Back

HR Terminology

Term Definition
4/5ths rule: 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 maority group or less than 80% of the group!s
representation in the rele"ant la#or market
40$(k) plan: %n agreement in &hich a percentage of an employee!s pay is &ithheld and
in"ested in a ta' deferred account
%#solute standards (easuring an employee!s performance against some esta#lished standards
%ccept errors %ccepting candidates &ho &ould later pro"e to #e poor performers
%ction learning % training techni)ue #y &hich management trainees are allo&ed to &ork
full time analy*ing and sol"ing pro#lems in other departments
%cti"e practice: +he performance of o#,related tasks and duties #y trainees during training
%decti"e rating scales % performance appraisal method that lists a num#er of traits and a range of
performance for each
%d"erse impact +he o"erall impact of employer practices that result in significantly higher
percentages of mem#ers of minorities and other protected groups #eing
reected for employment placement- or promotion
%d"erse selection % 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
%d"erse selection: .ituation in &hich only higher,risk employees select and use certain
#enefits
%ffirmati"e action .teps that are taken for the purpose of eliminating the present effects of
past discrimination
%ffirmati"e action plan (%%/): 0ormal document that an employer compiles annually for su#mission to
enforcement agencies
%ffirmati"e action: /rocess in &hich employers identify pro#lem areas- set goals- and take
positi"e steps to enhance opportunities for protected,class mem#ers
%gency shop % 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 &orkers
%l#emarle /aper 1ompany "2
(oody
.upreme 1ourt case in &hich it &as ruled that the "alidity of o# tests must
#e documented and that employee performance standards must #e
unam#iguous
%lternation ranking method Ranking employees from #est to &orst on a particular trait
%pathy .ignificant dysfunction tension resulting in no effort #eing made
%pplicant pool: %ll persons &ho are actually e"aluated for selection
%pplicant population: % su#set of the la#or force population that is a"aila#le for selection using a
particular recruiting approach
%pplication form +he from that pro"ides information on education- prior &ork record- and
skills
%ppraisal inter"ie& %n inter"ie& in &hich the super"isor and su#ordinate re"ie& the appraisal
and make plans to remedy deficiencies and reinforce strengths
%pprenticeship % time 3 typically t&o to fi"e years 3 &hen an indi"idual is considering to
#e training to learn a skill
%r#itration: /rocess that uses a neutral third party to make a decision
%r#itration: /rocess that uses a neutral third party to make a decision
%ssessment center: % collection of instruments and e'ercises designed to diagnose
indi"iduals! de"elopment needs
%ttitude sur"ey: 4ne that focuses on employees! feelings and #eliefs a#out their o#s and
the organi*ation
%ttri#ution theory % theory of performance e"aluation #ased on the perception of &ho is in
control of an employee!s performance
%ttrition % process &here#y the o#s of incum#ents &ho lea"e for any reason &ill
not #e filled
%uthority +he right to make decisions- direct others! &ork- and gi"e orders
%utonomy +he freedom and independence in"ol"ed in doing one!s o#
%utonomy: +he e'tent of indi"idual freedom and discretion in the &ork and its
scheduling
%"aila#ility analysis: %n analysis that identifies the num#er of protected,class mem#ers
a"aila#le to &ork in the appropriated la#or markets in gi"en o#s
Ba#y #oomers +hose indi"iduals #orn #et&een $546 and $564
Ba#y #usters +hose indi"iduals #orn in $565 and years after2 4ften referred to as
generation 7ers
Background in"estigation +he process of "erifying information o# candidates pro"ide
Bargaining unit: 8mployees eligi#le to select a single union to represent and #argain
collecti"ely for them
Base pay: +he #asic compensation an employee recei"es- usually as a &age or salary
Beha"ior modeling % training techni)ue in &hich trainees are first sho&n good management
techni)ues in a film- are then asked to play roles in a simulated situation-
and are then gi"en feed#ack and praise #y their super"isor
Beha"ior modeling: 1opying someone else!s #eha"ior
Beha"ioral inter"ie&: 9nter"ie& in &hich applicants gi"e specific e'amples of ho& they ha"e
performed a certain task or handled a pro#lem in the past
Beha"ioral rating approach: %ssesses an employee!s #eha"iors instead of other characteristics
Beha"ioral symptoms .ymptoms of stress characteri*ed #y decreased producti"ity- increased
a#senteeism and turno"er- and increased smoking and alcohol/su#stance
consumption
Beha"iorally %nchored Rating
.cales (B%R.)
