Chapter 1 Globalization a process of interaction and integration among the people, companies, and governments of different nations, driven

en by international trade and investment, accelerated by information technology Multinational corporations (MNCs) corporations with significant operations in more than one country Knowledge workers individuals whose jobs are designed around the acquisition and application of information Recruiting contacting a pool of qualified applicants Employee selection hiring good people Workforce diversity the varied personal characteristics make the workforce heterogeneous Baby boomers individuals born between 1946 and 1965 Downsizing an activity in an organization aimed at creating greater efficiency by eliminating certain jobs Rightsizing linking employee needs to organizational strategy Outsourcing sending work outside the organization to be done by individuals not employed full time with the organization Contingent workforce the parttime, temporary and contract workers used by organizations to fill

peak staffing needs or perform work not done by core employees Part-time employees work fewer than 40 hours a week Temporary employees employed during peak production periods Contract workers to work on specific projects Core employees an organizations full-time employee population Quality management organizational commitment to continuous process of improvement that expands the definition of customer to include everyone involved in the organization Continuous improvement organizational commitment to constantly improving quality of products or services Kaizen the Japanese term for an organizations commitment to continuous improvement Work process engineering radical, quantum change in an organization Offshoring the process of moving jobs out of one country and in to another country Merger joining ownership of two organizations Acquisition the transfer of ownership and control of one organization to another Ethics a set of rules or principles that defines right and wrong conduct Code of ethics a formal document that states an organizations primary

values and the ethical rules it expects organizational members to follow Chapter 2 Management the process of efficiently completing activities with and through people Planning a management function focusing on setting organizational goals and objectives Organizing a management function that deals with determining what jobs are to be done, by whom, where decisions are to be made, and how to group employees Leading management function concerned with directing the work of others Controlling management function concerned with monitoring activities to ensure goals are met Strategic human resource management aligning HR policies and decisions with the organizational strategy and mission Staffing function activities in HRM concerned with seeking and hiring qualified employees Training and development function activities in HRM concerned with assisting employees to develop upto-date skills, knowledge, and liabilities Motivation function helping employees exert at high energy levels

Maintenance function maintaining employees commitment and loyalty to the organization Communications programs designed to provide information to employees Labor union acts on behalf of its members to secure wages, hours and other terms and conditions of employment Management thought early theories of management that promoted todays HRM operations Scientific management a set of principles designed to enhance worker productivity Hawthorne studies a series of studies that provided new insights into group behaviour and motivation Frederick Taylor developed principles to enhance worker productivity Compensation and benefits HRM function concerned with paying employees and administering the benefits package Employee relations function activities in HRM concerned with effective communications among organizational members Assistant provides support to other HR professionals Generalist provides service to an organization in all four of the HR functions Specialist typically concerned with only one of the four functions

Executive reports directly to the organizations top management with responsibility for all HR functions and linking HR with organizational strategy Outsourcing contracting with a company to handle one or more HR functions Professional employer organization assumes all HR functions of a client company by hiring all of its employees and leasing them back to the company Shared services sharing HRM activities among geographically dispersed divisions

Chapter 5 Human resource planning process of determining an organizations human resource needs Mission statement a brief statement of the reason an organization is in business SWOT analysis a process for determining an organizations strengths, weaknesses, opportunities and threats Strengths an organizations best attributes and abilities Core competency organizational strengths that represent unique skills or resources Weaknesses resources an organization lacks or activities it does poorly

Human resource information system a computerized system that assists in the processing of HRM information Replacement chart HRM organizational charts indicating positions that may become vacant in the near future and the individuals who may fill the vacancies Job analysis provides information about jobs currently being done and the knowledge, skills and abilities that individuals need to perform the jobs adequately Observation method a job analysis technique in which data are gathered by watching employees work Individual interview method meeting with an employee to determine what his or her job entails Group interview method meeting with a number of employees to collectively determine what their jobs entail Structured questionnaire method a specifically designed questionnaire on which employees rate tasks they perform in their jobs Technical conference method- a job analysis technique that involves extensive input from the employees supervisor Diary method a job analysis method requiring job incumbents to record their daily activities

