What is the difference between a strategy, a vision, and a mission by pptfiles

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									TRM 235 Midterm 2


Which chapters are included?

Chapters:
    6 Training
    7 Performance Appraisal, Careers
    8 Compensation
    9 Ethics..
    And
    Bir Insan Kaynakları Masalı

Below you will find keywords and sample test questions.



KEYWORDS        Chapters 6- 9:

employee orientation             A procedure for providing new employees with basic background
                           information about the firm.

training                   The process of teaching new employees the basic skills they need to
                           perform their jobs.

performance management     The process employers use to make sure employees are working
                     toward organizational goals.

negligent training         A situation where an employer fails to train adequately, and the employee
                           subsequently harms a third party.

performance analysis             Verifying that there is a performance deficiency and determining
                           whether that deficiency should be corrected through training or through
                           some other means (such as transferring the employee).

on-the-job training (OJT) Training a person to learn a job while working at it.

apprenticeship training A structured process by which people become skilled worker through a
                        combination of classroom instruction and on the job training.

job instruction training   Listing of each job's basic tasks, along with key points in order
(JIT)                      to provide step-by-step training for employees.

programmed learning               A systematic method for teaching job skills involving presenting
                           questions or facts, allowing the person to respond, and giving the learner
                           immediate feedback on the accuracy of his or her answers.


Management development     Any attempt to improve current or future management
                    performance by      imparting knowledge, changing attitudes,                   or
                    increasing skills.
succession planning            A process through which senior-level openings are planned for and
                         eventually filled.

job rotation             A management training technique that involves moving a trainee from
                         department to department to broaden his or her experience and identify
                         strong and weak points.

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.

role playing             A training technique in which trainees act out the parts of people in a
                         realistic management situation.

in-house development center        A company-based method for exposing prospective
                       managers to realistic exercises to develop improved management skills.

outsourced learning               The outsourcing of companies’ learning functions to consulting
                         firms.

organizational development   A special approach to organizational change in which employees
                        themselves formulate and implement the change that is required.

Executive coach          an outside consultant who questions the executive’s boss, peers,
                         subordinates, and (sometimes) family in order to identify the executive’s
                         strengths and weaknesses, and to counsel the executive so he or she can
                         capitalize on those strengths and overcome the weaknesses.


performance appraisal            Evaluating an employee’s current and/or past performance relative
                         to his or her performance standards.

performance management      Managing all elements of the organizational process that affect how
                     well employees perform.

graphic rating scale            A scale that lists a number of traits and a range of performance for
                         each. The employee is then rated by identifying the score that best
                         describes his or her performance for each trait.

alternation ranking              Ranking employees from best to worst on a particular
method                   trait, choosing highest, then lowest, until all are ranked.


paired comparison        Ranking employees by making a chart of all possible pairs of the
method                   employees for each trait and indicating which is the better employee of the
                         pair.
forced distribution      Similar to grading on a curve; predetermined percentages
method                   of rates are placed in various performance categories.

Critical incident method Keeping a record of uncommonly good or undesirable examples of an
                         employee's work-related behavior and reviewing it with the employee at
                         predetermined times.

behaviorally anchored           An appraisal method that aims at combining the benefits rating scale
                         (BARS) of narrative and       quantified ratings by anchoring a quantified scale
                         with specific narrative examples of good and poor performance.

management by objectives (MBO) Involves setting specific measurable goals with each employee
                      and then periodically reviewing the progress made.



unclear standards        An appraisal scale that is too open to interpretation.

halo effect              In performance appraisal, the problem that occurs when a supervisor's
                         rating of a subordinate on one trait biases the rating of that person on
                         other traits.

central tendency         A tendency to rate all employees the same way, such as rating them all
                         average.

strictness / leniency           The problem that occurs when a supervisor has a tendency to rate
                         all subordinates either high or low.

bias                     The tendency to allow individual differences such as age, race, and sex to
                         affect the appraisal rates these employees receive.

appraisal interviews           An interview in which the supervisor and subordinate review the
                         appraisal and make plans to remedy deficiencies and reinforce strengths.

career                   The occupational positions a person has had over many years.

career management        The process for enabling employees to better understand and develop
                         their career skills and interests, and to use these skills and interests more
                         effectively.

career development       The lifelong series of activities that contribute to a person’s career
                         exploration, establishment, success, and fulfillment.

career planning          The deliberate process through which someone becomes aware of
                         personal skills, interests, knowledge, motivations, and other
                         characteristics; and establishes action plans to attain specific goals.