% performance appraisal techni)ue that generates critical incidents and
de"elops #eha"ioral dimensions of performance2 +he e"aluator appraises
#eha"iors rather than traits
Benchmark o#: :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
Benchmarking: 1omparing specific measures of performance against data on those
measures in other <#est practice= organi*ations
Benefit: %n indirect re&ard gi"en to an employee or group of employees as a part
of organi*ational mem#ership
Benefit: 9ndirect compensation gi"en to an employee or group of employees as a
part of organi*ational mem#ership
Benefits needs analysis: % comprehensi"e look at all aspects of #enefits
Blind,#o' ad %n ad"ertisement in &hich there is no identification of the ad"ertising
organi*ation
Blue 1ross % health insurer concerned &ith the hospital side of health insurance
Blue .hield % health insurer concerned &ith the pro"ider side of health insurance
Bona fide occupational
)ualification (B04>):
1haracteristic pro"iding a legitimate reason &hy an employer can e'clude
persons on other&ise illegal #asis of consideration
Bonus: % one,time payment that does not #ecome part of the employee!s #ase pay
Boycott +he com#ined refusal #y employees and other interested parties to #y or se
the employer!s products
Broad#anding: /ractice of using fe&er pay grades ha"ing #roader ranger than in
traditional compensation systems
Bulletin #oard % means a company uses to post information of interest to its employees
Burnout +he total depletion of physical and mental resources caused #y e'cessi"e
stri"ing to reach an unrealistic &ork,related goal
Business agent: % fulltime union official &ho operates the union office and assists union
mem#ers
Business necessity: % practice necessary for safe and efficient organi*ational operations
1areer stages %n indi"idual!s career mo"es through fi"e stages: e'ploration-
esta#lishment- mid,career- late,career- and decline
1areer: +he series of &ork,related positions a person occupies throughout life
1ase study method % de"elopment method in &hich the manager is presented &ith a &ritten
description of an organi*ational pro#lem to diagnose and sol"e
1entral tendency % tendency to rate all employees the same &ay- such as rating them all
a"erage
1entral tendency +he tendency of a rater to gi"e a"erage ratings
1entral tendency error: Rating all employees in a narro& range in the middle of the rating scale
1hange agent 9ndi"iduals responsi#le for fostering the change effort- and assisting
employees in adapting to the changes
1hecklist: /erformance appraisal tool that uses a list of statements or &ords that are
checked #y raters
1itation .ummons informing employers and employees of the regulations and
standards that ha"e #een "iolated in the &orkplace
1i"il .er"ice Reform %ct Replace 8'ecuti"e 4rder $$45$ as the #asic la& go"erning la#or relations
for federal employees
1lassification method (ethod of o# e"aluation that focuses on creating common o# grades
#ased on skills- kno&ledge- and a#ilities
1layton %ct ?a#or legislation that attempted to limit the use of inunctions against
union acti"ities
1losed shop: % firm that re)uires indi"iduals to oin a union #efore they can #e hired
1oaching % de"elopment acti"ity in &hich a manager takes an acti"e role in guiding
another manager
1oaching: +raining and feed#ack gi"en to employees #y immediate super"isors
1ogniti"e a#ility tests: +est that measure an indi"idual!s thinking- memory- reasoning- and "er#al
and mathematical a#ilities
1ollecti"e #argaining: /rocess &here#y representati"es of management and &orkers negotiate
o"er &ages- hours- and other terms and conditions of employment
1ollege placements %n e'ternal search process focusing recruiting efforts on a college campus
1ommission: 1ompensation computed as a percentage of sales in units or dollars
1ommunications programs @R( programs designed to pro"ide information to employees
1ompara#le &orth +he concept #y &hich &omen &ho are usually paid less than men can
claim that men in compara#le rather than strictly e)ual o#s are paid more
1ompa,ratio: /ay le"el di"ided #y the midpoint of the pay range
1ompensa#le factor: 9dentifies a o# "alue commonly present throughout a group of o#s
1ompensation committee: % su#group of the #oard of directors composed of directors &ho are not
officers of the firm
1ompensatory time off: @ours gi"en in lieu of payment for e'tra time &orked
1ompetencies: Basic characteristics that can #e linked to enhanced performance #y
indi"iduals or teams
1ompetiti"e ad"antage +he #asis for superiority o"er competitors and thus for hoping to claim
certain customers
1omplaint procedure % formali*ed procedure in an organi*ation through &hich an employee
seeks resolution of a &ork pro#lem
1omplaint: 9ndication of employee dissatisfaction
1ompressed &ork&eek: 4ne in &hich a full &eek!s &ork is accomplished in fe&er than fi"e days
1onciliation: /rocess #y &hich a third party attempts to keep union and management
negotiators talking so that they can reach a "oluntary settlement
1oncurrent "alidity: (easured &hen an employer tests current employees and correlates the
scores &ith their performance ratings
1onstraints on recruiting efforts 0actors that can affect ma'imi*ing outcome is recruiting
1onstruct "alidity: Aalidity sho&ing a relationship #et&een an a#stract characteristic and o#
performance
1onstructi"e discharge: 4ccurs &hen an employer deli#erately makes conditions intolera#le in an
attempt to get an employee to )uit
1ontent "alidity: Aalidity measured #y use of a logical- nonstatistical method to identify the
;.%s and other characteristics necessary to perform a o#
1ontinuous process
impro"ement
% total )uality management concept &here#y &orkers continue to&ard $00
percent effecti"eness on the o#
1ontract administration 9mplementing- interpreting- and monitoring the negotiated agreement
#et&een la#or and management
1ontractual rights: Rights #ased on a specific contractual agreement #et&een employer and
employee
1ontrast error: +endency to rate people relati"e to others rather than against performance
1ontri#utory plan: /ension plan in &hich the money for pension #enefits is paid in #y #oth
employees and employers
1ontrolled e'perimentation 0ormal method for testing the effecti"eness of a training program-
prefera#le &ith #efore,and,after tests and a control group
1ontrolling % management function concerned &ith monitoring acti"ities
1o,payment: 8mployee!s payment of a portion of the cost of #oth insurance premiums
and medical care
1ore competency: % uni)ue capa#ility that creates high "alue and that differentiates the
