MGMT6 MAN 320F Definition Sheet EXAM 2 Chapter 11 Human resource management (HRM) Bona fide occupational qualification

(BFOQ) Disparate treatment Adverse impact Four-fifths (or 80 percent) rule Sexual harassment Quid pro-quo sexual harassment Hostile work environment Recruiting Job analysis Job description Job specifications Internal recruiting External recruiting Selection Validation Human resource information system (HRIS) Employment references Background checks Specific ability tests (aptitude tests) Cognitive ability tests The process of finding, developing, and keeping the right people to form a qualified work force An exception in employment law that permits sex, age, religion, and the like to be used when making employment decisions, but only if they are reasonably necessary to the normal operation of that particular business. BFOQs are strictly monitored by the Equal Employment Opportunity Commission Intentional discrimination that occurs when people are purposely not given the same hiring, promotion, or membership opportunities because of their race, color, sex, age, ethnic group, national origin, or religious beliefs Unintentional discrimination that occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged because they are hired, promoted, or trained (or any other employment decision) at substantially lower rates than others A rule of thumb used by the courts and the EEOC to determine whether there is evidence of adverse impact. A violation of this rule occurs when the selection rate for a protected group is less than 80 percent, or four-fifths, of the selection rate for a nonprotected group A form of discrimination in which unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature occurs while performing ones job A form of sexual harassment in which employment outcomes, such as hiring, promotion, or simply keeping ones job, depend on whether an individual submits to sexual harassment A form of sexual harassment in which unwelcome and demeaning sexually related behavior creates an intimidating and offensive work environment The process of developing a pool of qualified job applicants A purposeful, systematic process for collecting information on the important work-related aspects of a job A written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job A written summary of the qualifications needed to successfully perform a particular job The process of developing a pool of qualified job applicants from people who already work in the company The process of developing a pool of qualified job applicants from outside the company The process of gathering information about job applicants to decide who should be offered a job The process of determining how well a selection test or procedure predicts future job performance. The better or more accurate the prediction of future job performance, the more valid a test is said to be A computerized system for gathering, analyzing, storing, and disseminating information related to the HRM process Sources such as previous employers or coworkers who can provide job-related information about job candidates Procedures used to verify the truthfulness and accuracy of information that applicants provide about themselves and to uncover negative, job-related background information not provided by applicants Tests that measure the extent to which an applicant possesses the particular kind of ability needed to do a job well Tests that measure the extent to which applicants have abilities in perceptual speed, verbal comprehension, numerical aptitude, general reasoning, and spatial aptitude

MAN 320F Definition Sheet Biographical data (biodata) Work sample tests Assessment centers Interview Extensive surveys that ask applicants questions about their personal backgrounds and life experiences Tests that require applicants to perform tasks that are actually done on the job A series of managerial simulations, graded by trained observers, that are used to determine applicants capability for managerial work A selection tool in which company representatives ask job applicants job-related questions to determine whether they are qualified for the job

Unstructured interviews Interviews in which interviewers are free to ask the applicants anything they want Structured interviews Training Needs assessment Performance appraisal Objective performance measures Subjective performance measures Behavior observation scales (BOSs) Rater training 360-degree feedback Compensation Employee separation Job discrimination Piecework Commission Profit sharing Employee stock ownership plan (EESOP) Stock options Wrongful discharge Downsizing Outplacement services Early retirement incentive programs (ERIPs) Phased retirement Employee turnover Interviews in which all applicants are asked the same set of standardized questions, usually including situational, behavioral, background, and job-knowledge questions Developing the skills, experience, and knowledge employees need to perform their jobs or improve their performance The process of identifying the learning needs of employees The process of assessing how well employees are doing their jobs Measures of job performance that are easily and directly counted or quantified Measures of job performance that require someone to judge or assess a workers performance Rating scales that indicate the frequency with which workers perform specific behaviors that are representative of the job dimensions critical to successful job performance Training performance appraisal raters in how to avoid rating errors and increase rating accuracy A performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers, and the employees themselves The financial and nonfinancial rewards that organizations give employees in exchange for their work The voluntary or involuntary loss of an employee A process that determines the worth of each job in a company by evaluating the market value of the knowledge, skills, and requirements needed to perform it A compensation system in which employees are paid a set rate for each item they produce A compensation system in which employees earn a percentage of each sale they make A compensation system in which a company pays a percentage of its profits to employees in addition to regular compensation A compensation system that awards employees shares of company stock in addition to their regular compensation A compensation system that gives employees the right to purchase shares of stock at a set price, even if the value of the stock increases above that price A legal doctrine that requires employers to have a job-related reason to terminate employees The planned elimination of jobs in a company Employment counseling offered to employees who are losing their jobs because of downsizing Programs that offer financial benefits to employees to encourage them to retire early Employees transition to retirement by working reduced hours over a period of time before completely retiring Loss of employees who voluntarily choose to leave the company

