Term 4/5ths rule:

Definition

Rule stating that discrimination generally is considered to occur if the selection rate for a protected group is less than 80% (4/5ths) of the selection rate for the majority group or less than 80% of the groups representation in the rele ant la!or mar"et $n agreement in %hich a percentage of an employees pay is %ithheld and in ested in a ta& deferred account 'easuring an employees performance against some esta!lished standards

40#(") plan: $!solute standards $ccept errors $ction learning $cti e practice: $djecti e rating scales $d erse impact $d erse selection $d erse selection: $ffirmati e action $ffirmati e action plan ($$.): $ffirmati e action: $gency shop

$ccepting candidates %ho %ould later pro e to !e poor performers

$ training techni(ue !y %hich management trainees are allo%ed to %or" full time analy)ing and sol ing pro!lems in other departments *he performance of jo!+related tas"s and duties !y trainees during training

$ performance appraisal method that lists a num!er of traits and a range of performance for each

*he o erall impact of employer practices that result in significantly higher percentages of mem!ers of minorities and other protected groups !eing rejected for employment placement, or promotion $ situation in fle&i!le !enefits administration %here those in greatest need of a particular !enefit choose that !enefit more often than the a erage employee -ituation in %hich only higher+ris" employees select and use certain !enefits

-teps that are ta"en for the purpose of eliminating the present effects of past discrimination

/ormal document that an employer compiles annually for su!mission to enforcement agencies

.rocess in %hich employers identify pro!lem areas, set goals, and ta"e positi e steps to enhance opportunities for protected+class mem!ers $ form of union security in %hich employees %ho do not !elong to the union must still pay union dues on the assumption that union efforts !enefit all %or"ers

$l!emarle .aper 0ompany 1 'oody $lternatio n ran"ing method $pathy $pplicant pool: $pplicant populatio n: $pplicatio n form $ppraisal inter ie% $pprentic eship $r!itratio n: $r!itratio n: $ssessme nt center: $ttitude sur ey: $ttri!utio n theory $ttrition $uthority

-upreme 0ourt case in %hich it %as ruled that the alidity of jo! tests must !e documented and that employee performance standards must !e unam!iguous

Ran"ing employees from !est to %orst on a particular trait

-ignificant dysfunction tension resulting in no effort !eing made $ll persons %ho are actually e aluated for selection

$ su!set of the la!or force population that is a aila!le for selection using a particular recruiting approach

*he from that pro ides information on education, prior %or" record, and s"ills

$n inter ie% in %hich the super isor and su!ordinate re ie% the appraisal and ma"e plans to remedy deficiencies and reinforce strengths $ time 2 typically t%o to fi e years 2 %hen an indi idual is considering to !e training to learn a s"ill

.rocess that uses a neutral third party to ma"e a decision

.rocess that uses a neutral third party to ma"e a decision

$ collection of instruments and e&ercises designed to diagnose indi iduals de elopment needs

3ne that focuses on employees feelings and !eliefs a!out their jo!s and the organi)ation

$ theory of performance e aluation !ased on the perception of %ho is in control of an employees performance $ process %here!y the jo!s of incum!ents %ho lea e for any reason %ill not !e filled *he right to ma"e decisions, direct others %or", and gi e orders

$utonom y $utonom y: $ aila!ili ty analysis: 4a!y !oomers 4a!y !usters 4ac"grou nd in estigati on 4argainin g unit: 4ase pay: 4eha ior modeling

*he freedom and independence in ol ed in doing ones jo!

*he e&tent of indi idual freedom and discretion in the %or" and its scheduling

$n analysis that identifies the num!er of protected+class mem!ers a aila!le to %or" in the appropriated la!or mar"ets in gi en jo!s

*hose indi iduals !orn !et%een #546 and #564

*hose indi iduals !orn in #565 and years after1 3ften referred to as generation 7ers

*he process of erifying information jo! candidates pro ide

8mployees eligi!le to select a single union to represent and !argain collecti ely for them

*he !asic compensation an employee recei es, usually as a %age or salary $ training techni(ue in %hich trainees are first sho%n good management techni(ues in a film, are then as"ed to play roles in a simulated situation, and are then gi en feed!ac" and praise !y their super isor 0opying someone elses !eha ior

4eha ior modeling: 4eha iora l inter ie%: 4eha iora l rating approach: 4eha iora l symptoms 4eha iora lly $nchored

9nter ie% in %hich applicants gi e specific e&amples of ho% they ha e performed a certain tas" or handled a pro!lem in the past

$ssesses an employees !eha iors instead of other characteristics

-ymptoms of stress characteri)ed !y decreased producti ity, increased a!senteeism and turno er, and increased smo"ing and alcohol/su!stance consumption

$ performance appraisal techni(ue that generates critical incidents and de elops !eha ioral dimensions of performance1 *he e aluator appraises !eha iors rather than traits

Rating -cales (4$R-) 4enchmar " jo!: 4enchmar "ing: 4enefit: :o! found in many organi)ations and performed !y se eral indi iduals %ho ha e similar duties that are relati ely sta!le and re(uire similar ;-$s 0omparing specific measures of performance against data on those measures in other <!est practice= organi)ations $n indirect re%ard gi en to an employee or group of employees as a part of organi)ational mem!ership 9ndirect compensation gi en to an employee or group of employees as a part of organi)ational mem!ership $ comprehensi e loo" at all aspects of !enefits

4enefit:

4enefits needs analysis: 4lind+!o& ad 4lue 0ross 4lue -hield 4ona fide occupatio nal (ualificati on (4/3>): 4onus: 4oycott 4road!an ding: 4ulletin !oard 4urnout

$n ad ertisement in %hich there is no identification of the ad ertising organi)ation

$ health insurer concerned %ith the hospital side of health insurance

$ health insurer concerned %ith the pro ider side of health insurance

0haracteristic pro iding a legitimate reason %hy an employer can e&clude persons on other%ise illegal !asis of consideration

$ one+time payment that does not !ecome part of the employees !ase pay *he com!ined refusal !y employees and other interested parties to !y or se the employers products .ractice of using fe%er pay grades ha ing !roader ranger than in traditional compensation systems

$ means a company uses to post information of interest to its employees

*he total depletion of physical and mental resources caused !y e&cessi e stri ing to reach an

unrealistic %or"+related goal 4usiness agent: 4usiness necessity: 0areer stages 0areer: 0ase study method 0entral tendency 0entral tendency 0entral tendency error: 0hange agent 0hec"list: 0itation $ fulltime union official %ho operates the union office and assists union mem!ers

$ practice necessary for safe and efficient organi)ational operations

$n indi iduals career mo es through fi e stages: e&ploration, esta!lishment, mid+career, late+ career, and decline *he series of %or"+related positions a person occupies throughout life $ de elopment method in %hich the manager is presented %ith a %ritten description of an organi)ational pro!lem to diagnose and sol e

$ tendency to rate all employees the same %ay, such as rating them all a erage

*he tendency of a rater to gi e a erage ratings

Rating all employees in a narro% range in the middle of the rating scale

9ndi iduals responsi!le for fostering the change effort, and assisting employees in adapting to the changes .erformance appraisal tool that uses a list of statements or %ords that are chec"ed !y raters -ummons informing employers and employees of the regulations and standards that ha e !een iolated in the %or"place Replace 8&ecuti e 3rder ##45# as the !asic la% go erning la!or relations for federal employees

0i il -er ice Reform $ct 0lassificat ion method 0layton $ct

'ethod of jo! e aluation that focuses on creating common jo! grades !ased on s"ills, "no%ledge, and a!ilities

?a!or legislation that attempted to limit the use of injunctions against union acti ities