organi*ation from its competition
1ore,plus plans % 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
1orrelation coefficient: 9nde' num#er gi"ing the relationship #et&een a predictor and a criterion
"aria#le
1orrelation coefficients % statistical procedure sho&ing the strength of the relationship #et&een
one!s test score and o# performance
1ost,#enefit analysis: 1omparison of costs and #enefits associated &ith training
1raft union: 4ne &hose mem#ers do one type of &ork- often using speciali*ed skills
and training
1riterion,related "alidity: Aalidity measured #y a procedure that uses a test as the predictor of ho&
&ell an indi"idual &ill perform on the o#
1ritical incident appraisal % performance appraisal method that focuses on the key #eha"iors that
make the difference #et&een doing a o# effecti"ely or ineffecti"ely
1ritical incident method ;eeping a record of uncommonly food or undesira#le e'amples of an
employee!s &ork,related #eha"ior and re"ie&ing it &ith the employee at
predetermined times
1ultural en"ironments +he attitudes and perspecti"es shared #y indi"iduals from specific
countries that shape their #eha"ior and ho& they "ie& the &orld
1umulati"e trauma disorders
(1+Bs):
(uscle and skeletal inuries that occur &hen &orkers respecti"ely use the
same muscles to perform tasks
1ut score % point at &hich applicants scoring #elo& that point are reected
Ba"is,Bacon %ct % la& passed in $5C$ that sets &age rates for la#orers employed #y
contractors &orking for the federal go"ernment
Becentrali*ed &ork sites Dork sites that e'ist a&ay from an organi*ation!s facilities
Becertification: /rocess &here#y a union is remo"ed as the representati"e of a group of
employees
Becline phase +he final stage in one!s career- usually marked #y retirement
Befined,#enefit plan: 4ne in &hich an employee is promised a pension amount #ased on age and
ser"ice
Befined,contri#ution plan: 4ne in &hich the employer makes an annual payment to an employee!s
pension account
Belegation % management acti"ity in &hich acti"ities are assigned to indi"iduals at
lo&er le"els in the organi*ation
Bepri"ation % state of ha"ing an unfulfilled need
Be"elopment: 8fforts to impro"e employees! a#ility to handle a "ariety of assignments
Biary method % o# analysis method re)uiring o# incum#ents to record their daily
acti"ities
Bictionary of 4ccupational
+itles
% go"ernment pu#lication that lists more than C0-000 o#s
Bifferential piece,rate system: % 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
Bifferential "alidity % special type of "alidation &here#y a cut score is lo&er due to #ias in the
test
Bisa#led person: .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
Biscipline: 0orm of training that enforces organi*ational rules
Bisparate impact: 4ccurs &hen su#stantial under representation of protected,class mem#ers
results from employment decisions that &ork to their disad"antage
Bisparate treatment: .ituation that e'ists &hen protected,class mem#ers are treated differently
from others
Bistri#uti"e #argaining % competiti"e- confrontational #argaining strategy
Bistri#uti"e ustice: +he percei"ed fairness in the distri#ution of outcomes
Bistri#uti"e ustice: /ercei"ed fairness in the distri#ution of outcomes
Bi"ersity: +he differences among people
Bi"ersity: +he differences among people
Bocumentation Esed as a record of the performance appraisal process outcomes
Bo&nsi*ing %n acti"ity in an organi*ation aimed at creating greater efficiency #y
eliminating certain o#s
Bra&: %n amount ad"anced from and repaid to future commissions earned # the
employee
Brug,free Dorkplace %ct Re)uires specific go"ernment,related groups to ensure that their
&orkplace is drug free
Bue process: (eans used for indi"iduals to e'plain and defend their actions against
charges or discipline
Buty: % larger &ork segment composed of se"eral tasks that are performed #y an
indi"idual
Bysfunctional tension +ension that leads to negati"e stress
8arly retirement % 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
8conomic strike %n impasse that results from la#or and management!s a#ility to agree on
the &ages- hours- terms- and conditions of a <ne&= contract
8conomic "alue added (8A%): % firm!s net operating profit after the cost of capital is deducted
8ffort,performance relationship +he likelihood that putting forth the effort &ill lead to successful
performance on the o#
8,learning: +he use of the 9nternet or an organi*ational intranet to conduct training on,
line
8mployee assistance program: 4ne that pro"ides counseling and other help to employees ha"ing
emotional- physical- or other personal pro#lems
8mployee #enefits (em#ership,#ased- nonfinancial re&ards offered to attract and keep
employees
8mployee counseling % process &here#y employees are guided in o"ercoming performance
pro#lems
8mployee de"elopment 0uture,oriented training- focusing on the personal gro&th of the employee
8mployee hand#ook % #ooklet descri#ing the important aspects of employment an employee
needs to kno&
8mployee leasing @iring <temporary= employees for long periods of time
8mployee monitoring %n acti"ity &here#y the company is a#le to keep informed of its
employees! acti"ities
8mployee referrals % recommendation from a current employee regarding a o# applicant
8mployee Retirement 9ncome
.ecurity %ct
?a& passed in $5F4 designed to protect employee retirement #enefits
8mployee rights % collecti"e term dealing &ith "aried employee protection practices in an
organi*ation
8mployee stock o&nership plan
(8.4/):
% plan &here#y employees gain stock o&nership in the organi*ation for
&hich they &ork
8mployee training /resent,oriented training- focusing on indi"iduals! current o#s
8mployment <test=: %ny employment procedure used as the #asis for making an employment,
related decision
8mployment contract: %greement that formally outlines the details of employment
8mployment legislation ?a&s that directly affect the hiring- firing- and promotion of indi"iduals
8mployment,at,&ill (8%D): % 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
8ncapsulated de"elopment: .ituation in &hich an indi"idual learns ne& methods and ideas in a
de"elopment course and returns to a &ork unit that is still #ound #y old
attitudes and methods
8ncounter stage +he sociali*ation stage &here indi"iduals confront the possi#le dichotomy
#et&een their organi*ational e'pectations and reality
8n"ironmental influences +hose factors outside the organi*ation tat directly affect @R( operations
8n"ironmental scanning: /rocess of studying the en"ironment of the organi*ation to pinpoint