Career planning and development       The deliberate process through which a person becomes
                        aware of personal career-related attributes and the lifelong series of
                        stages that contribute to his or her career fulfillment.
reality shock            Results of a period that may occur at the initial career entry when the new
                         employee’s high job expectations confront the reality of a boring,
                         unchallenging job.

job rotation             Moving an employee through a pre-planned series of positions in order to
                         prepare the person for an enhanced role with the company.

mentoring                Formal or informal programs in which mid- and senior-level managers help
                         less experienced employees – for instance, by giving them career advice
                         and helping them navigate political pitfalls.

promotions               Advancements to positions of increased responsibility.

transfers                Reassignments to similar (or higher) positions in other parts of the firm.

retirement               The point at which a person gives up one's work, usually between the
                         ages of 60 to 65, but increasingly earlier today due to firms' early
                         retirement incentive plans.

pre-retirement counseling     Counseling provided to employees who are about to retire, which
                        covers matters such as benefits advice, second careers, and so on.

career cycle             The various stages a person’s career goes through.

growth stage                    The period from birth to age 14 during which a person develops a
                         self-concept by identifying with and interacting with other people.

exploration stage        The period (roughly from ages 15 to 24) during which a person seriously
                         explores various occupational alternatives.

establishment stage               Spans roughly ages 24 to 44 and is the heart of most people’s work
                         lives.

stabilization substage          Firm occupational goals are set and the person does more explicit
                         career planning.

midcareer crisis substage       Period during which people often make major reassessments of
                        their progress relative to original ambitions and goals.

maintenance stage                Period between ages 45 and 65 when many people slide from the
                         stabilization substage into an established position and focus on
                         maintaining that place.

decline stage                   Period where many people face having to accept reduced levels of
                         power and responsibility, and must learn to develop new roles as mentors
                         or confidantes for younger people.

employee compensation All forms of pay or rewards going to employees and arising from their
                      employment.
direct financial payments        Pay in the form of wages, salaries, incentives, commissions, and
                            bonuses.

indirect financial payments        Pay in the form of financial benefits, such as insurance.


salary compression                  A salary inequity problem, usually caused by inflation, resulting in
                            longer term employees in a position earning less than workers entering
                            the firm today.

salary survey                      A survey aimed at determining prevailing wage rates. A good
                            salary survey provides specific wage rates for specific jobs. Formal
                            written questionnaire surveys are the most comprehensive, but telephone
                            surveys and newspaper ads are also sources of information.

benchmark job                     A job that is used to anchor the employer's pay scale and around
                            which other jobs are arranged in order of relative worth.

job evaluation                    A systematic comparison done in order to determine the worth of
                            one job relative to another.

ranking method              The simplest method of job evaluation that involves ranking each job
                            relative to all other jobs, usually based on overall difficulty.

job classification          A method for categorizing jobs into groups.
(or grading) method


variable pay                Any plan that ties pay to productivity or profitability, usually as one-time
                            lump payments.

piecework                   A system of pay based on the number of items processed by each
                            individual worker in a unit of time, such as items per hour or items per day.

straight piecework                An incentive plan in which a person is paid a sum for each item he
                            or she makes or sells, with a strict proportionality between results and
                            rewards.

standard hour plan                A plan by which a worker is paid a basic hourly rate, but is paid an
                            extra percentage of his or her base rate for production exceeding the
                            standard per hour or per day. Similar to piecework payment, but based on
                            a percent premium.

merit pay (merit raise)            Any salary increase awarded to an employee based on his or her
                            individual performance.

team or group incentive A plan in which a production standard is set for a specific work group,
plan                    and its members are paid incentives if the group exceed the production
                        standard.