0losed shop: 0oaching 0oaching: 0ogniti e a!ility tests: 0ollecti e !argainin g: 0ollege placement s 0ommissi on: 0ommuni cations programs 0ompara! le %orth 0ompa+ ratio: 0ompensa !le factor: 0ompensa tion committee : 0ompensa tory time off: 0ompeten cies:

$ firm that re(uires indi iduals to join a union !efore they can !e hired

$ de elopment acti ity in %hich a manager ta"es an acti e role in guiding another manager *raining and feed!ac" gi en to employees !y immediate super isors *est that measure an indi iduals thin"ing, memory, reasoning, and er!al and mathematical a!ilities

.rocess %here!y representati es of management and %or"ers negotiate o er %ages, hours, and other terms and conditions of employment

$n e&ternal search process focusing recruiting efforts on a college campus

0ompensation computed as a percentage of sales in units or dollars

@R' programs designed to pro ide information to employees

*he concept !y %hich %omen %ho are usually paid less than men can claim that men in compara!le rather than strictly e(ual jo!s are paid more .ay le el di ided !y the midpoint of the pay range

9dentifies a jo! alue commonly present throughout a group of jo!s

$ su!group of the !oard of directors composed of directors %ho are not officers of the firm

@ours gi en in lieu of payment for e&tra time %or"ed

4asic characteristics that can !e lin"ed to enhanced performance !y indi iduals or teams

0ompetiti e ad antage 0omplain t procedure 0omplain t: 0ompress ed %or"%ee" : 0onciliati on: 0oncurren t alidity: 0onstraint s on recruiting efforts 0onstruct alidity: 0onstructi e discharge: 0ontent alidity: 0ontinuo us process impro em ent 0ontract administra tion 0ontractu al rights:

*he !asis for superiority o er competitors and thus for hoping to claim certain customers

$ formali)ed procedure in an organi)ation through %hich an employee see"s resolution of a %or" pro!lem

9ndication of employee dissatisfaction

3ne in %hich a full %ee"s %or" is accomplished in fe%er than fi e days

.rocess !y %hich a third party attempts to "eep union and management negotiators tal"ing so that they can reach a oluntary settlement 'easured %hen an employer tests current employees and correlates the scores %ith their performance ratings /actors that can affect ma&imi)ing outcome is recruiting

Aalidity sho%ing a relationship !et%een an a!stract characteristic and jo! performance

3ccurs %hen an employer deli!erately ma"es conditions intolera!le in an attempt to get an employee to (uit

Aalidity measured !y use of a logical, nonstatistical method to identify the ;-$s and other characteristics necessary to perform a jo! $ total (uality management concept %here!y %or"ers continue to%ard #00 percent effecti eness on the jo!

9mplementing, interpreting, and monitoring the negotiated agreement !et%een la!or and management

Rights !ased on a specific contractual agreement !et%een employer and employee

0ontrast error: 0ontri!ut ory plan: 0ontrolle d e&perimen tation 0ontrollin g 0o+ payment: 0ore competen cy: 0ore+plus plans 0orrelatio n coefficien t: 0orrelatio n coefficien ts 0ost+ !enefit analysis: 0raft union: 0riterion+ related alidity: 0ritical incident appraisal

*endency to rate people relati e to others rather than against performance

.ension plan in %hich the money for pension !enefits is paid in !y !oth employees and employers

/ormal method for testing the effecti eness of a training program, prefera!le %ith !efore+and+after tests and a control group

$ management function concerned %ith monitoring acti ities

8mployees payment of a portion of the cost of !oth insurance premiums and medical care

$ uni(ue capa!ility that creates high alue and that differentiates the organi)ation from its competition

$ fle&i!le !enefits program %here!y employees are pro ided core !enefit co erage and then are permitted to !uy additional !enefits from a menu 9nde& num!er gi ing the relationship !et%een a predictor and a criterion aria!le

$ statistical procedure sho%ing the strength of the relationship !et%een ones test score and jo! performance

0omparison of costs and !enefits associated %ith training

3ne %hose mem!ers do one type of %or", often using speciali)ed s"ills and training

Aalidity measured !y a procedure that uses a test as the predictor of ho% %ell an indi idual %ill perform on the jo!

$ performance appraisal method that focuses on the "ey !eha iors that ma"e the difference !et%een doing a jo! effecti ely or ineffecti ely

0ritical incident method 0ultural en ironm ents 0umulati e trauma disorders (0*Bs): 0ut score Ba is+ 4acon $ct Becentrali )ed %or" sites Becertific ation: Becline phase Befined+ !enefit plan: Befined+ contri!uti on plan: Belegatio n Bepri ati on Be elopm ent:

;eeping a record of uncommonly food or undesira!le e&amples of an employees %or"+related !eha ior and re ie%ing it %ith the employee at predetermined times

*he attitudes and perspecti es shared !y indi iduals from specific countries that shape their !eha ior and ho% they ie% the %orld

'uscle and s"eletal injuries that occur %hen %or"ers respecti ely use the same muscles to perform tas"s

$ point at %hich applicants scoring !elo% that point are rejected $ la% passed in #5C# that sets %age rates for la!orers employed !y contractors %or"ing for the federal go ernment

Dor" sites that e&ist a%ay from an organi)ations facilities

.rocess %here!y a union is remo ed as the representati e of a group of employees

*he final stage in ones career, usually mar"ed !y retirement

3ne in %hich an employee is promised a pension amount !ased on age and ser ice

3ne in %hich the employer ma"es an annual payment to an employees pension account

$ management acti ity in %hich acti ities are assigned to indi iduals at lo%er le els in the organi)ation $ state of ha ing an unfulfilled need

8fforts to impro e employees a!ility to handle a ariety of assignments

Biary method Bictionar y of 3ccupatio nal *itles Bifferenti al piece+ rate system: Bifferenti al alidity Bisa!led person: Biscipline : Bisparate impact: Bisparate treatment: Bistri!uti e !argainin g Bistri!uti e justice: Bistri!uti e justice: Bi ersity: Bi ersity: Bocument ation Bo%nsi)i

$ jo! analysis method re(uiring jo! incum!ents to record their daily acti ities

$ go ernment pu!lication that lists more than C0,000 jo!s

$ system in %hich employees are paid one piece+rate %age for units produced up to a standard output and a higher piece+rate %age for units produced o er the standard

$ special type of alidation %here!y a cut score is lo%er due to !ias in the test

-omeone %ho has a physical or mental impairment that su!stantially limits life acti ities, %ho has record of such an impairment, or %ho is regarded as ha ing such an impairment /orm of training that enforces organi)ational rules

3ccurs %hen su!stantial under representation of protected+class mem!ers results from employment decisions that %or" to their disad antage -ituation that e&ists %hen protected+class mem!ers are treated differently from others

$ competiti e, confrontational !argaining strategy

*he percei ed fairness in the distri!ution of outcomes

.ercei ed fairness in the distri!ution of outcomes

*he differences among people *he differences among people Esed as a record of the performance appraisal process outcomes

$n acti ity in an organi)ation aimed at creating greater efficiency !y eliminating certain jo!s

ng Bra%: Brug+free Dor"plac e $ct Bue process: Buty: Bysfuncti onal tension 8arly retirement 8conomic stri"e 8conomic alue added (8A$): 8ffort+ performan ce relationshi p 8+ learning: 8mployee assistance program: 8mployee !enefits 8mployee counselin g $n amount ad anced from and repaid to future commissions earned ! the employee Re(uires specific go ernment+related groups to ensure that their %or"place is drug free

'eans used for indi iduals to e&plain and defend their actions against charges or discipline

$ larger %or" segment composed of se eral tas"s that are performed !y an indi idual *ension that leads to negati e stress

$ do%nsi)ing effort %here!y employees close to retirement are gi en some incenti e to lea e the company earlier than e&pected $n impasse that results from la!or and managements a!ility to agree on the %ages, hours, terms, and conditions of a <ne%= contract $ firms net operating profit after the cost of capital is deducted

*he li"elihood that putting forth the effort %ill lead to successful performance on the jo!