opportunities and threats
8)ual employment opportunity
(884):
9ndi"iduals should ha"e e)ual treatment in all employment,related actions
8)ual /ay %ct /assed in $56C- this act re)uires e)ual pay for e)ual &ork
8)uity: +he percei"ed fairness of &hat the person does compared &ith &hat the
person recei"es
8)uity: +he percei"ed fairness #et&een &hat a person does and &hat the person
recei"es
8rgonomics: +he study and design of the &ork en"ironment to address physiological
and physical demands on indi"iduals
8ssay appraisal % performance appraisal method &here#y an appraiser &rites a narrati"e
a#out the employee
8ssential o# functions: 0undamental duties of a o#
8ssential o# functions: 0undamental duties of a o#
8sta#lishment phase % career stage in &hich one #egins to search for &ork2 9t includes getting
one!s first o#
8'ecuti"e 4rder $0588 %ffirmed the right of federal employees to oin unions and granted
restricted #argaining rights to these employees
8'ecuti"e 4rder $$45$ Besigned to make federal la#or relations more like those in the pri"ate
sector2 %lso esta#lished the 0ederal ?a#or Relations 1ouncil
8'empt employees: 8mployees to &hom employers are not re)uired to pay o"ertime under the
0air ?a#or .tandards %ct
8'it inter"ie&: %n inter"ie& in &hich indi"iduals are asked to identify reasons for lea"ing
the organi*ation
8'patriates 9ndi"iduals &ho &ork in a country in &hich they are not citi*ens of that
country
8'ploration phase % career stage that usually ends in one!s mid,t&enties as one makes the
transition form school to &ork
8'ternal dimension +e o#ecti"e progression of steps through a gi"en occupation
8'tinction +he elimination of any reinforcement that maintains #eha"ior
8'tranet: %n 9nternet,linked net&ork that allo&s employees access to information
pro"ided #y e'ternal entities
0act,finder % neutral third,party indi"idual &ho conducts a hearing to gather e"idence
and testimony from the parties regarding the differences #et&een them
0actor comparison method % method of o# analysis in &hich o# factors are compared to determine
the &orth of the o#
0air 1redit Reporting %ct Re)uires an employer to notify o# candidates of its intent to check into
their credit
0air ?a#or .tandards %ct /assed in $5C8- this act esta#lished la&s outlining minimum &age-
o"ertime pay- and ma'imum hour re)uirements for most E2.2 &orkers
0amily and (edical ?ea"e %ct 0ederal legislation that pro"ides employees up to t&el"e &eeks of unpaid
lea"e each year to care for family mem#ers- or for their o&n medical
reasons
0amily,friendly #enefits 0le'i#le #enefits that are supporti"e of caring for one!s family
0amily,friendly organi*ation 4rgani*ations that pro"ide #enefits that support employees! caring for
their families
0ederal agency guidelines Guidelines issued #y federal agencies charged &ith ensuring compliance
&ith e)ual employment federal legislation e'plaining recommended
employer procedures in detail
0ederal (ediation and
1onciliation .er"ice
% go"ernment agency that assists la#or and management in settling their
disputes
0ederation: Group of autonomous national and international unions
0eed#ack: +he amount of information recei"ed a#out ho& &ell or ho& poorly one
has performed
0le'i#le #enefits plan: 4ne that allo&s employees to select the #enefits the prefer from groups of
#enefits esta#lished #y the employer
0le'i#le spending account: %ccount that allo&s employees to contri#ute preta' dollars to #y
additional #enefits
0le'i#le spending accounts .pecial #enefits accounts that allo& the employee to set aside money on a
preta' #asis to pay for certain #enefits
0le'i#le staffing: Ese of recruiting sources and &orkers &ho are not traditional employees
0le'time: .cheduling arrangement in &hich employees &ork a set num#er of hours
per day #y "ary starting and ending times
0orced distri#ution method .imilar to grading on a cur"eH predetermined percentages of ratees are
place in "arious performance categories
0orced distri#ution: /erformance appraisal method in &hich ratings of employees! performance
are distri#uted along a #ell,shaped cur"e
0orced,choice appraisal % type of performance appraisal method in &hich the rater must choose
#et&een t&o specific statements a#out an employee!s &ork #eha"ior
0orecasting: Ese of information from the past and present to identify e'pected future
conditions
0unctional tension /ositi"e tension that creates the energy for an indi"idual to act
Gainsharing: +he sharing &ith employees of greater,then,e'pected gains in profits
and/or producti"ity
Garnishment: % court action in &hich a portion of an employee!s &ages is set aside to
pay a de#t o&ed a creditor
Glass ceiling: Biscriminatory practices that ha"e pre"ented &omen and other protected,
class mem#ers from ad"ancing to e'ecuti"e,le"el o#s
Glo#al "illage +he production and marketing of goods and ser"ices &orld&ide
Golden parachute: % se"erance #enefit that pro"ides protection and security to e'ecuti"es in
the e"ent that they lose their o#s or their firms are ac)uired #y other firms
Good faith #argaining % term that means #oth parties are communicating and negotiating and that
proposals are #eing matched &ith counterproposals &ith #oth parties
making e"ery reasona#le effort to arri"e at agreements2 9t does not mean
that either party is compelled to agree to a proposal
Good faith effort strategy 8mployment strategy aimed at changing practices that ha"e contri#uted in
the past to e'cluding or underutili*ing protected groups
Graphic rating scale % scale that lists a num#er of traits and a range of performance for each2
+he employee is then rated #y identifying the score that #est descri#es his
or her le"el of performance for each trait
Graphic rating scale: % scale that allo&s the rater to mark an employee!s performance on a
continuum
Graphology @and&riting analysis
Green,circled employee: %n incum#ent &ho is paid #elo& the range set for the o#
Grie"ance ar#itration: (eans #y &hich a third party settles disputes arising from different
interpretations of a la#or contract
Grie"ance procedures: 0ormal channels of communications used to resol"e grie"ances
Grie"ance: 1omplaint formally stated in &riting
Griggs "2 +he Buke /o&er
1ompany 1ase
@eard #y the .upreme 1ourt in &hich the plaintiff argued that his
employer!s re)uirement that coal handlers #e high school graduates &as
unfairly discriminatory2 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 o# performance- and that the #urden of proof is on the
employer to sho& that hiring standards are o# related
