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HRM (Fach) / Key Terms CH 12 (Lektion)

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• high-performance work Work practices that lead to both high individual and high organizational performance
• human resource management process Activities necessary for staffing the organization and sustaining high employee performance
• labor union An organization that represents workers and seeks to protect their interests through collective bargaining
• affirmative action Programs that enhance the organizational status of members of protected groups
• human resource planning ensuring that the organization has teh right number and kinds of capable poeple in the right places and at the right times
• job analysis Job description, Job specification, Job evaluation. An assessment that defines jobs and the behaviors necessary to perform them
• job description A written statement that describes the job
• job specification A statement of the minimum qualifications that a person must possess to perform a given job successfully
• recruitment Locating, identifying, and attracting capable applicants
• decruitment Reducing an organization´s workforce
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• selection Screening job applicants to ensure that the most appropriate candidate are hired
• validity The proven relationship that exists between a selection device and some relevant job criterion
• reliability The ability of a selection device to measure the same thing consistently
• work sampling A type of job tryout in which applicants perform a task or set of tasks that are central to it
• assessment centers Evaluating managerial potential through job simulation activities
• realistic job preview (RJP) A preview of a job that provides both positive and negative information about the job and the company
• orientation Introducing a new employee to his or her job and the organization
• performance management system Establishes performance standards that are used to evaluate employee performance
• written essay Appraising performance through a written description
• critical incidents Appraising performance using a rating scale on a set of performance factors
• behaviorally anchored rating scales (BARS) Appraising performance using a rating scale on examples of actual job behavior
• multiperson comparisons Appraising performance by comparing it with others´ performance
• 360 degree feedback Appraising performance by using feedback from supervisors, employees and co-workers
• skill-based pay A pay system that rewards employees for the job skills they can demonstrate
• variable pay A pay system in which an individual´s compensation is contingent on performance
• career A sequence of positions held by a person during his or her lifetime
• downsizing The planned elimination of jobs in an organization
• sexual harassment Any unwanted action or activity of sexual nature that explicitly or implicitly affects an individual´s employment, performance, or work environment
• family-friendly benefits Benefits which accommodate employees´ needs for work-life balance.
• Human Resource Management Definition A managerial perspective which argues the need to establish an integrated series of personnel policies to support organizational strategy
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• Four main activities staffing, retention, development, adjustment
• Line vs. HR Manager Line Manager Department level Management of own staff Day-to-day operations   Technical knowledge of activities   Working conditions of staff   HR Manager   Organizational level   Specialist expertise and advice   Implementation of policy   HR strategy
• Environmental Factors Affecting HRM Labor union (organization protect interests of workers)   Collective bargaining agreement (wage, hours and working conditions)
• Recruitment process The process of locating, identifying, and attracting capable applicants
• The selection interview In accordance with the behavioral interview method:   STAR S = Situation   T = Task   A = Action   R = Result
• 4 types of selection interviews One-to-one / panel interviews   Relaxed / pressure interviews   Non-directive / structured interviews   Critical incident / situational interviews
• Problems with interviews The expectancy effect   The self-fulfilling prophecy effect   The stereotyping effect   The prototyping effect    The HALO effect   The personal liking effect   The temporal extension effect
• Major external influences on international HRM Type of government   State of the economy   Generally accepted business-practices   Educational system
• ILO – International Labor Organization Global program on decent work
• Performance management Making performance measurable
• The employee performance management process 5 stages 1. Planning 2. Monitoring 3. Developing 4. Rating 5. Rewarding
• Coaching your employees: 7 steps for coaching 1. Express performance standards and review past performance 2. Describe the areas of performance that the employee must improve 3. Ask for the employee's view on why performance does not meet standards 4. Discuss possible solutions for the problem 5. Agree to a written action plan 6. Have the employee commit to the action plan 7. Follow-up / provide feedback

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