable
Effectiveness: A measure of the appropriateness of the
goals chosen (are these the right goals?), and
the degree to which they are achieved
Efficiency: Efficiency is the ratio of outputs to inputs
Organization: Organization is a managed system
designed and operated to achieve a specific set of
objectives.
Stakeholders: Stakeholders are those who have
interests in the organization
Structure: Structure is the basic arrangement of
people in the organization.
Synergy: This concept states that the whole is greater
than the sum of its parts
System: A system is an entity with a purpose that has
interdependent parts
Task: This component can be defined as a mission or
purpose of the existence of organization
Organizational Behavior: OB is concerned
specifically with the actions of people at work
Cognitive component: The cognitive component
consists of a person’s beliefs, opinions, knowledge,
and information held by a person.
Skills & Abilities: Mental and physical capacities to
perform various tasks. This comes from
knowledge, learning, and experiences.
Personality: The unique combination of psychological
traits that describes a person. OR
behaviors or trends that influence other people.
Perceptions: Perception is the mental process to pay
attention selectively to some stimuli
and cues in our environment.
Attitudes: Attitudes are comprised of feelings, beliefs,
and behaviors.
Values: Basic convictions about what is right and
wrong.
Ethics: Rules and principles that define right and
wrong conduct.
Individuals: Individuals are important units of any
organization
Group: A group is defined as two or more interacting
and interdependent individuals who
come together to achieve particular objectives.
Team: A team is a mature group with highly
independent members who are completely committed
to a common goal
Role: A role refers to a set of expected behavior
patterns attributed to someone who occupies a given
position in a social unit.
Self Esteem: Self-esteem conveys people's feelings of
self-worth.
Brain Drain: the loss of intellectual property that
results when competitors lure away key employees.
Downsizing: Periodic reductions in a company's work
force to improve its bottom line-often called
downsizing
Ethics and Social Responsibility: Corporate social
responsibility refers to the extent to which companies
should and do channel resources toward improving one
or more segments of society other than the firm’s
owners or stockholders. Ethics is the bedrock of
socially responsible behavior.
Outsourcing Firms: The process of transferring
responsibility for an area of service and its objectives
to an
external provider
Restructuring: A number of firms are changing the
way the functions are performed. OR
Restructuring is the corporate management term for
the act of partially dismantling and reorganizing a
company
for the purpose of making it more efficient and
therefore more profitable. It generally involves selling
off
portions of the company and making severe staff
reductions
Re-engineering is the radical redesign of an
organization's processes, especially its business
processes. Rather than organizing a firm into
functional specialties (like production, accounting,
marketing, etc.) and looking at the tasks that each
function performs, we should, according to the
reengineering theory, be looking at complete processes
from materials acquisition, to production, to marketing
and distribution. The firm should be reengineered into
a series of processes.
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Affirmative Action: Steps that are taken for
eliminating the present effects of past discrimination
Cohesiveness: Refers to how tightly knit the group is
and the degree to which group members
perceive, interpret and act on their environment in
similar or mutually agreed upon ways
Corporate Culture The system of shared values,
beliefs, and habits within an organization that interacts
with the formal structure to produce behavioral norms
Mission: The organization’s continuing purpose or
reason for being.
Policies: A predetermined guide established to provide
direction in decision-making
The Labor Force: The labor force is a pool of
individuals external to the firm from which the
organization obtains its workers
Unions: Union is a group of employees who have
joined together for the purpose of dealing collectively
with their employer.
Authority: Authority is the right to make decisions, to
direct the work of others, and to give orders.
Executives: Executives are top-level managers, who
report directly to the corporation’s chief executive
officer
or the head of a major division.
Generalists: Generalists are people who perform tasks
in a wide variety of human resource-related areas. The
generalist is involved in several, or all, of the human
resource management functions.
Line Authority: Line authority entitles a manager to
direct the work of an employee.
Specialist: Specialist may be a human resource
executive, manager, or non-manager who typically is
concerned with only one of the functional areas of
human resource management.
Affirmative Action: An approach that an organization
with government contracts develops to demonstrate
that women or minorities are employed in proportion
to their representation in the firm’s relevant labor
market
Employment discrimination: To make an
employment decision, not on the basis of
legitimate job-related factors
Plans Plans are methods for achieving a desired result.