*he use of the 9nternet or an organi)ational intranet to conduct training on+line

3ne that pro ides counseling and other help to employees ha ing emotional, physical, or other personal pro!lems

'em!ership+!ased, nonfinancial re%ards offered to attract and "eep employees

$ process %here!y employees are guided in o ercoming performance pro!lems

8mployee de elopm ent 8mployee hand!oo" 8mployee leasing 8mployee monitorin g 8mployee referrals 8mployee Retiremen t 9ncome -ecurity $ct 8mployee rights 8mployee stoc" o%nership plan (8-3.): 8mployee training 8mploym ent <test=: 8mploym ent contract: 8mploym ent legislation

/uture+oriented training, focusing on the personal gro%th of the employee

$ !oo"let descri!ing the important aspects of employment an employee needs to "no%

@iring <temporary= employees for long periods of time

$n acti ity %here!y the company is a!le to "eep informed of its employees acti ities

$ recommendation from a current employee regarding a jo! applicant

?a% passed in #5F4 designed to protect employee retirement !enefits

$ collecti e term dealing %ith aried employee protection practices in an organi)ation

$ plan %here!y employees gain stoc" o%nership in the organi)ation for %hich they %or"

.resent+oriented training, focusing on indi iduals current jo!s

$ny employment procedure used as the !asis for ma"ing an employment+related decision

$greement that formally outlines the details of employment

?a%s that directly affect the hiring, firing, and promotion of indi iduals

8mploym ent+at+%ill (8$D): 8ncapsula ted de elopm ent: 8ncounter stage 8n ironm ental influences 8n ironm ental scanning: 8(ual employm ent opportunit y (883): 8(ual .ay $ct 8(uity: 8(uity: 8rgonomi cs: 8ssay appraisal 8ssential jo! functions: 8ssential jo! functions: 8sta!lish

$ common la% doctrine stating that employers ha e the right to hire, fire, demote, of promote %home er they choose, unless there is a la% or contract to the contrary

-ituation in %hich an indi idual learns ne% methods and ideas in a de elopment course and returns to a %or" unit that is still !ound !y old attitudes and methods

*he sociali)ation stage %here indi iduals confront the possi!le dichotomy !et%een their organi)ational e&pectations and reality *hose factors outside the organi)ation tat directly affect @R' operations

.rocess of studying the en ironment of the organi)ation to pinpoint opportunities and threats

9ndi iduals should ha e e(ual treatment in all employment+related actions

.assed in #56C, this act re(uires e(ual pay for e(ual %or"

*he percei ed fairness of %hat the person does compared %ith %hat the person recei es *he percei ed fairness !et%een %hat a person does and %hat the person recei es *he study and design of the %or" en ironment to address physiological and physical demands on indi iduals $ performance appraisal method %here!y an appraiser %rites a narrati e a!out the employee

/undamental duties of a jo!

/undamental duties of a jo!

$ career stage in %hich one !egins to search for %or"1 9t includes getting ones first jo!

ment phase 8&ecuti e 3rder #0588 8&ecuti e 3rder ##45# 8&empt employee s: 8&it inter ie%: 8&patriate s 8&ploratio n phase 8&ternal dimension 8&tinction 8&tranet: $ffirmed the right of federal employees to join unions and granted restricted !argaining rights to these employees

Besigned to ma"e federal la!or relations more li"e those in the pri ate sector1 $lso esta!lished the /ederal ?a!or Relations 0ouncil

8mployees to %hom employers are not re(uired to pay o ertime under the /air ?a!or -tandards $ct

$n inter ie% in %hich indi iduals are as"ed to identify reasons for lea ing the organi)ation

9ndi iduals %ho %or" in a country in %hich they are not citi)ens of that country

$ career stage that usually ends in ones mid+t%enties as one ma"es the transition form school to %or" *e o!jecti e progression of steps through a gi en occupation

*he elimination of any reinforcement that maintains !eha ior $n 9nternet+lin"ed net%or" that allo%s employees access to information pro ided !y e&ternal entities $ neutral third+party indi idual %ho conducts a hearing to gather e idence and testimony from the parties regarding the differences !et%een them $ method of jo! analysis in %hich jo! factors are compared to determine the %orth of the jo!

/act+ finder /actor compariso n method /air 0redit Reporting $ct

Re(uires an employer to notify jo! candidates of its intent to chec" into their credit

/air ?a!or -tandards $ct /amily and 'edical ?ea e $ct /amily+ friendly !enefits /amily+ friendly organi)ati on /ederal agency guidelines /ederal 'ediation and 0onciliati on -er ice /ederatio n: /eed!ac": /le&i!le !enefits plan: /le&i!le spending account: /le&i!le spending accounts /le&i!le staffing:

.assed in #5C8, this act esta!lished la%s outlining minimum %age, o ertime pay, and ma&imum hour re(uirements for most E1-1 %or"ers

/ederal legislation that pro ides employees up to t%el e %ee"s of unpaid lea e each year to care for family mem!ers, or for their o%n medical reasons

/le&i!le !enefits that are supporti e of caring for ones family

3rgani)ations that pro ide !enefits that support employees caring for their families

Guidelines issued !y federal agencies charged %ith ensuring compliance %ith e(ual employment federal legislation e&plaining recommended employer procedures in detail

$ go ernment agency that assists la!or and management in settling their disputes

Group of autonomous national and international unions

*he amount of information recei ed a!out ho% %ell or ho% poorly one has performed 3ne that allo%s employees to select the !enefits the prefer from groups of !enefits esta!lished !y the employer

$ccount that allo%s employees to contri!ute preta& dollars to !y additional !enefits

-pecial !enefits accounts that allo% the employee to set aside money on a preta& !asis to pay for certain !enefits

Ese of recruiting sources and %or"ers %ho are not traditional employees

/le&time:

-cheduling arrangement in %hich employees %or" a set num!er of hours per day !y ary starting and ending times -imilar to grading on a cur eH predetermined percentages of ratees are place in arious performance categories

/orced distri!utio n method /orced distri!utio n: /orced+ choice appraisal /orecastin g: /unctiona l tension Gainshari ng: Garnishm ent: Glass ceiling: Glo!al illage Golden parachute: Good faith !argainin g Good faith effort strategy Graphic rating

.erformance appraisal method in %hich ratings of employees performance are distri!uted along a !ell+shaped cur e

$ type of performance appraisal method in %hich the rater must choose !et%een t%o specific statements a!out an employees %or" !eha ior

Ese of information from the past and present to identify e&pected future conditions

.ositi e tension that creates the energy for an indi idual to act

*he sharing %ith employees of greater+then+e&pected gains in profits and/or producti ity

$ court action in %hich a portion of an employees %ages is set aside to pay a de!t o%ed a creditor

Biscriminatory practices that ha e pre ented %omen and other protected+class mem!ers from ad ancing to e&ecuti e+le el jo!s *he production and mar"eting of goods and ser ices %orld%ide

$ se erance !enefit that pro ides protection and security to e&ecuti es in the e ent that they lose their jo!s or their firms are ac(uired !y other firms $ term that means !oth parties are communicating and negotiating and that proposals are !eing matched %ith counterproposals %ith !oth parties ma"ing e ery reasona!le effort to arri e at agreements1 9t does not mean that either party is compelled to agree to a proposal

8mployment strategy aimed at changing practices that ha e contri!uted in the past to e&cluding or underutili)ing protected groups

$ scale that lists a num!er of traits and a range of performance for each1 *he employee is then rated

scale Graphic rating scale: Grapholo gy Green+ circled employee: Grie ance ar!itration : Grie ance procedure s: Grie ance : Griggs 1 *he Bu"e .o%er 0ompany 0ase Group inter ie% method Group order ran"ing Guarantee d fair treatment @alo effect: @a%thorn e studies

!y identifying the score that !est descri!es his or her le el of performance for each trait $ scale that allo%s the rater to mar" an employees performance on a continuum

@and%riting analysis

$n incum!ent %ho is paid !elo% the range set for the jo!