Group inter"ie& method (eeting &ith a num#er of employees to collecti"ely determine &hat their
o#s entail
Group order ranking % relati"e standard of performance characteri*ed as placing employees
into a particular classification- such as the <top one,fifth=
Guaranteed fair treatment 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
@alo effect: Rating a person high on all items #ecause of performance in one area
@a&thorne studies % series of studies that pro"ided ne& insights into group #eha"ior
@a*ard communication standard Re)uires organi*ations to communicate to its employees ha*ardous
chemicals they may encounter on the o# and ho& to deal &ith them safely
@ealth (aintenance %ct 8sta#lished the re)uirement that companies offering traditional health
insurance to its employees must also offer alternati"e health,care options
@ealth maintenance
organi*ation (@(4):
(anaged care plan that pro"ides ser"ices for a fi'ed period on a prepaid
#asis
@ealth promotion: % supporti"e approach to facilitate and encourage employees to enhance
healthy actions and lifestyles
@ealth: % general state of physical- mental- and emotional &ell,#eing
@olland "ocational preferences %n indi"idual occupational personality as it relates to "ocational themes
@onesty tests % speciali*ed paper and pencil test designed to assess one!s honesty
@ost,country national @iring a citi*en for the host country to perform certain o#s in the glo#al
"illage
@ostile en"ironment: .e'ual harassment &here an indi"idual!s &ork performance or
psychological &ell,#eing is unreasona#ly affected #y intimidating or
offensi"e &orking conditions
@ot,sto"e rule Biscipline should #e immediate- pro"ide ample &arning- #e consistent-
and impersonal
@R audit: % formal research effort that e"aluates the current state of @R management
in an organi*ation
@R generalist: % person &ith responsi#ility for performing a "ariety of @R acti"ities
@R research: +he analysis of data from @R records to determine the effecti"eness of
past and present @R practices
@R specialist: % person &ith in,depth kno&ledge and e'pertise in a limited area of @R
@R strategies: (eans used to anticipate and manage the supply of and demand for human
resources
@uman resource information
system (@R9.):
%n integrated system designed pro"iding information used in @R decision
making
@uman resource planning: /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#ecti"es
@uman resources in"entory Bescri#es the skills that are a"aila#le &ithin the organi*ation
@uman Resources management: +he design of formal systems in an organi*ation to ensure effecti"e and
efficient use of human talent to accomplish organi*ational goals
9llegal issues: 1ollecti"e #argaining issues that &ould re)uire either party to take illegal
action
9mmediate confirmation: +he concept that people learn #est if reinforcement and feed#ack is gi"en
after training
9mminent danger % condition &here an accident is a#out to occur
9mpasse % situation &here la#or and management cannot reach a satisfactory
agreement
9mplied employment contract %ny organi*ational guarantee or promise a#out o# security
9mpression management 9nfluencing performance e"aluations #y portraying an image that is desired
#y the appraiser
9(/R4.@%R8 % special type of incenti"e plan using a specific mathematical formula for
determining employee #onuses
9ncenti"e plan % plan in &hich a production standard is set for a specific &ork group- and
its mem#ers are paid incenti"es if the group e'ceeds the production
standard
9ncident rate Ium#er of inuries- illnesses- or lost &orkdays as it relates to a common
#ase of $00 fulltime employees
9ndependent contractors: Dorkers &ho perform specific ser"ices on a contract #asis
9ndi"idual performance,
organi*ational goal relationship
+he likelihood that successful performance on the o# &ill lead to the
attainment of organi*ational goals
9ndi"idual retirement account
(9R%):
% special account in &hich an employee can set aside funds that &ill not
#e ta'ed until the employee retires
9ndi"idual,centered career
planning:
1areer planning that focuses on indi"iduals! careers rather than on
organi*ational needs
9ndustrial union: 4ne that includes many persons &orking in the same industry or company-
regardless of o#s held
9nformal training: +raining that occurs through interactions and feed#ack among employees
9n,house de"elopment centers % company,#ased method for e'posing prospecti"e manager to realistic
e'ercises to de"elop impro"ed management skills
9nsu#ordination Dillful disregard or diso#edience of the #oss!s authority or legitimate
orderH critici*ing the #oss in pu#lic
9ntegrated disa#ility
management program:
% #enefit that com#ines disa#ility insurance programs and efforts to reduce
&orkers! compensation claims
9ntegrati"e #argaining % cooperati"e strategy in &hich a common goal is the focus of
negotiations
9nterest ar#itration %n impasse resolution techni)ue used to settle contract negotiation
disputes
9ntranet: %n organi*ational net&ork that operates o"er the 9nternet
:o# analysis: .ystematic &ay to gather and analy*e information a#out the content-
conte't- and the human re)uirements of o#s
:o# criteria: 9mportant elements in a gi"en o#
:o# description 9dentification of the tasks- duties- and responsi#ilities of a o#
:o# design: 4rgani*ing tasks- duties- and responsi#ilities into a producti"e unit of
&ork
:o# enlargement: Broadening the scope of a o# #y e'panding the num#er of different tasks
to #e performed
:o# enrichment 9ncreasing the depth of a o# #y adding the responsi#ility for planning-
organi*ing- controlling- and e"aluating
:o# e"aluation: +he systematic determination of the relati"e &orth of o#s &ithin an
organi*ation
:o# instruction training % systematic approach to 4:+ consisting of four #asic steps
:o# posting: % system in &hich the employer pro"ides notices of o# openings and
employees respond to apply
:o# rotation: +he process of shifting a person from o# to o#
:o# rotation: +he process of shifting an employee from o# to o#
:o# satisfaction: % positi"e emotional state resulting from e"aluating one!s o# e'perience
:o# specifications: +he kno&ledge- skills- and a#ilities (;.%s) and indi"idual needs to
perform a o# satisfactorily
:o#: Grouping of tasks- duties- and responsi#ilities that constitutes the total
&ork assignment for employees
:ungian personality typology 0our dimensions of personality matched to &ork en"ironments
:ust cause: Reasona#le ustification for taking employment,related action
;aroshi % :apanese term meaning death fro o"er&orking
;eogh plan: % type of indi"iduali*ed pension plan for self,employed indi"iduals