Simulation A technique for experimenting with a realworld
situation through a mathematical
model representing that situation. A model is an
abstraction of the real world.
Strategic planning is the process by which top
management determines overall organizational
purposes
and objectives and how they are to be achieved.
Layoffs At times, the firm has no choice but to
actually lay off part of its workforce.
Human Resource Information System: HRISs are
systems used to collect, record, and store, analyze, and
retrieve data concerning an organization's human
resources.
Job Analysis: Studying and under-standing jobs
through the process known as job analysis is a vital
part of any
HRM program
Job Specification: A job specification is a document
containing the minimum acceptable qualifications that
a
person should possess in order to perform a particular
job
Job Description: A job description is a written
statement of what the jobholder actually does, how he
or she
does it, and under what conditions the job is
performed.
Job Evaluation: It suggests about the relevant
importance of a particular job in organization.
Job Identification – contains the job title, the FLSA
status, date, and possible space to indicate who
approved
the description, the location of the job, the immediate
supervisor’s title, salary and/or pay scale.
Job Summary – should describe the general nature of
the job, and includes only its major functions or
activities.
Human resource planning (HRP): It is the process of
systematically reviewing human resource requirements
to ensure that the required number of employees, with
the required skills, is available when they are needed.
Recruitment: It is the process of attracting individuals
on a timely basis, in sufficient numbers and with
appropriate qualifications, and encouraging them to
apply for jobs with an organization.
Job Evaluation: It is used to evaluate the importance
of job by considering its contribution towards
achievements of the objectives of organization.
Advertising: A way of communicating the
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employment needs within the firm to the public
through media such as radio, newspaper, television,
industry publications, and the Internet.
Yield Ratios: Yield Ratios help organizations decide
how many employees to recruit for each job opening.
Internal Recruiting Sources: When job vacancies
exist, the first place that an organization should look
for
placement is within itself
Outsourcing: Outsourcing is the process of
transferring responsibility for an area of service and its
objectives to an external service provider instead of
internal employee.
Contingent Workers: It is also known as part-timers,
temporaries, and independent contractors, comprise the
fastest-growing segment of our economy.
Internships: A special form of recruiting that involves
placing a student in a temporary job.
Recruitment: Recruiting refers to the process of
attracting potential job applicants from the available
labor force.
Selection Process: Selection is the process of choosing
from a group of applicants those individuals best
suited
for a particular position.
Application Blank: Application blank is a formal
record of an individual’s application for employment
Standardization: Refers to the uniformity of the
procedures and conditions related to administering
tests. It is
necessary for all to take the test under conditions that
are as close to identical as possible.
Objectivity: Achieved when all individuals scoring a
given test obtain the same results.
Norms: Provide a frame of reference for comparing
applicants’ performance with that of others. A norm
reflects the distribution of scores obtained by many
people similar to the applicant being tested. The
prospective
employee’s test score is compared to the norm, and the
significance of the test score is determined.
Reliability: The extent to which a selection test
provides consistent results. If a test has low reliability,
its
validity as a predictor will also be low. To validate
reliability, a test must be verified.
Validity: The extent to which a test measures what it
purports to measure. If a test cannot indicate ability to
perform the job, it has no value as a predictor.
Snap Judgments: This is where the interviewer jumps
to a conclusion about the candidate during the first few
minutes of the interview.
Socialization: Teaching the corporate culture and
philosophies about how to do business
Socialization: In order to reduce the anxiety that new
employees may experience, attempts should be made
to
integrate the person into the informal organization.
Training: Training is a process whereby people
acquire capabilities to aid in the achievement of
organizational
goals. It involves planned learning activities designed
to improve an employee’s performance at her/his
current
job.
Corporate Culture: The firm’s culture reflects, in
effect, how we do things around here. This relates to
everything from the way employees dress to the way
they talk.
Training: The process of teaching new employees the
basic skills they need to perform their jobs.
Task analysis: A detailed study of a job to identify the
skills required so that an appropriate training program
may be instituted.
Performance analysis: Careful study of performance
to identify a deficiency and then correct it with new
equipment, a new employee, a training program, or
some other adjustment.
On-the-job training (OJT): Training a person to learn
a job while working at it.
Vestibule or simulated: Training employees on
special off-the-job equipment, as in
training airplane pilot training, whereby training costs
and hazards can be reduced.