'eans !y %hich a third party settles disputes arising from different interpretations of a la!or contract

/ormal channels of communications used to resol e grie ances

0omplaint formally stated in %riting

@eard !y the -upreme 0ourt in %hich the plaintiff argued that his employers re(uirement that coal handlers !e high school graduates %as unfairly discriminatory1 9n finding for the plaintiff, the court ruled that discrimination need not !e o ert to !e illegal, that employment practices must !e related to jo! performance, and that the !urden of proof is on the employer to sho% that hiring standards are jo! related 'eeting %ith a num!er of employees to collecti ely determine %hat their jo!s entail

$ relati e standard of performance characteri)ed as placing employees into a particular classification, such as the <top one+fifth=

8mployer programs that are aimed at ensuring that all employees are treated fairly, generally !y pro iding formali)ed %ell+documented, and highly pu!lici)ed ehicles through %hich employees can appeal any eligi!le issues Rating a person high on all items !ecause of performance in one area

$ series of studies that pro ided ne% insights into group !eha ior

@a)ard communi cation standard @ealth 'aintena nce $ct @ealth maintenan ce organi)ati on (@'3): @ealth promotion : @ealth: @olland ocational preference s @onesty tests @ost+ country national @ostile en ironm ent: @ot+sto e rule @R audit: @R generalist: @R research:

Re(uires organi)ations to communicate to its employees ha)ardous chemicals they may encounter on the jo! and ho% to deal %ith them safely

8sta!lished the re(uirement that companies offering traditional health insurance to its employees must also offer alternati e health+care options

'anaged care plan that pro ides ser ices for a fi&ed period on a prepaid !asis

$ supporti e approach to facilitate and encourage employees to enhance healthy actions and lifestyles

$ general state of physical, mental, and emotional %ell+!eing $n indi idual occupational personality as it relates to ocational themes

$ speciali)ed paper and pencil test designed to assess ones honesty

@iring a citi)en for the host country to perform certain jo!s in the glo!al illage

-e&ual harassment %here an indi iduals %or" performance or psychological %ell+!eing is unreasona!ly affected !y intimidating or offensi e %or"ing conditions

Biscipline should !e immediate, pro ide ample %arning, !e consistent, and impersonal

$ formal research effort that e aluates the current state of @R management in an organi)ation $ person %ith responsi!ility for performing a ariety of @R acti ities

*he analysis of data from @R records to determine the effecti eness of past and present @R practices

@R specialist: @R strategies: @uman resource informati on system (@R9-): @uman resource planning: @uman resources in entory @uman Resources managem ent: 9llegal issues: 9mmediat e confirmati on: 9mminent danger 9mpasse 9mplied employm ent contract 9mpressio n managem ent 9'.R3-

$ person %ith in+depth "no%ledge and e&pertise in a limited area of @R

'eans used to anticipate and manage the supply of and demand for human resources

$n integrated system designed pro iding information used in @R decision ma"ing

.rocess of analy)ing and identifying the need for and a aila!ility of human resources so that the organi)ation can meet its o!jecti es

Bescri!es the s"ills that are a aila!le %ithin the organi)ation

*he design of formal systems in an organi)ation to ensure effecti e and efficient use of human talent to accomplish organi)ational goals

0ollecti e !argaining issues that %ould re(uire either party to ta"e illegal action

*he concept that people learn !est if reinforcement and feed!ac" is gi en after training

$ condition %here an accident is a!out to occur

$ situation %here la!or and management cannot reach a satisfactory agreement $ny organi)ational guarantee or promise a!out jo! security

9nfluencing performance e aluations !y portraying an image that is desired !y the appraiser

$ special type of incenti e plan using a specific mathematical formula for determining employee

@$R8 9ncenti e plan 9ncident rate 9ndepende nt contractor s: 9ndi idual performan ce+ organi)ati onal goal relationshi p 9ndi idual retirement account (9R$): 9ndi idual +centered career planning: 9ndustrial union: 9nformal training: 9n+house de elopm ent centers 9nsu!ordi nation 9ntegrated disa!ility managem ent

!onuses $ plan in %hich a production standard is set for a specific %or" group, and its mem!ers are paid incenti es if the group e&ceeds the production standard Ium!er of injuries, illnesses, or lost %or"days as it relates to a common !ase of #00 fulltime employees Dor"ers %ho perform specific ser ices on a contract !asis

*he li"elihood that successful performance on the jo! %ill lead to the attainment of organi)ational goals

$ special account in %hich an employee can set aside funds that %ill not !e ta&ed until the employee retires

0areer planning that focuses on indi iduals careers rather than on organi)ational needs

3ne that includes many persons %or"ing in the same industry or company, regardless of jo!s held

*raining that occurs through interactions and feed!ac" among employees

$ company+!ased method for e&posing prospecti e manager to realistic e&ercises to de elop impro ed management s"ills

Dillful disregard or diso!edience of the !osss authority or legitimate orderH critici)ing the !oss in pu!lic $ !enefit that com!ines disa!ility insurance programs and efforts to reduce %or"ers compensation claims

program: 9ntegrati e !argainin g 9nterest ar!itration 9ntranet: :o! analysis: :o! criteria: :o! descriptio n :o! design: :o! enlargeme nt: :o! enrichmen t :o! e aluation : :o! instructio n training :o! posting: :o! rotation: $ cooperati e strategy in %hich a common goal is the focus of negotiations

$n impasse resolution techni(ue used to settle contract negotiation disputes

$n organi)ational net%or" that operates o er the 9nternet -ystematic %ay to gather and analy)e information a!out the content, conte&t, and the human re(uirements of jo!s 9mportant elements in a gi en jo!

9dentification of the tas"s, duties, and responsi!ilities of a jo!

3rgani)ing tas"s, duties, and responsi!ilities into a producti e unit of %or"

4roadening the scope of a jo! !y e&panding the num!er of different tas"s to !e performed

9ncreasing the depth of a jo! !y adding the responsi!ility for planning, organi)ing, controlling, and e aluating

*he systematic determination of the relati e %orth of jo!s %ithin an organi)ation

$ systematic approach to 3:* consisting of four !asic steps

$ system in %hich the employer pro ides notices of jo! openings and employees respond to apply

*he process of shifting a person from jo! to jo!

:o! rotation: :o! satisfactio n: :o! specificati ons: :o!:

*he process of shifting an employee from jo! to jo!

$ positi e emotional state resulting from e aluating ones jo! e&perience

*he "no%ledge, s"ills, and a!ilities (;-$s) and indi idual needs to perform a jo! satisfactorily

Grouping of tas"s, duties, and responsi!ilities that constitutes the total %or" assignment for employees /our dimensions of personality matched to %or" en ironments

:ungian personalit y typology :ust cause: ;aroshi ;eogh plan: ?a!or force populatio n: ?a!or mar"ets: ?andrum+ Griffin $ct ?ate+ career phase ?eading ?earning cur e

Reasona!le justification for ta"ing employment+related action

$ :apanese term meaning death fro o er%or"ing $ type of indi iduali)ed pension plan for self+employed indi iduals

$ll indi iduals %ho are a aila!le for selection if all possi!le recruitment strategies are used

*he e&ternal supply pool from %hich organi)ations attract employees

*he la% aimed at protecting union mem!ers from possi!le %rongdoing on the part of their unions

$ career stage in %hich indi iduals are no longer learning a!out their jo!s, nor is it e&pected that they should !e trying to outdo le els of performance from pre ious years

$ management function concerned %ith directing the %or" of others Bepicts the rate of learning