?a#or force population: %ll indi"iduals &ho are a"aila#le for selection if all possi#le recruitment
strategies are used
?a#or markets: +he e'ternal supply pool from &hich organi*ations attract employees
?andrum,Griffin %ct +he la& aimed at protecting union mem#ers from possi#le &rongdoing on
the part of their unions
?ate,career phase % career stage in &hich indi"iduals are no longer learning a#out their o#s-
nor is it e'pected that they should #e trying to outdo le"els of performance
from pre"ious years
?eading % management function concerned &ith directing the &ork of others
?earning cur"e Bepicts the rate of learning
?earning organi*ation %n organi*ation <skilled at creating- ac)uiring- and transferring kno&ledge
and at modifying its #eha"ior to reflect ne& kno&ledge and insights
?egislating lo"e 1ompany guidelines on ho& personal relationships may e'ist at &ork
?eniency error % means #y &hich performance appraisal can #e distorted #y e"aluating
employees against one!s o&n "alue system
?ine manager % manager &ho is authori*ed to direct the &ork of su#ordinates and
responsi#le for accomplishing the organi*ation!s goals
?ock out/tag out regulations: Re)uirements that locks and tags #e used to make e)uipment inoperati"e
for repair or adustment
?ockout % refusal #y the employer to pro"ide opportunities to &ork
?ockout % situation in la#or,management negotiations &here#y management
pre"ents union mem#ers from returning to &ork
?ockout: .hutdo&n of company operations undertaken #y management to pre"ent
union mem#ers from &orking
?ump,sum increase (?.9): % one,time payment of all or part of a yearly pay increase
(anaged care: %pproaches that monitor and reduce medical costs using restrictions and
market system alternati"es
(anagement assessment centers % situation in &hich management candidates are asked to make decisions
in hypothetical situations and are scored on their performance2 9t usually
also in"ol"es testing and the use of management games
(anagement #y o#ecti"es
((B4):
.pecifies the performance goals that an indi"idual and her or his manager
agree to try to attain &ithin an appropriate length of time
(anagement de"elopment %ny attempt to impro"e current or future management performance #y
imparting kno&ledge- changing attitudes- or increasing skills
(anagement rights 9tems that are not part of contract negotiations- such as ho& to run the
company- or ho& much to charge for products
(anagement rights: +hose rights reser"ed to the employer to manage- direct- and control its
#usiness
(anagement thought 8arly theories of management that promoted today!s @R( operations
(andated #enefits: 4nes that employers in the E. must pro"ide to employees #y la&
(andatory issues: 1ollecti"e #argaining issues identified specifically #y la#or la&s or court
decisions as a su#ect to #argaining
(arginal functions: Buties that are part of a o# #ut are incidental or ancillary to the purpose
and nature of a o#
(arket line: +he line on a graph sho&ing the relationship #et&een o# "alue- as
determined #y o# e"aluation points and pay sur"ey rates
(arshall "2 Barlo&- 9nc .upreme 1ourt case that stated an employer could refuse an 4.@%
inspection unless 4.@% had a search &arrant to enter the premises
(assed practice: +he performance of all of the practice at once
(ature &orkers +hose &orkers #orn #efore $546
(aturity cur"e: 1ur"e that depicts the relationship #et&een e'perience and pay rates
(cBonnell,Bouglas 1orp "2
Green
% four,part test used to determine if discrimination has occurred
(ediation: /rocess #y &hich a third party assists negotiators in reaching a settlement
(ediation: /rocess #y &hich a third party assists negotiators in reaching a settlement
(em#ership,#ased re&ards Re&ards that o to all employees regardless of performance
(entoring: % relationship in &hich e'perienced managers aid indi"iduals in the earlier
stages of their careers
(erit pay %n increase in one!s pay- usually gi"e on an annual #asis
(erit /ay (merit raise) %ny salary increase a&arded to an employee #ased on his or her indi"idual
performance
(etamorphosis stage +he sociali*ation stage &here#y the ne& employee must &ork out
inconsistencies disco"ered during the encounter stage
(id,career phase % career stage marked #y a continuous impro"ement in performance-
le"eling off in performance or the #eginning of deterioration of
performance
(ission statement +he reason an organi*ation is in #usiness
(odular plans % fle'i#le #enefit system &here#y employees choose a pre,designed
package of #enefits
(oti"ating potential score % predicti"e inde' suggesting the moti"ation potential of a o#
(oti"ation: +he desire &ithin a person causing that person to act
Iational emergency strike: % strike that &ould impact the notional economy significantly
Iational emergency strikes .trikes that might <imperil the national health and safety=
Iational 9nstitute for
4ccupational .afety and @ealth
(I94.@)
+he go"ernment agency that researches and sets 4.@% standards
Iational ?a#or Relations Board
(I?RB)
+he agency created #y the Dagner %ct to in"estigate unfair la#or practice
charges ad to pro"ide for secret,#allot elections and maority rule in
determining &hether or not a firm!s employees &ant a union
Iegati"e reinforcement %n unpleasant re&ard
Iepotism: /ractice of allo&ing relati"es to &ork for the same employer
I?RB "2 Bildisco J Bildisco Epheld the premise that a company could file for #ankruptcy to ha"e a
la#or contract nullified
Ion,compete agreement: %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
Ion,contri#utory plan: /ension plan in &hich all the funds for pension #enefits are pro"ided #y
the employer
Iondirecti"e inter"ie&: 9nter"ie& that uses )uestions that are de"eloped from the ans&ers to
pre"ious )uestions
Ion,e'empt employees: 8mployees &ho must #e paid o"ertime under the 0air ?a#or .tandards %ct
Iorms +ells group mem#ers &hat they ought or ought not do in certain
circumstances
Iorris,?aGuardia %ct +his la& marked 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=
Iorris,?aGuardia %ct ?a#or la& act that set the stage for permitting indi"iduals full freedom to
designate a representati"e of their choosing to negotiate terms and
conditions of employment
4#ser"ation method % o# analysis techni)ue in &hich data are gathered #y &atching
employees &ork
4ccupational .afety and @ealth
%ct
+he la& passed #y 1ongress in $5F0 <to assure so far as possi#le e"ery
&orking man and &oman in the nation safe and healthful &orking
conditions and to preser"e our human resources
4ccupational .afety and @ealth
%ct
