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human resource management
activities that managers engage in to attract and retain employees and to ensure that they perform at a high level
strategic human resource management
managers design the components of an HRM system to be consistent with each other, with other elements of ORGANIZATIONAL ARCHITECTURE, and with the organization's STRATEGY
equal employment opportunity
equal right of all citizens to the opportunity to obtain employment regardless of their demographics
activities that managers engage in to develop a pool of qualified candidates for open positions
when managers determine the relative qualifications of job applicants and their potential for performing well in a particular job
human resource planning
activities that managers engage in to forecast their current and future needs for human resource
using outside suppliers and manufactures to produce good and services
identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job
a job change that entails no major changes in responsibility or authority
realistic job preview
an honest assessment of the advantages and disadvantages of a job and organization
degree to which a tool or test measures the same thing each time it is used
degree to which a tool or test measures what it purports to measure
teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers
building the knowledge and skills of organizational members so that they are prepared to take on new responsibilities and challenges
assessment of which employees need training or development and what type of skills or knowledge they need to acquire
training that takes place in the work setting as employees perform their job tasks
evaluation of employees job performance and contributions to their organization
process through which managers share performance appraisal information with subordinates, give subordinates an opportunity to reflect on their own performance, and develop plans for the future
appraisal that is based on facts and is likely to be numerical
appraisal that is based on perceptions of traits, behaviors, or results
performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager's performance
appraisal conducted at a set time during the year and based on performance dimensions and measures that were specified in advance
an unscheduled appraisal of ongoing progress and areas for improvement
relative position of an organization's pay incentives in comparison with organization's in the same industry
arrangement of jobs into categories reflecting their relative importance to the organization and its goals, levels of skills required, and other characteristics
cafeteria-style benefit plan
plan from which employees can choose the benefits they want
activities that managers engage in to ensure that they have effective working relationships with the labor unions that represent their employees interests
negotiations between labor unions and managers to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security
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