Coaching/Mentoring: A method of on-the-job
training where an experienced worker, or
Method the trainee’s supervisor trains the employee.
Action Learning: A training technique by which
management trainees are allowed to work full-time
analyzing
and solving problems in other departments.
Case study method: A development method in which
the manager is presented with a written description of
an
organizational problem to diagnose and solve.
vu.ysapak.com
Business games: A development technique in which
teams of managers compete with one another by
making
computerized decisions regarding realistic but
simulated companies.
Behavior modeling: A training technique in which
trainees are first shown good management techniques
in a
film, are then asked to play roles in a simulated
situation, and are then given feedback and praise by
their
supervisor.
Learning organization: An organization skilled at
creating, acquiring, and transferring knowledge and at
modifying its behavior to reflect new knowledge and
insights.
http://ping.fm/xKQRX
1. Human Resource Management
The staffing functions of the management process. Or
the policies and practices needed to carry out the
“people” or human resource aspects of a management
position, including recruiting, screening, training,
rewarding, and appraising etc.
Manager Individuals in an organization who direct the
activities of others. Member of
the organization performing the management function
Motivation: Motivation means to influence
performance of others and to redirect the
efforts in desirable direction by using different
motivational tools that can help
in fulfilling the mission of organization
Organization A systematic arrangement of people to
accomplish some specific purpose.
Competitive Advantage Any factor that allows an
organization to differentiate its product or service
from those of its competitors to increase market share.
Stakeholders All individuals and groups that are
directly or indirectly affected by an
organization’s decisions
Controlling: Specific activities are to set performance
standards that indicate progress toward long-term
goals
Decisional roles included those of entrepreneur,
disturbance handler, resource allocator, and negotiator
activities.
Disseminator is a conduit to transmit information to
organizational members
Disturbance handlers take corrective action in
response to unforeseen problems
Effectiveness: A measure of the appropriateness of the
goals chosen (are these the right goals?), and the
degree to which they are achieved
Efficiency measure of how well resources are used to
achieve a goal
Entrepreneur: managers initiate and oversee new
projects that will improve their organization’s
performance
Figurehead: duties that are ceremonial and symbolic
in nature
Informational roles included monitoring,
disseminating, and spokesperson activities
Interpersonal roles included figurehead, leadership,
and liaison activities
Leadership: hires, train, motivate, and discipline
employees
Leading: Leading is stimulating people to be high
performers It is directing, motivating, and
communicating
with employees, individually and in groups.
Liaison: contact outsiders who provide the manager
with information. These may be individuals or groups
inside or outside the organization.
Line manager: Authorized to direct the work of
subordinates—they’re always someone’s boss. In
addition,
line managers are in charge of accomplishing the
organization’s basic goals.
Management: Management is the process of working
with different resources to accomplish organizational
goals.
Manager: The member of the organization who
participates in the management process by planning,
organizing, leading, or controlling the organization's
resources
Monitor: collect information from organizations and
institutions outside their own
Negotiator role: discuss issues and bargain with other
units to gain advantages for their own unit
Organizing is assembling and coordinating the
human, financial, physical, informational, and other
resources
needed to achieve goals.
Planning: Planning is specifying the goals to be
achieved and deciding in advances the appropriate
actions taken to achieve those goals.
Resource allocators: responsible for allocating
human, physical, and monetary resources
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Spokesperson: represent the organization to outsiders
Staff manager: Authorized to assist and advise line
managers in accomplishing these basic goals.
Diverse Workforce: A diverse workforce refers to
two or more groups, each of whose members are
identifiable and distinguishable
Effectiveness: A measure of the appropriateness of the
goals chosen (are these the right goals?), and
the degree to which they are achieved
Efficiency: Efficiency is the ratio of outputs to inputs
Organization: Organization is a managed system
designed and operated to achieve a specific set of
objectives.
Stakeholders: Stakeholders are those who have
interests in the organization
Structure: Structure is the basic arrangement of
people in the organization.
Synergy: This concept states that the whole is greater
than the sum of its parts
System: A system is an entity with a purpose that has
interdependent parts
Task: This component can be defined as a mission or
purpose of the existence of organization
Organizational Behavior: OB is concerned
specifically with the actions of people at work
Cognitive component: The cognitive component
consists of a person’s beliefs, opinions, knowledge,
and information held by a person.