MAN 320F Definition Sheet Functional turnover Dysfunctional turnover Age discrimination Sex discrimination Glass ceiling Disability Disability discrimination Loss of poor-performing employees who voluntarily choose to leave a company Loss of high-performing employees who voluntarily choose to leave a company Treating people differently (e.g. in hiring and firing, promotion, and compensation decisions) because of their age Treating people differently because of their gender The invisible barrier that prevents women and minorities from advancing to the top jobs in organizations A mental or physical impairment that substantially limits one or more major life activities Treating people differently because of their disabilities

MAN 320F Definition Sheet Chapter 13 Motivation Needs Extrinsic reward Intrinsic reward Equity theory Inputs Outputs Referents Outcome/input (O/I) Ratio Underreward Overreward Distributive justice Procedural justice Expectancy theory The set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal The physical or psychological requirements that must be met to ensure survival and wellbeing A reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors A natural reward associated with performing a task or activity for its own sake A theory that states that people will be motivated when they perceive that they are being treated fairly In equity theory, the contributions employees make to the organization In equity theory, the rewards employees receive for the contributions to the organization In equity theory, others with whom people compare themselves to determine if they have been treated fairly In equity theory, an employees perception of how the rewards received from an organization compare with that employees contributions to that organization A form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting A form of inequity in which you are getting more outcomes relative to inputs than your referent The perceived degree to which outcomes and rewards are fairly distributed or allocated The perceived fairness of the process used to make reward allocation decisions The theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards The attractiveness or desirability of a reward or outcome The perceived relationship between effort and performance The perceived relationship between performance and rewards The theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently The process of changing behavior by changing the consequences that follow behavior Cause and effect relationship between the performance of specific behaviors and specific consequences Rules that specify which behaviors will be reinforced, which consequences will follow those behaviors, and the schedule by which those consequences will be delivered

Valence Expectancy Instrumentality Reinforcement theory

Reinforcement Reinforcement Contingencies Schedule of Reinforcement

MAN 320F Definition Sheet Positive Reinforcement Negative reinforcement punishment extinction continuous reinforcement schedule intermittent reinforcement schedule fixed interval reinforcement schedule variable interval reinforcement schedule fixed ratio reinforcement schedule variable ratio reinforcement schedule Goal Goal-setting theory Reinforcement that strengthens behavior by following behaviors with desirable consequences Reinforcement that strengthens behavior by withholding an unpleasant consequence when employees perform a specific behavior Reinforcement that weakens behavior by following behaviors with undesirable consequences Reinforcement in which a positive consequence is no longer allowed to follow a previously reinforced behavior, thus weakening the behavior A schedule that requires a consequence to be administered following every instance of a behavior A schedule in which consequences are delivered after a specified or average time has elapsed or after a specified or average number of behaviors has occurred An intermittent schedule in which consequences follow a behavior only after a fixed time has passed An intermittent schedule in which the time between a behavior and the following consequences varies around a specified average An intermittent schedule in which consequences are delivered following a specific number of behaviors An intermittent schedule in which consequences are delivered following a different number of behaviors, sometimes more and sometimes less, that vary around a specified average number of behaviors A target, objective, or result that someone tries to accomplish The theory that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement The extent to which goals are detailed, exact, and unambiguous The extent to which a goal is hard or challenging to accomplish The extent to which people consciously understand and agree to goals Information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal

Goal specificity Goal difficulty Goal acceptance Performance feedback

MAN 320F Definition Sheet Chapter 15 Communications Perception Perceptual filters Selective perception Closure Attribution theory Defensive bias Fundamental attribution error Self-serving bias Encoding Decoding Feedback to sender Noise Jargon Formal communication channel Downward communication Upward communication Horizontal communication Informal communication channel (grapevine) Coaching Counseling Nonverbal communication Kinesics Paralanguage Communication medium Hearing Listening Active listening The process of transmitting information from one person or place to another The process by which individuals attend to, organize, interpret, and retain information from their environments The personality, psychology, or experience based differences that influence people to ignore or pay attention to particular stimuli The tendency to notice and accept objects and information consistent with our values, beliefs, and expectations, while ignoring or screening out inconsistent information The tendency to fill in gaps of missing information by assuming that what we dont know is consistent with what we already know The theory that we all have a basic need to understand and explain the causes of other peoples behavior The tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty or trouble The tendency to ignore external causes of behavior and to attribute other peoples actions to internal causes The tendency to overestimate our value by attributing successes to ourselves (internal causes) and failures to others or the environment (external causes) Putting a message into written, verbal, or symbolic form that can be recognized and understood by the receiver Process by which the receiver translates the written, verbal, or symbolic form of a message into an understood message In the communication process, a return message to the sender that indicates the receivers understanding of the message Anything that interferes with the transmission of the intended message Vocabulary particular to a profession or group that interferes with communication in the workplace The system of official channels that carry organizationally approved messages and information Communication that flows from higher to lower levels in an organization Communication that flows from lower to higher levels in an organization Communication that flows among managers and workers who are at the same organizational level The transmission of messages from employee to employee outside of formal communication channels Communicating with someone for the direct purpose of improving the persons on the job performance or behavior Communicating with someone about non-job related issues that may be affecting or interfering with the persons performance Any communication that doesnt involve words Movement of the body and face The pitch, rate, tone, volume, and speaking pattern (i.e. use of silences, pauses, or hesitations) of our voice The method used to deliver an oral or written message The act or process of perceiving sounds Making a conscious effort to hear Assuming half the responsibility for successful communication by actively giving the speaker