?earning organi)ati on ?egislatin g lo e ?eniency error ?ine manager ?oc" out/tag out regulation s: ?oc"out ?oc"out

$n organi)ation <s"illed at creating, ac(uiring, and transferring "no%ledge and at modifying its !eha ior to reflect ne% "no%ledge and insights

0ompany guidelines on ho% personal relationships may e&ist at %or"

$ means !y %hich performance appraisal can !e distorted !y e aluating employees against ones o%n alue system $ manager %ho is authori)ed to direct the %or" of su!ordinates and responsi!le for accomplishing the organi)ations goals Re(uirements that loc"s and tags !e used to ma"e e(uipment inoperati e for repair or adjustment

$ refusal !y the employer to pro ide opportunities to %or" $ situation in la!or+management negotiations %here!y management pre ents union mem!ers from returning to %or" -hutdo%n of company operations underta"en !y management to pre ent union mem!ers from %or"ing $ one+time payment of all or part of a yearly pay increase

?oc"out:

?ump+ sum increase (?-9): 'anaged care: 'anagem ent assessmen t centers 'anagem ent !y o!jecti es ('43):

$pproaches that monitor and reduce medical costs using restrictions and mar"et system alternati es

$ situation in %hich management candidates are as"ed to ma"e decisions in hypothetical situations and are scored on their performance1 9t usually also in ol es testing and the use of management games

-pecifies the performance goals that an indi idual and her or his manager agree to try to attain %ithin an appropriate length of time

'anagem ent de elopm ent 'anagem ent rights 'anagem ent rights: 'anagem ent thought 'andated !enefits: 'andator y issues: 'arginal functions: 'ar"et line: 'arshall 1 4arlo%, 9nc 'assed practice: 'ature %or"ers 'aturity cur e: 'cBonne ll+Bouglas 0orp 1 Green 'ediation :

$ny attempt to impro e current or future management performance !y imparting "no%ledge, changing attitudes, or increasing s"ills

9tems that are not part of contract negotiations, such as ho% to run the company, or ho% much to charge for products *hose rights reser ed to the employer to manage, direct, and control its !usiness

8arly theories of management that promoted todays @R' operations

3nes that employers in the E- must pro ide to employees !y la%

0ollecti e !argaining issues identified specifically !y la!or la%s or court decisions as a su!ject to !argaining Buties that are part of a jo! !ut are incidental or ancillary to the purpose and nature of a jo!

*he line on a graph sho%ing the relationship !et%een jo! alue, as determined !y jo! e aluation points and pay sur ey rates -upreme 0ourt case that stated an employer could refuse an 3-@$ inspection unless 3-@$ had a search %arrant to enter the premises

*he performance of all of the practice at once

*hose %or"ers !orn !efore #546

0ur e that depicts the relationship !et%een e&perience and pay rates

$ four+part test used to determine if discrimination has occurred

.rocess !y %hich a third party assists negotiators in reaching a settlement

'ediation : 'em!ers hip+!ased re%ards 'entoring : 'erit pay 'erit .ay (merit raise) 'etamorp hosis stage 'id+ career phase 'ission statement 'odular plans 'oti atin g potential score 'oti atio n: Iational emergenc y stri"e: Iational emergenc y stri"es Iational 9nstitute

.rocess !y %hich a third party assists negotiators in reaching a settlement

Re%ards that o to all employees regardless of performance

$ relationship in %hich e&perienced managers aid indi iduals in the earlier stages of their careers

$n increase in ones pay, usually gi e on an annual !asis $ny salary increase a%arded to an employee !ased on his or her indi idual performance

*he sociali)ation stage %here!y the ne% employee must %or" out inconsistencies disco ered during the encounter stage

$ career stage mar"ed !y a continuous impro ement in performance, le eling off in performance or the !eginning of deterioration of performance

*he reason an organi)ation is in !usiness

$ fle&i!le !enefit system %here!y employees choose a pre+designed pac"age of !enefits

$ predicti e inde& suggesting the moti ation potential of a jo!

*he desire %ithin a person causing that person to act

$ stri"e that %ould impact the notional economy significantly

-tri"es that might <imperil the national health and safety=

*he go ernment agency that researches and sets 3-@$ standards

for 3ccupatio nal -afety and @ealth (I93-@) Iational ?a!or Relations 4oard (I?R4) Iegati e reinforce ment Iepotism: I?R4 1 4ildisco J 4ildisco Ion+ compete agreement : Ion+ contri!uto ry plan: Iondirect i e inter ie%: Ion+ e&empt employee s: Iorms Iorris+ ?aGuardi a $ct Iorris+ ?aGuardi *he agency created !y the Dagner $ct to in estigate unfair la!or practice charges ad to pro ide for secret+!allot elections and majority rule in determining %hether or not a firms employees %ant a union

$n unpleasant re%ard

.ractice of allo%ing relati es to %or" for the same employer Epheld the premise that a company could file for !an"ruptcy to ha e a la!or contract nullified

$greement that prohi!its an indi idual %ho lea e the organi)ation from competing %ith the employer in the same line of !usiness for a specified period of time

.ension plan in %hich all the funds for pension !enefits are pro ided !y the employer

9nter ie% that uses (uestions that are de eloped from the ans%ers to pre ious (uestions

8mployees %ho must !e paid o ertime under the /air ?a!or -tandards $ct

*ells group mem!ers %hat they ought or ought not do in certain circumstances *his la% mar"ed the !eginning of the era of strong encouragement of unions and guaranteed to each employee the right to !argain collecti ely <free from interference, restraint, of coercion=

?a!or la% act that set the stage for permitting indi iduals full freedom to designate a representati e

a $ct 3!ser ati on method 3ccupatio nal -afety and @ealth $ct 3ccupatio nal -afety and @ealth $ct 3m!udsm an: 3pen shop: 3perant conditioni ng 3pinion sur eys 3rgani)ati onal commitm ent: 3rgani)ati onal culture: 3rgani)ati onal culture: 3rgani)ati onal de elopm ent (3B)

of their choosing to negotiate terms and conditions of employment $ jo! analysis techni(ue in %hich data are gathered !y %atching employees %or"

*he la% passed !y 0ongress in #5F0 <to assure so far as possi!le e ery %or"ing man and %oman in the nation safe and healthful %or"ing conditions and to preser e our human resources

-et standards to ensure safe and healthful %or"ing conditions and pro ided stiff penalties for iolators

.erson outside the normal chain of command %ho acts as a pro!lem sol er for !oth management and employees Dor"ers are not re(uired to join or pay dues

$ type of conditioning in %hich !eha ior lead to a re%ard or pre ents punishment

0ommunication de ices that use (uestionnaires to regularly as" employees their opinions a!out the company, management, and %or" life *he degree to %hich employees !elie e in and accept organi)ational goals and desire to remain %ith the organi)ation

*he shared alues and !eliefs of a %or"force

*he shared alues and !eliefs of a %or"force

$ method aimed at changing the attitudes, alues, and !eliefs of employees so that employees can impro e the organi)ation

3rgani)ati on+ centered career planning: 3rientatio n: 3utdoor training 3utplace ment 3utplace ment counselin g .aid time+ off (.*3) plan: .aired compariso n .aired compariso n method .anel inter ie%: .articipati e managem ent .ay compressi on .ay e(uity:

0areer planning that focuses on jo!s and on identifying career paths that pro ide for the logical progression of people !et%een jo!s in an organi)ation

*he planned introduction of ne% employees to their jo!s, co+%or"ers, and the organi)ation

-peciali)ed training that occurs outdoors that focuses on !uilding self+confidence and team%or"

$ process %here!y an organi)ation assists employees, especially those !eing se ered from the organi)ation, in o!taining employment $ systematic process !y %hich a terminated person is trained and counseled in the techni(ues of self+appraisal and securing a ne% position

.lan that com!ines all sic" lea e, acation time, and holidays into a total num!er of hours or days that employees can ta"e off %ith pay

Ran"ing indi iduals performance !y counting the num!er of times any one indi idual is the preferred mem!er %hen compared %ith all other employees

Ran"ing employees !y ma"ing a chart of all possi!le pairs of the employees for each trait and indicating %hich is the !etter employee of the pair

9nter ie% in %hich se eral inter ie%ers inter ie% the candidate at the same time

$ management concept gi ing employees more control o er the day+to+day acti ities on their jo!