.et standards to ensure safe and healthful &orking conditions and pro"ided
stiff penalties for "iolators
4m#udsman: /erson outside the normal chain of command &ho acts as a pro#lem sol"er
for #oth management and employees
4pen shop: Dorkers are not re)uired to oin or pay dues
4perant conditioning % type of conditioning in &hich #eha"ior lead to a re&ard or pre"ents
punishment
4pinion sur"eys 1ommunication de"ices that use )uestionnaires to regularly ask employees
their opinions a#out the company- management- and &ork life
4rgani*ational commitment: +he degree to &hich employees #elie"e in and accept organi*ational goals
and desire to remain &ith the organi*ation
4rgani*ational culture: +he shared "alues and #eliefs of a &orkforce
4rgani*ational culture: +he shared "alues and #eliefs of a &orkforce
4rgani*ational de"elopment
(4B)
% method aimed at changing the attitudes- "alues- and #eliefs of
employees so that employees can impro"e the organi*ation
4rgani*ation,centered career
planning:
1areer planning that focuses on o#s and on identifying career paths that
pro"ide for the logical progression of people #et&een o#s in an
organi*ation
4rientation: +he planned introduction of ne& employees to their o#s- co,&orkers- and
the organi*ation
4utdoor training .peciali*ed training that occurs outdoors that focuses on #uilding self,
confidence and team&ork
4utplacement % process &here#y an organi*ation assists employees- especially those
#eing se"ered from the organi*ation- in o#taining employment
4utplacement counseling % systematic process #y &hich a terminated person is trained and
counseled in the techni)ues of self,appraisal and securing a ne& position
/aid time,off (/+4) plan: /lan that com#ines all sick lea"e- "acation time- and holidays into a total
num#er of hours or days that employees can take off &ith pay
/aired comparison Ranking 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
/aired comparison method Ranking employees #y making a chart of all possi#le pairs of the
employees for each trait and indicating &hich is the #etter employee of the
pair
/anel inter"ie&: 9nter"ie& in &hich se"eral inter"ie&ers inter"ie& the candidate at the
same time
/articipati"e management % management concept gi"ing employees more control o"er the day,to,
day acti"ities on their o#
/ay compression : .ituation in &hich pay differences among indi"iduals &ith different
le"els of e'perience and performance in the organi*ation #ecomes small
/ay e)uity: .imilarity in pay for o#s re)uiring compara#le le"els of kno&ledge- skill-
and a#ility- e"en if actual o# duties differ significantly
/ay e)uity: .imilarity in pay for all o#s re)uiring compara#le le"els of kno&ledge-
skills- and a#ilities- e"en if actual duties and market rates differ
significantly
/ay grade: % grouping of indi"idual o#s ha"ing appro'imately the same o# &orth
/ay sur"ey: % collection of data on compensation rates for &orkers performing similar
o#s in other organi*ations
/ay,for,performance Re&arding employees #ased on their performance
/eer e"aluation % performance e"aluation situation in &hich co&orkers pro"ide input into
the employee!s performance
/eer orientation 1o&orker assistance in orienting ne& employees
/eer re"ie& panel: % panel of employees hear appeals from disciplined employees and make
recommendations or decisions
/ension Benefit Guaranty
1orporation
+he organi*ation that lays claim to corporate assets to pay or fund
inade)uate pension programs
/ension plans: Retirement #enefits esta#lished and funded #y employers and employees
/erformance analysis 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)
/erformance appraisal: +he process of e"aluating ho& &ell employees perform their o#s &hen
compared to a set of standards- and then communicating that information
to employees
/erformance consulting: % process in &hich a trainer and the organi*ational client &ork together to
#oost &orkplace performance in support of #usiness goals
/erformance management
systems:
/rocesses used to identify- encourage- measure- e"aluate- impro"e- and
re&ard employee performance
/erformance simulation test Dork sampling and assessment centers focusing on actual o# acti"ities
/erformance standards: 9ndicators of &hat the o# accomplishes and ho& performance is measured
in key areas of the o# description
/erformance standards: 8'pected le"els of performance
/erformance: Dhat an employee does or does not do
/ermissi"e issues: 1ollecti"e #argaining issues that are not mandatory #ut relate to certain
o#s
/er)uisites (perks): .pecial #enefits 3 usually noncash items 3 for e'ecuti"es
/erson,o# fit: (atching the ;.%s of people &ith the characteristics of o#s
/ersonnel replacement charts 1ompany records sho&ing present performance and promota#ility of
inside candidates for the most important positions
/erson,organi*ation fit: +he congruence #et&een indi"iduals and organi*ational factors
/hased retirement: %pproach in &hich employees reduce their &orkloads and pay
/hysical a#ility tests: +ests that measure indi"idual a#ilities such as strength- endurance- and
muscular mo"ement
/hysiological symptoms 1haracteristics of stress that manifest themsel"es as increased heart and
#reathing rates- higher #lood pressure- and headaches
/lacement: 0itting a person to the right o#
/lant 1losing Bill %lso kno&n as D%RI- re)uires employers to gi"e si'ty days! ad"anced
notice of pending plant closings or maor layoff
/lant closing la& +he Dorker %dustment and Retraining Iotification %ct- &hich re)uires
notifying employees in the e"ent an employer decides to close its facility
/lant,&ide incenti"es %n incenti"e system that re&ard all mem#ers of the plant #ased on ho&
&ell the entire group performed
/lateauing % condition of stagnating in one!s current o#
/oint method Breaking do&n o#s #ased on identifia#le criteria and the degree to &hich
these criteria e'ist on the o#
/olicies: General guidelines that focus organi*ational actions
/orta#ility: % pension plan feature that allo&s employees to mo"e their pension
#enefits from one employer to another
/osition %nalysis >uestionnaire % o# analysis techni)ue that rates o#s on $54 elements 9 si' acti"ity
categories
/ositi"e Reinforcement /ro"iding a pleasant response to an indi"idual!s actions
/ost,training performance
method
8"aluating training programs #ased on ho& ell employees can perform
their o#s after they ha"e recei"ed the training
/rearri"al stage +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
/redicti"e "alidity: (easured &hen test results of applicants are compared &ith su#se)uent
o# performance
/referred pro"ider organi*ation