MAN 320F Definition Sheet Empathetic listening Destructive feedback Constructive feedback Online discussion forums Televised/videotaped speeches and meetings Organizational silence Company hotlines Survey feedback Blog nonjudgmental feedback that shows youve accurately heard what he or she said Understanding the speakers perspective and personal frame of reference and giving feedback that conveys that understanding to the speaker Feedback that disapproves without any intention of being helpful and almost always causes a negative or defensive reaction in the recipient Feedback intended to be helpful, corrective, and/or encouraging The in-house equivalent of internet newsgroups. By using web or software based discussion tools that are available across the company, employees can easily ask questions and share knowledge with each other Speeches and meetings originally made to a smaller audience that are either simultaneously broadcast to other locations in the company or videotaped for subsequent distribution and viewing When employees withhold information about organizational problems or issues Phone numbers that anyone in the company can call anonymously to leave information for upper management Information that is collected by surveys from organizations members and then compiled, disseminated, and used to develop action plans for improvement A personal website that provides personal opinions or recommendations, news summaries, and reader comments

MAN 320F Definition Sheet Chapter 16 Control Standards Benchmarking Cybernetic Feedback control Concurrent control Feedforward control Control loss Regulation costs Cybernetic feasibility Bureaucratic control Objective control Behavior control Output control Normative control Concertive control Self-control (selfmanagement) Balanced scorecard Suboptimization Cash flow analysis Balance sheets Income statements Financial ratios Budgets Economic value added (EVA) Customer defections Value A regulatory process of establishing standards to achieve organizational goals, comparing actual performance against the standards, and taking corrective action when necessary A basis of comparison for measuring the extent to which various kinds of organizations performance are satisfactory or unsatisfactory The process of identifying outstanding practices, processes, and standards in other companies and adapting them to your company The process of steering or keeping on course A mechanism for gathering information about performance deficiencies after they occur A mechanism for gathering information about performance deficiencies as they occur, thereby eliminating or shortening the delay between performance and feedback A mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur The situation in which behavior and work procedures do not conform to standards The costs associated with implementing or maintaining control The extent to which it is possible to implement each step in the control process The use of hierarchical authority to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures The use of observable measures of worker behavior or outputs to assess performance and influence behavior The regulation of the behaviors and actions that workers perform on the job The regulation of workers results or outputs through rewards and incentives The regulation of workers behavior and decisions through widely shared organizational values and beliefs The regulation of workers behavior and decisions through work group values and beliefs A control system in which managers and workers control their own behavior by setting their own goals, monitoring their own progress, and rewarding themselves for goal achievement Measurement of organizational performance in four equally important areas: finances, customers, internal operations, and innovation and learning Performance improvement in one part of an organization but only at the expense of decreased performance in another part A type of analysis that predicts how changes in a business will affect its ability to take in more cash than it pays out Accounting statements that provide a snapshot of a companys financial position at a particular time Accounting statement also called profit and loss statements that show what has happened to an organizations income, expenses, and net profit over a period of time Calculations typically used to track a businesss liquidity (cash), efficiency, and profitability over time compared to other businesses in its industry Quantitative plans through which managers decide how to allocate available money to best accomplish company goals The amount by which company profits (revenues, minus expenses, minus taxes) exceed the cost of capital in a given year A performance assessment in which companies identify which customers are leaving and measure the rate at which they are leaving Customer perception that the product quality is excellent for the price control

MAN 320F Definition Sheet Interviewing/Dress for Success Behavioral Interview Behavioral interviewing lets the candidate tell real life examples of how they handled actual situations. This form of interviewing encourages job applicants to describe situations when they've utilized skills and abilities similar to those used in the career for which they've applied. A good rule of thumb for the candidate: Past performance is the best predictor of future performance! Mainly used by management consultants, case interviews measure a job seeker's problem solving ability, communication skills, and ability to understand demands even when not clearly explained. The applicant is given a question, situation, problem or challenge and asked to resolve the situation. The case problem is often a business situation or a business case that the company has experienced or worked on in real life. A popular dress code in professional and white-collar workplaces in Western countries. The interpretation of business casual differs widely among organizations and is often a cause of confusion. Typically business casual means you dress less formally than a suit but can range from khakis and a polo shirt to dress slacks, collared shirt, and tie or jacket. A business suit consisting of dress slacks/skirt, dress shirt/blouse, jacket, and (for men) a tie. The pants and jacket are of the same color and material (bought on the same hangar as an outfit)

Case Interview

Business Casual Attire

Business Professional Attire