: -ituation in %hich pay differences among indi iduals %ith different le els of e&perience and performance in the organi)ation !ecomes small

-imilarity in pay for jo!s re(uiring compara!le le els of "no%ledge, s"ill, and a!ility, e en if actual jo! duties differ significantly

.ay e(uity: .ay grade: .ay sur ey: .ay+for+ performan ce .eer e aluation .eer orientatio n .eer re ie% panel: .ension 4enefit Guaranty 0orporati on .ension plans: .erforma nce analysis .erforma nce appraisal: .erforma nce consulting : .erforma nce managem

-imilarity in pay for all jo!s re(uiring compara!le le els of "no%ledge, s"ills, and a!ilities, e en if actual duties and mar"et rates differ significantly $ grouping of indi idual jo!s ha ing appro&imately the same jo! %orth

$ collection of data on compensation rates for %or"ers performing similar jo!s in other organi)ations Re%arding employees !ased on their performance

$ performance e aluation situation in %hich co%or"ers pro ide input into the employees performance 0o%or"er assistance in orienting ne% employees

$ panel of employees hear appeals from disciplined employees and ma"e recommendations or decisions

*he organi)ation that lays claim to corporate assets to pay or fund inade(uate pension programs

Retirement !enefits esta!lished and funded !y employers and employees

Aerifying that there is a performance deficiency and determining %hether that deficiency should !e rectified through training or through some other means (such as transferring the employee)

*he process of e aluating ho% %ell employees perform their jo!s %hen compared to a set of standards, and then communicating that information to employees

$ process in %hich a trainer and the organi)ational client %or" together to !oost %or"place performance in support of !usiness goals

.rocesses used to identify, encourage, measure, e aluate, impro e, and re%ard employee performance

ent systems: .erforma nce simulatio n test .erforma nce standards: .erforma nce standards: .erforma nce: .ermissi e issues: .er(uisite s (per"s): .erson+ jo! fit: .ersonnel replaceme nt charts .erson+ organi)ati on fit: .hased retirement : .hysical a!ility tests: .hysiolog ical symptoms Dor" sampling and assessment centers focusing on actual jo! acti ities

9ndicators of %hat the jo! accomplishes and ho% performance is measured in "ey areas of the jo! description

8&pected le els of performance

Dhat an employee does or does not do

0ollecti e !argaining issues that are not mandatory !ut relate to certain jo!s

-pecial !enefits 2 usually noncash items 2 for e&ecuti es

'atching the ;-$s of people %ith the characteristics of jo!s

0ompany records sho%ing present performance and promota!ility of inside candidates for the most important positions

*he congruence !et%een indi iduals and organi)ational factors

$pproach in %hich employees reduce their %or"loads and pay

*ests that measure indi idual a!ilities such as strength, endurance, and muscular mo ement

0haracteristics of stress that manifest themsel es as increased heart and !reathing rates, higher !lood pressure, and headaches

.lacement : .lant 0losing 4ill .lant closing la% .lant+ %ide incenti es .lateauing .oint method .olicies: .orta!ilit y: .osition $nalysis >uestionn aire .ositi e Reinforce ment .ost+ training performan ce method .rearri al stage .redicti e alidity: .referred pro ider organi)ati

/itting a person to the right jo!

$lso "no%n as D$RI, re(uires employers to gi e si&ty days ad anced notice of pending plant closings or major layoff

*he Dor"er $djustment and Retraining Iotification $ct, %hich re(uires notifying employees in the e ent an employer decides to close its facility

$n incenti e system that re%ard all mem!ers of the plant !ased on ho% %ell the entire group performed

$ condition of stagnating in ones current jo! 4rea"ing do%n jo!s !ased on identifia!le criteria and the degree to %hich these criteria e&ist on the jo! General guidelines that focus organi)ational actions $ pension plan feature that allo%s employees to mo e their pension !enefits from one employer to another $ jo! analysis techni(ue that rates jo!s on #54 elements 9 si& acti ity categories

.ro iding a pleasant response to an indi iduals actions

8 aluating training programs !ased on ho% ell employees can perform their jo!s after they ha e recei ed the training

*he sociali)ation process stage that recogni)es indi iduals arri e in an organi)ation %ith a set of organi)ational alues, attitudes, and e&pectations 'easured %hen test results of applicants are compared %ith su!se(uent jo! performance

$ healthcare pro ider that contracts %ith an employer group to pro ide healthcare ser ices to employees at a competiti e rate

on (..3): .regnancy Biscrimin ation $ct (.B$) .re+post training performan ce method .re+post training performan ce %ith control group .reretirem ent counselin g .rimacy effect: .rimary research: .ri acy $ct .rocedura l justice: .rocedura l justice: .rocedure s: .roductio n cells: .roducti i ty: $n amendment to *itle A99 of the 0i il Rights $ct that prohi!its se& discrimination !ased on <pregnancy, child!irth, or related medical conditions=

8 aluating training programs !ased the difference in performance !efore and after one recei es training

8 aluating training !y comparing pre+ and post training results %ith indi iduals %ho did not recei e the training

8mployer+sponsored counseling aimed at pro iding information to ease the passage of employees into retirement

9nformation recei ed first gets the most %eight

Research method in %hich data are gathered firsthand for the specific project !eing conducted

Re(uires federal go ernment agencies to ma"e a aila!le information in an indi iduals personnel file *he percei ed fairness of the process and procedures used to ma"e decisions a!out employees

.ercei ed fairness of the process used to ma"e decisions a!out employees

0ustomary methods of handling acti ities

Groupings of %or"ers %ho produce entire products or components

$ measure of the (uantity and (uality of %or" done, considering the cost of the resources used

.rofit sharing: .rogram med instructio n .rotected class: .sycholog ical contract: .sycholog ical symptoms .sychomo tor tests: .u!lic policy iolation >ualificat ions in entorie s >uality circle: >uid pro (uo: >uota strategy Rail%ay ?a!or $ct Ran"ing method

$ system to distri!ute a portion of the profits of the organi)ation to employees

'aterial is learned in highly organi)ed, logical se(uence, that re(uires the indi idual to respond

9ndi iduals %ithin a group identified for protection under e(ual employment la%s and regulation

*he un%ritten e&pectations employees and employers ha e a!out the nature of their %or" relationships

0haracteristics of stress that manifest themsel es as tension, an&iety, irrita!ility, !oredom, and procrastination

*est that measure de&terity hand+eye coordination, arm+hand steadiness, and other factors

.rohi!iting the termination of an employee for refusing to o!ey an order the employee considered illegal

'anual or computeri)ed systematic records listing employees education, career and de elopment interests, languages, special s"ills, and so on to !e used in forecasting inside candidates for promotion

-mall group of employees %ho monitor producti ity and (uality and suggest solutions to pro!lems

-e&ual harassment in %hich employment outcomes are lin"ed to the indi idual granting se&ual fa ors 8mployment strategy aimed at mandating the same results as the food faith effort strategy through specific hiring and promotion restrictions .ro ided the initial impetus to %idespread collecti e !argaining

*he simplest method of jo! e aluation that in ol es ran"ing each jo! relati e to all other jo!s, usually !ased on o erall difficulty

Ran"ing method Ran"ing: Rater !ias: Ratificatio n: Realistic jo! pre ie% Realistic jo! pre ie% (R:.): Reasona!l e accommo dation: Recruiting : Red+ circled employee: Reduced %or" hours Reenginee ring Regency effect: Reinforce ment: Reject errors

Rating employees from highest to lo%est

?isting of all employees from highest to lo%est in performance 8rror that occurs %hen a raters alues or prejudices distort the rating

.rocess !y %hich union mem!er ote to accept the terms of a negotiated la!or agreement

$ selection de ice that allo%s jo! candidate to learn negati e as %ell as positi e information a!out the jo! and organi)ation

*he process through %hich a jo! applicant recei es an accurate picture of a jo!