Position analysis questionnaire a job analysis technique that rates jobs on elements in six activity categories Worker requirements- describing the attributes workers need to acquire through experience and education Experience requirements - previous work experience and influencing work activities Occupation-specific information applies to the job such as tasks or necessary tools and technology Occupational requirements explain detailed occupational requirements Job description a statement indicating what a job entails Job specifications statements indicating the minimal acceptable qualifications incumbents must possess to successfully perform the essential elements of their jobs. Job evaluation specifies the relative value of each job in the organization Job design refers to the way that the position are organized Job enrichment expanding job content to create more opportunities for job satisfaction Compressed work week schedules employees work longer days in exchange for longer weekends or other days off Flex time 0 an alternative to traditional 9 to 5 work schedules

allows employees to vary arrival and departure times Job sharing - two people share one job by splitting the work week and the responsibilities of the position Telecommunication using technology to work in a location other than the traditional workplace

Chapter 6 Recruiting the process of seeking sources for job candidates Recruiter represents employer to prospective applicants at colleges and job fairs Constraint on recruiting efforts factors that can limit recruiting outcomes Internal search a promotion from within concept Employee referral a recommendation from a current employee regarding a job applicant Blind-box ad an advertisement that does not identify the advertising organization Employment agencies assists in matching employees seeking work with employers seeking workers Executive search firms private employment agency specializing in middle and top management placements Job fairs events attended by employer representatives or recruiters with the goal of reaching qualified candidates

Online resumes resumes created and formatted to be posted on online resume or job sites Leased employees individuals hired by one firm and sent to work in another for a specific time Host-country national 0 a citizen of the host country hired by an organization based in another country Expatriate an individual who lives and works in a country of which he or she is not a citizen

Chapter 7 Initial screening the first step in the selection process whereby job inquiries are sorted Application form company-specific employment form used to generate specific information the company wants Weighted application form a special type of application form that uses relevant applicant information to determine the likelihood of job sources Performance simulation tests work sampling and assessment centers evaluation abilities in actual job activities Work sampling a selection device requiring the job applicant to perform a small sampling of actual job activities Assessment center a facility where performance simulation tests are administered.

Comprehensive interview a selection device used to obtain indepth information about a candidate Interviewer bias image created by reviewing materials such as the resume, application or test scores prior to the actual interview Impression management influencing performance evaluations by portraying an image desired by the appraiser Behavioural interview observing job candidates not only for what they say but for how they behave Realistic job preview a selection device that allows job candidates to lean negative as well as positive information about the job and organization Conditional job offer a tentative job offer that becomes permanent after certain conditions are met Background investigation the process of verifying information job candidates provide Qualified privilege the ability for organizations to speak candidly to one another about employees or potential hires Medical/physical examination an examination to determine an applicants physical fitness for essential job performance Comprehensive selection applying all steps in the selection process before rendering a decision about a job candidate

Reliability a selection devices consistency of measurement Validity the proven relationship of a selection device to relevant criterion Content validity the degree to which test content, as a sample, represent all situations that could have been included, such as a typing test for a clerk typist Construct validity the degree to which a particular trait, relates to successful job performance, as in IQ tests Criterion-related validity 0 the degree to which a particular selection device accurately predicts the important elements of work behaviour Predictive validity validating tests by using prospective applicants as the study group Cut score a scoring point below which applicants are rejected Concurrent validity validating tests by using current employees as the study group

Chapter 8 Socialization on onboarding a process of adaptation that takes place as individuals attempt to learn the values and norms of work roles Prearrival stage recognizes that individuals arrive in an organization with a set of organizational values, attitudes, and expectations

Encounter stage individuals confront the possible dichotomy between their organizational expectations and reality Metamorphosis stage new employee must work out inconsistencies discovered during the encounter stage Orientation activities that introduce new employees to the organization and their work units Organization Culture - The system of sharing meaning within the organization that determines how employees act Employee handbook a booklet describing important aspects of employment an employee needs to know Employee training presentoriented training that focuses on individuals current job Employee development futureoriented training that focuses on employee personal growth Job rotation moving employees horizontally or vertically to expand their skills, knowledge or abilities Simulation any artificial environment that attempts to closely mirror an actual condition Organization development the part of HRM that addresses systemwide change in the organization Change agent individual responsible for fostering the change effort and assisting employees in adapting to changes

Survey feedback assessment of employees perceptions and attitudes regarding their jobs and organization Intergroup development helping members of various groups become a cohesive team Learning organization an organization that values continued learning and believes a competitive advantage can be derived from it Kirkpatricks model evaluates the benefits of training for skills that are hard to quantify Post-training performance method evaluating training programs based on how well employees can perform their jobs after training Pre-post-training performance methodevaluating training programs based on the difference in performance before and after training Pre-post-training performance with control group method evaluating training by comparing pre-and posttraining results with individuals