Skills & Abilities: Mental and physical capacities to
perform various tasks. This comes from
knowledge, learning, and experiences.
Personality: The unique combination of psychological
traits that describes a person. OR
behaviors or trends that influence other people.
Perceptions: Perception is the mental process to pay
attention selectively to some stimuli
and cues in our environment.
Attitudes: Attitudes are comprised of feelings, beliefs,
and behaviors.
Values: Basic convictions about what is right and
wrong.
Ethics: Rules and principles that define right and
wrong conduct.
Individuals: Individuals are important units of any
organization
Group: A group is defined as two or more interacting
and interdependent individuals who
come together to achieve particular objectives.
Team: A team is a mature group with highly
independent members who are completely committed
to a common goal
Role: A role refers to a set of expected behavior
patterns attributed to someone who occupies a given
position in a social unit.
Self Esteem: Self-esteem conveys people's feelings of
self-worth.
Brain Drain: the loss of intellectual property that
results when competitors lure away key employees.
Downsizing: Periodic reductions in a company's work
force to improve its bottom line-often called
downsizing
Ethics and Social Responsibility: Corporate social
responsibility refers to the extent to which companies
should and do channel resources toward improving one
or more segments of society other than the firm’s
owners or stockholders. Ethics is the bedrock of
socially responsible behavior.
Outsourcing Firms: The process of transferring
responsibility for an area of service and its objectives
to an
external provider
Restructuring: A number of firms are changing the
way the functions are performed. OR
Restructuring is the corporate management term for
the act of partially dismantling and reorganizing a
company
for the purpose of making it more efficient and
therefore more profitable. It generally involves selling
off
portions of the company and making severe staff
reductions
Re-engineering is the radical redesign of an
organization's processes, especially its business
processes. Rather than organizing a firm into
functional specialties (like production, accounting,
marketing, etc.) and looking at the tasks that each
function performs, we should, according to the
reengineering theory, be looking at complete processes
from materials acquisition, to production, to marketing
and distribution. The firm should be reengineered into
a series of processes.
vu.ysapak.com
Affirmative Action: Steps that are taken for
eliminating the present effects of past discrimination
Cohesiveness: Refers to how tightly knit the group is
and the degree to which group members
perceive, interpret and act on their environment in
similar or mutually agreed upon ways
Corporate Culture The system of shared values,
beliefs, and habits within an organization that interacts
with the formal structure to produce behavioral norms
Mission: The organization’s continuing purpose or
reason for being.
Policies: A predetermined guide established to provide
direction in decision-making
The Labor Force: The labor force is a pool of
individuals external to the firm from which the
organization obtains its workers
Unions: Union is a group of employees who have
joined together for the purpose of dealing collectively
with their employer.
Authority: Authority is the right to make decisions, to
direct the work of others, and to give orders.
Executives: Executives are top-level managers, who
report directly to the corporation’s chief executive
officer
or the head of a major division.
Generalists: Generalists are people who perform tasks
in a wide variety of human resource-related areas. The
generalist is involved in several, or all, of the human
resource management functions.
Line Authority: Line authority entitles a manager to
direct the work of an employee.
Specialist: Specialist may be a human resource
executive, manager, or non-manager who typically is
concerned with only one of the functional areas of
human resource management.
Affirmative Action: An approach that an organization
with government contracts develops to demonstrate
that women or minorities are employed in proportion
to their representation in the firm’s relevant labor
market
Employment discrimination: To make an
employment decision, not on the basis of
legitimate job-related factors
Plans Plans are methods for achieving a desired result.
Simulation A technique for experimenting with a realworld
situation through a mathematical
model representing that situation. A model is an
abstraction of the real world.
Strategic planning is the process by which top
management determines overall organizational
purposes
and objectives and how they are to be achieved.
Layoffs At times, the firm has no choice but to
actually lay off part of its workforce.
Human Resource Information System: HRISs are
systems used to collect, record, and store, analyze, and
retrieve data concerning an organization's human
resources.
Job Analysis: Studying and under-standing jobs
through the process known as job analysis is a vital
part of any
HRM program
Job Specification: A job specification is a document
containing the minimum acceptable qualifications that
a
person should possess in order to perform a particular
job
Job Description: A job description is a written
statement of what the jobholder actually does, how he
or she
does it, and under what conditions the job is
performed.
Job Evaluation: It suggests about the relevant
importance of a particular job in organization.