profit-sharing plan         A plan whereby most employees share in the company's profits.
employee stock        A corporation contributes shares of its own stock to a trust in which
ownership plan (ESOP) additional contributions are made annually. The trust distributes the stock
                      to employees on retirement or separation from service.

gainsharing plan           An incentive plan that engages employees in a common effort to achieve
                           productivity objectives and share the gains.

at-risk variable pay plans Plans that put some portion of the employees’ weekly pay at risk, subject
                           to the firm meeting its financial goals.

annual bonus                    Plans that are designed to motivate short-term performance of
                           managers and are tied to company profitability.

stock option               The right to purchase a stated number of shares of a company stock at
                           today's price at some time in the future.


financial incentives             financial rewards paid to workers whose production exceeds some
                           predetermined standard

fair day’s work                  standards of output which employers should devise for each job
                           based on careful, scientific analysis

Organizationwide           Plans in which all or most employees can participate, and which
incentive plans            generally tie the reward to some measure of company-wide performance.

grade definition           Written descriptions of the level of, say, responsibility and knowledge
                           required by jobs in each grade. Similar jobs can then be combined into
                           grades or classes.

point method                      The job evaluation method in which a number of compensable
                           factors are identified and then the degree to which each of these factors is
                           present on the job is determined.

factor comparison method             A widely used method of ranking jobs according to a variety
                       of skill and difficulty factors, then adding up these rankings to arrive at an
                       overall numerical rating for each given job.

pay grade                  A pay grade is comprised of jobs of approximately equal difficulty.

wage curve                 Shows the relationship between the value of the job and the average
                           wage paid for this job.

pay range                  A series of steps or levels within a pay grade, usually based upon years of
                           service.

competency-based pay Where the company pays for the employee’s range, depth, and types of
                     skills and knowledge, rather than for the job title he or she holds.
competencies               Demonstrable characteristics of a person, including knowledge, skills, and
                           behaviors, that enable performance.

broadbanding                       Consolidating salary grades and ranges into just a few levels or
                           “bands,” each of which contains a relatively wide range of jobs and salary
                           levels.

comparable worth           The concept by which women who are usually paid less than men can
                           claim that men in comparable rather than strictly equal jobs are paid more.



benefits                   Indirect financial and nonfinancial payments employees receive for
                           continuing their employment with the company.


unemployment               Provides benefits if a person is unable to work through some fault other
insurance                  than his or her own.

sick leave                 Provides pay to an employee when he or she is out of work because of
                           illness.

severance pay                    A one-time payment some employers provide when terminating an
                           employee.


worker's compensation Provides income and medical benefits to work-related accident victims or
                      their dependents regardless of fault.

pension plans                      Plans that provide a fixed sum when employees reach a
                           predetermined retirement age or when they can no longer work due to
                           disability.

employee assistance               A formal employer program for providing employees with
                           counseling and/
program (EAP)                     or treatment programs for problems such as alcoholism, gambling,
                           or stress.

flexible benefits plan /         Individualized plans allowed by employers to accommodate
                           employee     preferences for benefits.

job sharing                Allows two or more people to share a full-time job.

work sharing                      A temporary reduction in work hours by a group of employees
                           during economic downturns as a way to prevent layoffs.

telecommuting                    Where employees work at home, usually with computers, and use
                           phones, and the internet to transmit letters, data and completed work to
                           the home office.
family-friendly benefits. These generally include benefits like child care, elder care, fitness
                          facilities, and flexible work schedules, benefits that help employees
                          balance their family and work lives.


Flextime                   A plan whereby employees’ workdays are built around a core of mid-day
                           hours, such as 11:00 A.M. to 2:00 P.M. Workers determine their own
                           starting and stopping hours.

compressed workweek        A plan in which employees work fewer days each week, but each day they
                           work longer hours.


ethics

ethics code

distributive justice

procedural justice

interactional (interpersonal) justice

organizational culture

nonpunitive discipline

dismissal

wrongful discharge

unsatisfactory performance

misconduct

insubordination

termination interview

outplacement counseling

exit interviews

bumping/layoff procedures

downsizing
Sample Test Questions:


     1. Intrinsically motivated behaviors are those behaviors that are motivated by the underlying need for
        competency and self-determination. (T; )      1) _______

     2. The employee, the manager, and the employer should all share the responsibility for an employee’s
        career development and career success. (F)


1.      Orientation typically includes information on _____.
        a. employee benefits
        b. personnel policies
        c. daily routine
        d. safety measures
        e. all of the above
        (e; )
2.      Employers use a(n) _____ to ensure that employees are working toward organizational goals.
        a. performance management process
        b. employee orientation program
        c. management by objectives program
        d. rewards program
        e. just-in-time system
        (a;)

3.      Who proposed a two-factor theory that explains how motivator factors relate to satisfaction and hygiene
        factors relate to dissatisfaction?
        a. Frederick Taylor
        b. Abraham Maslow
        c. Frederick Herzberg
        d. David McClelland
        e. Edward Deci
        (c;)
 1) Ethics refers to the ________.                                                                        1) _______
      A) characteristic values, traditions, and behaviors a company's employees share
      B) principles of conduct governing an individual or group
      C) standards used by the organization to decide upon proper conduct
      D) basic beliefs about what is right or wrong

 2) Morality refers to the ________.                                                                      2) _______
     A) basic beliefs about what is right or wrong
     B) standards of behavior accepted by society
     C) principles of conduct governing an individual or group
     D) standards used by the organization to decide upon proper conduct

 3) ________ is the characteristic values, traditions, and behaviors a company's employees share.         3) _______
      A) Organizational culture                             B) Organizational ethics
      C) Organizational climate                             D) National culture

 4) The CEO of Southwest Airlines can sometimes be seen helping out at a gate, handling luggage,          4) _______
    and assisting cabin attendants while in flight. This is an example of ________ to create and
    sustain the company's culture.
      A) providing physical support                         B) organizing ceremonies
      C) clarifying expectations                            D) using signs and symbols

 5) Ethical behavior starts with                                                                          5) _______
      A) moral awareness                                  B) moral ineptitude
      C) systemic cognitive biases                        D) morality

 6) Employers can facilitate two-way communication by utilizing ________.                                 6) _______
     A) suggestion boxes                              B) opinion surveys
      C) hotlines                                    D) all of the above

 7) A fair discipline process is built on which of the following?                                         7) _______
      A) an appeals process                                 B) rules and regulations
      C) a system of progressive penalties                  D) all of the above

 8) Which of the bases for dismissal is defined as the persistent failure to perform assigned duties or   8) _______
    to meet prescribed standards on the job?
      A) misconduct                                       B) unsatisfactory performance
       C) lack of qualifications for job                  D) changed requirements of job

 9) ________ is a systematic process by which some one who is terminated is trained and counseled         9) _______
    in the techniques of conducting a self-appraisal and securing a job appropriate to his or her
    needs and talents.
      A) A job counseling fair                            B) Outplacement counseling
       C) An exit interview                               D) Downsizing

10) ________ refers to all forms of pay or rewards going to employees and arising from their              10) ______
    employment.
      A) Salary                                           B) Employee compensation
      C) Reimbursement                                    D) Benefits
11) Which form of equity refers to how a job's pay rate in one company compares to the job's pay        11) ______
    rate in other companies?
      A) external              B) internal                C) distributive       D) procedural

12) ________ is a formal and systematic comparison of jobs to determine the worth of one job            12) ______
    relative to another.
      A) Job ranking                                    B) Benchmark analysis
       C) Job evaluation                                D) Job analysis

13) When using the job classification method of job evaluation, raters categorize jobs into groups of   13) ______
    jobs that are similar in difficulty but not in context called ________.
      A) sections                  B) classes                C) grades              D) cohorts

14) ________ is any salary increase the firm awards to an individual employee based on his or her       14) ______
    individual performance.
      A) Competency-based pay                             B) Piecework
      C) Merit pay                                       D) Variable pay

15) The indirect financial and nonfinancial payments employees receive for continuing employment        15) ______
    with the company are called ________.
      A) benefits                                      B) employee compensation
      C) salary                                        D) reimbursement

								
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