$ modification or adjustment to a jo! or %or" en ironment for a (ualified indi idual %ith a disa!ility

*he process of generating a pool of (ualified applicants for organi)ational jo!s

$n incum!ent %ho is paid a!o e the range set for the jo!

$ do%nsi)ing concept %here!y employees %or" fe%er than forty hours and are paid accordingly

Radical, (uantum change in an organi)ation

8rror in %hich the rater gi es greater %eight to recent e ents %hen appraising an indi iduals performance .eople tend to repeat responses that gi e them some type of positi e re%ard and a oid actions associated %ith negati e conse(uences Rejecting candidates %ho %ould later perform successfully

Relati e standards Relia!ility : Replacem ent charts Represent ation certificati on Represent ation decertifica tion Responsi! ilities: Responsi! ilities: Restricted policy Retaliatio n: Return on in estmen t (R39): Re erse discrimina tion: Right to pri acy: Rights: Rightsi)in g

8 aluating an employees performance !y comparing the employee %ith other employees

0onsistency %ith %hich a test measures an item

@R' organi)ational charts indicating positions that may !ecome acant in the near future and the indi iduals %ho may fill the acancy *he election process %here!y union mem!ers ote in an union as their representati e

*he election process %here!y union mem!ers ote in a union as their representati e

3!ligations to perform certain tas"s and duties

3!ligations to !e accounta!le for actions

$n @R' policy that results in the e&clusion of a class of indi iduals

.uniti e actions ta"en !y employers against indi iduals %ho e&ercise their legal rights

0alculation sho%ing the alue of e&penditures for @R acti ities

Dhen a person is denied an opportunity !ecause of preferences gi en to protected+class indi iduals %ho may !e less (ualified

Befined for indi iduals as the freedom from unauthori)ed and unreasona!le intrusion into personal affairs *hat %hich !elongs to a person !y la%, nature, or tradition ?in"ing employee needs to organi)ational strategy

Right+to+ sue letter: Right+to+ %or" la%s: Roles Rules: -a!!atical lea e: -afety: -alaries: -alary sur ey

$ letter issued !y the 8830 that notifies a complainant that he or she has 50 days in %hich to file a personal suit in federal court -tate la%s that prohi!it re(uiring employees to join unions as a condition of o!taining or continuing employment

4eha iors that jo! incum!ents are e&pected to display -pecific guidelines that regulate and restrict the !eha ior of indi iduals .aid time off the jo! to de elop and reju enate oneself

0ondition in %hich the physical %ell+!eing of people is protected 0onsistent payments made each period regardless of num!er of hours %or"ed $ sur ey aimed at determining pre ailing %age rates1 $ good salary sur ey pro ides specific %age rates for specific jo!s1 /ormal %ritten (uestionnaire sur eys are the most comprehensi e, !ut telephone sur eys and ne%spaper ads are also sources of information .ractice in %hich unions hire and pay people to apply for jo!s at certain companies $n incenti e plan de eloped in #5CF !y :oseph -canlon and designed to encourage cooperation, in ol ement and sharing of !enefits $n organi)ation+%ide incenti e program focusing on cooperation !et%een management and employees through sharing pro!lems, goals and ideas $ set of principles designed to enhance %or"er producti ity

-alting: -canlon plan -canlon plan -cientific managem ent -econdary research: -ecurity audit: -ecurity: -election criteria:

Research method using data already gathered !y others and reported in !oo"s, articles in professional journals, or other sources $ comprehensi e re ie% of organi)ational security

.rotection of employees and organi)ational facilities 0haracteristic that a person must ha e to do a jo! successfully

-election rate: -election: -elf+ directed %or" team: -elf+ efficacy: -eniority: -ensiti it y training -eparatio n agreement : -erious health condition: -e erance pay: -e&ual harassmen t: -hamroc" team: -hared ser ices -ic" !uilding -imilarity error -imulated

*he percentage hire from a gi en group of candidates

.rocess of choosing indi iduals %ho ha e needed (ualifications to fill jo!s in an organi)ation 3ne composed of indi iduals assigned a cluster of tas"s, duties, and responsi!ilities to !e accomplished

$ persons !elief that he/she can successfully learn the training program content

*ime spent in the organi)ation or on a particular jo! $ method for increasing employees insights into their o%n !eha ior !y candid discussions in groups led y special trainer $greement in %hich a terminated employee agrees not to sue the employer in e&change for specified !enefits

$ heath condition re(uiring inpatient, hospital, hospice, or residential medical care or continuing physician care

$ security !enefit oluntarily offered !y employers to employees %ho lose their jo!s

$ction that are se&ually directed, are un%anted, and su!ject the %or"er to ad erse employment conditions or crate a hostile %or" en ironment

3ne composed of a core of mem!ers, resource e&perts %ho join the team as appropriate, and part+ time/temporary mem!ers as needed -haring @R' acti ities among geographically dispersed di isions

$n unhealthy %or" en ironment

8 aluating employees !ased on the %ay an e aluator percei es himself or herself

*raining employees on special off+the+jo! e(uipment, and in airplane pilot training, %here!y

training -imulatio n: -imulatio ns -ituationa l inter ie% -ituationa l inter ie%: -"ill deficienci es -"ill ariety -"ill ariety: -ocial learning theory -ociali)ati on -pa of control -paced practice: -pea" upK programs -pecial+ purpose team: -taff

training costs and ha)ards can !e reduced $ de elopment techni(ue that re(uires participants to analy)e a situation and decide the !est course of action !ased on the data gi en $ny artificial en ironment that attempts to closely mirror and actual condition

-tructured inter ie% %ere (uestions related directly to actual %or" acti ities

$ structured inter ie% composed of (uestions a!out ho% applicants might handle specific jo! situations

*he lac"ing of !asic a!ilities to perform many of todays jo!s

$ situation in %hich jo!s re(uire a num!er of s"ills

*he e&tent to %hich the %or" re(uires se eral different acti ities for successful completion

*heory of learning that ie%s learning occurring through o!ser ation and direct e&perience

$ process of adaptation that ta"es place as indi iduals attempt to learn the alues and norms of %or" roles *he num!er of employees a super isor con effecti ely and efficiently direct

-e eral practice sessions spaced o er a period of hours or days

0ommunications programs that allo% employees to register (uestions, concerns, ad complaints a!out %or"+related matters 3rgani)ational team formed to address specific pro!lems, impro e %or" processes, and enhance product and ser ice (uality

$ manager %ho assists and ad ises line mangers

manager -tatutory rights: -toc" option: -traight piece+rate system: -trategic goals -trategic human resource managem ent: -tress Rights !ased on la%s

$ plan that gi es an indi idual the right to !uy stoc" in a company, usually at a fi&ed price for a period of time $ pay system in %hich %ages are determined !y multiplying the num!er of units produced !y the piece rate for one unit

3rgani)ation+%ide goals setting direction for the ne&t fi e to t%enty years

3rgani)ational use of employees to gain or "eep a competiti e ad antage against competitors

$ dynamic condition in %hich an indi idual is confronted %ith an opportunity, constraint, or demand related to %hat he or she desires and for %hich the outcome is percei ed to !e !oth uncertain and important $n inter ie% designed to see ho% the applicants handle themsel es under pressure