Job Identification – contains the job title, the FLSA
status, date, and possible space to indicate who
approved
the description, the location of the job, the immediate
supervisor’s title, salary and/or pay scale.
Job Summary – should describe the general nature of
the job, and includes only its major functions or
activities.
Human resource planning (HRP): It is the process of
systematically reviewing human resource requirements
to ensure that the required number of employees, with
the required skills, is available when they are needed.
Recruitment: It is the process of attracting individuals
on a timely basis, in sufficient numbers and with
appropriate qualifications, and encouraging them to
apply for jobs with an organization.
Job Evaluation: It is used to evaluate the importance
of job by considering its contribution towards
achievements of the objectives of organization.
Advertising: A way of communicating the
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employment needs within the firm to the public
through media such as radio, newspaper, television,
industry publications, and the Internet.
Yield Ratios: Yield Ratios help organizations decide
how many employees to recruit for each job opening.
Internal Recruiting Sources: When job vacancies
exist, the first place that an organization should look
for
placement is within itself
Outsourcing: Outsourcing is the process of
transferring responsibility for an area of service and its
objectives to an external service provider instead of
internal employee.
Contingent Workers: It is also known as part-timers,
temporaries, and independent contractors, comprise the
fastest-growing segment of our economy.
Internships: A special form of recruiting that involves
placing a student in a temporary job.
Recruitment: Recruiting refers to the process of
attracting potential job applicants from the available
labor force.
Selection Process: Selection is the process of choosing
from a group of applicants those individuals best
suited
for a particular position.
Application Blank: Application blank is a formal
record of an individual’s application for employment
Standardization: Refers to the uniformity of the
procedures and conditions related to administering
tests. It is
necessary for all to take the test under conditions that
are as close to identical as possible.
Objectivity: Achieved when all individuals scoring a
given test obtain the same results.
Norms: Provide a frame of reference for comparing
applicants’ performance with that of others. A norm
reflects the distribution of scores obtained by many
people similar to the applicant being tested. The
prospective
employee’s test score is compared to the norm, and the
significance of the test score is determined.
Reliability: The extent to which a selection test
provides consistent results. If a test has low reliability,
its
validity as a predictor will also be low. To validate
reliability, a test must be verified.
Validity: The extent to which a test measures what it
purports to measure. If a test cannot indicate ability to
perform the job, it has no value as a predictor.
Snap Judgments: This is where the interviewer jumps
to a conclusion about the candidate during the first few
minutes of the interview.
Socialization: Teaching the corporate culture and
philosophies about how to do business
Socialization: In order to reduce the anxiety that new
employees may experience, attempts should be made
to
integrate the person into the informal organization.
Training: Training is a process whereby people
acquire capabilities to aid in the achievement of
organizational
goals. It involves planned learning activities designed
to improve an employee’s performance at her/his
current
job.
Corporate Culture: The firm’s culture reflects, in
effect, how we do things around here. This relates to
everything from the way employees dress to the way
they talk.
Training: The process of teaching new employees the
basic skills they need to perform their jobs.
Task analysis: A detailed study of a job to identify the
skills required so that an appropriate training program
may be instituted.
Performance analysis: Careful study of performance
to identify a deficiency and then correct it with new
equipment, a new employee, a training program, or
some other adjustment.
On-the-job training (OJT): Training a person to learn
a job while working at it.
Vestibule or simulated: Training employees on
special off-the-job equipment, as in
training airplane pilot training, whereby training costs
and hazards can be reduced.
Coaching/Mentoring: A method of on-the-job
training where an experienced worker, or
Method the trainee’s supervisor trains the employee.
Action Learning: A training technique by which
management trainees are allowed to work full-time
analyzing
and solving problems in other departments.
Case study method: A development method in which
the manager is presented with a written description of
an
organizational problem to diagnose and solve.
vu.ysapak.com
Business games: A development technique in which
teams of managers compete with one another by
making
computerized decisions regarding realistic but
simulated companies.
Behavior modeling: A training technique in which
trainees are first shown good management techniques
in a
film, are then asked to play roles in a simulated
situation, and are then given feedback and praise by
their
supervisor.
Learning organization: An organization skilled at
creating, acquiring, and transferring knowledge and at
modifying its behavior to reflect new knowledge and
insights.
http://ping.fm/xKQRX