-tress inter ie% -tress inter ie%: -tressors -tri"e: -tructured inter ie%: -tructured inter ie%s -tructured (uestionn aire method -u!stance

9nter ie% designed to create an&iety and put pressure on an applicant to see ho% the person responds

-omething that causes stress in an indi idual Dor" stoppage in %hich union mem!ers refuse to %or" in order to put pressure on an employer 9nter ie% tat uses a set of standardi)ed (uestions as"ed of all jo! applicants

$n inter ie% in %hich there are fi&ed (uestions that are presented to e ery applicant

$ specifically designed (uestionnaire on %hich employees rate tas"s they perform on their jo!s

*he use of illicit su!stances or the misuse of controlled su!stances, alcohol, or other drugs

a!use: -uccessio n planning: -uggestio n system: -ummary plan descriptio n -unshine ?a%s -ur ey feed!ac" -ympathy stri"e *aft+ @artley $ct *as" identity *as" identity: *as" significan ce *as" significan ce: *as": *eam !uilding *eam .rocess of identifying a longer+term plan for the orderly replacement of "ey employees

$ formal method of o!taining employee input and up%ard communication

$n 8R9-$ re(uirement of e&plaining to employees their pension program and rights

?a%s tat e&ist in some states that mandate that la!or+management negotiations !e open to the pu!lic

$ method that in ol es sur eying employees attitudes and pro iding feed!ac" to department managers so that pro!lems can !e sol ed !y the managers and employees $ stri"e that ta"es place %hen one union stri"es in support of the stri"e of another

$lso "no%n as the ?a!or 'anagement Relations $ct, this la% prohi!ited union unfair la!or practices and enumerated the rights of employees as union mem!ers1 9t also enumerated the rights of employers $ situation in %hich a %or"er completes all phases of a jo!

*he e&tent to %hich the jo! includes a <%hole= identifia!le unit of %or" that is carried out from start to finish and that results in a isi!le outcome $ situation in %hich the employee has su!stantial impact on the li es of other employees

*he impact the jo! has on other people

$ distinct, identifia!le %or" acti ity composed of motions 9mpro ing the effecti eness of teams such as corporate officers and di ision directors trough use of consultants, inter ie%s, and team!uilding meetings 9nter ie% in %hich applicants are inter ie%ed !y the team mem!ers %ith %hom they %ill %or"

inter ie%: *echnical conferenc e method *elecom muting: *op+do%n programs $ jo! analysis techni(ue that in ol es e&tensi e input form the employees super isor

.rocess of going to %or" ia electronic computing and telecommunications e(uipment

0ommunications acti ities including in+house tele ision centers, fre(uent roundta!le discussions, and in+house ne%sletters that pro ide continuing opportunities for the firm to let all employees !y updated on important matters regarding the firm $ continuous process impro ement

*otal (uality managem ent *raining: *ransition stay !onus: *rend analysis *urno er: Endue hardship: Enion authori)at ion card: Enion a oidance Enion !usting Enion security arrangeme nts

$ process %here!y people ac(uire capa!ilities to aid in the achie ement of organi)ational goals 8&tra payment for employees %hose jo!s are !eing eliminated, there!y moti ating them to remain %ith the organi)ation for a period of time

-tudy of a firms past employment needs o er a period of years to predict future needs

.rocess in %hich employees lea e the organi)ation and ha e to !e replaced -ignificant difficulty or e&pense imposed on an employer %hen ma"ing an accommodation for indi iduals %ith disa!ilities 0ard signed !y an employee to designate a union as his of her collecti e !argaining agent

$ company tactic of pro iding to employees those things unions %ould pro ide %ithout employees ha ing to join the union $ company tactic designed to eliminate the union that represents the companys employees

?a!or contract pro isions designed to attract and retain dues+paying union mem!ers

Enion security pro isions : Enion ste%ard: Enion: Enit la!or cost: Ensafe acts Ensafe conditions Ep%ard appraisals Etility analysis: Etili)atio n analysis: Etili)atio n re ie%: Aalidity: Aaria!le pay: Aaria!le pay: Aesting: Airtual reality Dage

0ontract clauses to aid the union is o!taining and retaining mem!ers

$n employee elected to ser e as the first+line representati e of unioni)ed %or"ers

$ formal association of %or"ers that promotes the interests of its mem!ers through collecti e action 0omputed !y di iding the a erage cost of %or"ers !y their a erage le els of output

4eha ior tendencies and undesira!le attitudes that cause accidents

*he mechanical and physical conditions that cause accidents

$n employee appraisal process %here!y employees e aluate their super isors

$nalysis in %hich economic or other statistical models are !uilt to identify the costs and !enefits associated %ith specific @R acti ities $n analysis that identifies the num!er of protected+class mem!ers employed and the types of jo!s they hold in an organi)ation

$n audit and re ie% of the ser ices and costs !illed !y health+care pro iders

8&tent to %hich a test actually measures %hat it says it measures *ype of compensation lin"ed to indi idual, team, or organi)ational performance

0ompensation lin"ed to indi idual, team, and organi)ational performance

*he right of employees to recei e !enefits from their pension plans $ process %here!y the %or" en ironment is simulated !y sending messages to the !rain

-ho%s the relationship !et%een the alue of the jo! and the a erage %age paid for this jo!

cur e Dage cur e Dages: Dagner $ct Dal"+ins Dalsh+ @ealey .u!lic 0ontract $ct Dard 0o e 1 $tonio Deighted applicatio n form Dellness programs: Dell+pay: Dhistle+ !lo%ers: Dhistle+ !lo%ing Dildcat stri"e Dildcat stri"e Dor" sample tests: *he result of the plotting of points of esta!lished pay grades against %age !ase rates to identify the general pattern of %ages and find indi iduals %hose %ages are out of line .ayments directly calculated on the amount of time %or"ed *his la% !anned certain types of unfair la!or practices and pro ided for secret+!allot elections and majority rule for determining %hether or not a firms employees %ant to unioni)e Ensolicited applicants $ la% enacted in #5C6 that re(uires minimum+%age and %or"ing conditions for employees %or"ing on any go ernment contract amounting to more than L#0,000

E- -upreme 0ourt decision that ma"es it difficult to pro e a case of unla%ful discrimination against an employer

$ special type of application form %here rele ant applicant information is used to determine the li"elihood of jo! success

.rograms designed to maintain or impro e employee health !efore pro!lems arise

8&tra pay for not ta"ing sic" lea e 9ndi iduals %ho report real or percei ed %rongs committed !y their employers

$ situation in %hich an employee notifies authorities of %rongdoing in an organi)ation

$n unauthori)ed stri"e occurring during the term of a contract

$n unauthori)ed and illegal stri"e that occurs during the terms of an e&isting contract

*ests that re(uire an applicant to perform a simulated jo! tas"

Dor" sampling Dor": Dor"er $djustme nt and Retraining Iotificati on $ct Dor"er in ol eme nt programs Dor"ers compensa tion: Dor"flo% analysis: Drongful discharge: Mello%+ dog contract Mield ratios:

$ selection de ice re(uiring the jo! applicant to actually perform a small segment of the jo!

8ffort directed to%ard producing or accomplishing results /ederal la% re(uiring employers to fi e si&ty days notice of pending plant closing or major layoff

.rograms that aim to !oost organi)ational effecti eness !y getting employees to participate in planning, organi)ing and managing their jo!s

4enefits pro ided to persons injured on the jo!

$ study of the %ay %or" (inputs, acti ities, and outputs) mo es through an organi)ation

3ccurs %hen an employer terminates an indi iduals employment for reasons that are improper or illegal $n agreement %here!y employees state that they are not no%, nor %ill they !e in the future, union mem!er

$ comparison of the num!er of applicants at one stage of the recruiting process to the num!er at the ne&t stage