(//4):
% healthcare pro"ider that contracts &ith an employer group to pro"ide
healthcare ser"ices to employees at a competiti"e rate
/regnancy Biscrimination %ct
(/B%)
%n amendment to +itle A99 of the 1i"il Rights %ct that prohi#its se'
discrimination #ased on <pregnancy- child#irth- or related medical
conditions=
/re,post training performance
method
8"aluating training programs #ased the difference in performance #efore
and after one recei"es training
/re,post training performance
&ith control group
8"aluating training #y comparing pre, and post training results &ith
indi"iduals &ho did not recei"e the training
/reretirement counseling 8mployer,sponsored counseling aimed at pro"iding information to ease
the passage of employees into retirement
/rimacy effect: 9nformation recei"ed first gets the most &eight
/rimary research: Research method in &hich data are gathered firsthand for the specific
proect #eing conducted
/ri"acy %ct Re)uires federal go"ernment agencies to make a"aila#le information in an
indi"idual!s personnel file
/rocedural ustice: +he percei"ed fairness of the process and procedures used to make
decisions a#out employees
/rocedural ustice: /ercei"ed fairness of the process used to make decisions a#out employees
/rocedures: 1ustomary methods of handling acti"ities
/roduction cells: Groupings of &orkers &ho produce entire products or components
/roducti"ity: % measure of the )uantity and )uality of &ork done- considering the cost
of the resources used
/rofit sharing: % system to distri#ute a portion of the profits of the organi*ation to
employees
/rogrammed instruction (aterial is learned in highly organi*ed- logical se)uence- that re)uires the
indi"idual to respond
/rotected class: 9ndi"iduals &ithin a group identified for protection under e)ual
employment la&s and regulation
/sychological contract: +he un&ritten e'pectations employees and employers ha"e a#out the
nature of their &ork relationships
/sychological symptoms 1haracteristics of stress that manifest themsel"es as tension- an'iety-
irrita#ility- #oredom- and procrastination
/sychomotor tests: +est that measure de'terity hand,eye coordination- arm,hand steadiness-
and other factors
/u#lic policy "iolation /rohi#iting the termination of an employee for refusing to o#ey an order
the employee considered illegal
>ualifications in"entories (anual or computeri*ed systematic records listing employees! education-
career and de"elopment interests- languages- special skills- and so on to #e
used in forecasting inside candidates for promotion
>uality circle: .mall group of employees &ho monitor producti"ity and )uality and
suggest solutions to pro#lems
>uid pro )uo: .e'ual harassment in &hich employment outcomes are linked to the
indi"idual granting se'ual fa"ors
>uota strategy 8mployment strategy aimed at mandating the same results as the food faith
effort strategy through specific hiring and promotion restrictions
Rail&ay ?a#or %ct /ro"ided the initial impetus to &idespread collecti"e #argaining
Ranking method +he simplest method of o# e"aluation that in"ol"es ranking each o#
relati"e to all other o#s- usually #ased on o"erall difficulty
Ranking method Rating employees from highest to lo&est
Ranking: ?isting of all employees from highest to lo&est in performance
Rater #ias: 8rror that occurs &hen a rater!s "alues or preudices distort the rating
Ratification: /rocess #y &hich union mem#er "ote to accept the terms of a negotiated
la#or agreement
Realistic o# pre"ie& % selection de"ice that allo&s o# candidate to learn negati"e as &ell as
positi"e information a#out the o# and organi*ation
Realistic o# pre"ie& (R:/): +he process through &hich a o# applicant recei"es an accurate picture of
a o#
Reasona#le accommodation: % modification or adustment to a o# or &ork en"ironment for a )ualified
indi"idual &ith a disa#ility
Recruiting: +he process of generating a pool of )ualified applicants for organi*ational
o#s
Red,circled employee: %n incum#ent &ho is paid a#o"e the range set for the o#
Reduced &ork hours % do&nsi*ing concept &here#y employees &ork fe&er than forty hours
and are paid accordingly
Reengineering Radical- )uantum change in an organi*ation
Regency effect: 8rror in &hich the rater gi"es greater &eight to recent e"ents &hen
appraising an indi"idual!s performance
Reinforcement: /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
Reect errors Reecting candidates &ho &ould later perform successfully
Relati"e standards 8"aluating an employee!s performance #y comparing the employee &ith
other employees
Relia#ility: 1onsistency &ith &hich a test measures an item
Replacement charts @R( organi*ational charts indicating positions that may #ecome "acant in
the near future and the indi"iduals &ho may fill the "acancy
Representation certification +he election process &here#y union mem#ers "ote in an union as their
representati"e
Representation decertification +he election process &here#y union mem#ers "ote in a union as their
representati"e
Responsi#ilities: 4#ligations to perform certain tasks and duties
Responsi#ilities: 4#ligations to #e accounta#le for actions
Restricted policy %n @R( policy that results in the e'clusion of a class of indi"iduals
Retaliation: /uniti"e actions taken #y employers against indi"iduals &ho e'ercise their
legal rights
Return on in"estment (R49): 1alculation sho&ing the "alue of e'penditures for @R acti"ities
Re"erse discrimination: Dhen a person is denied an opportunity #ecause of preferences gi"en to
protected,class indi"iduals &ho may #e less )ualified
Right to pri"acy: Befined for indi"iduals as the freedom from unauthori*ed and
unreasona#le intrusion into personal affairs
Rights: +hat &hich #elongs to a person #y la&- nature- or tradition
Rightsi*ing ?inking employee needs to organi*ational strategy
Right,to,sue letter: % letter issued #y the 8841 that notifies a complainant that he or she has
50 days in &hich to file a personal suit in federal court
Right,to,&ork la&s: .tate la&s that prohi#it re)uiring employees to oin unions as a condition
of o#taining or continuing employment
Roles Beha"iors that o# incum#ents are e'pected to display
Rules: .pecific guidelines that regulate and restrict the #eha"ior of indi"iduals
.a##atical lea"e: /aid time off the o# to de"elop and reu"enate oneself
.afety: 1ondition in &hich the physical &ell,#eing of people is protected
.alaries: 1onsistent payments made each period regardless of num#er of hours
&orked
.alary sur"ey % sur"ey aimed at determining pre"ailing &age rates2 % good salary
sur"ey pro"ides specific &age rates for specific o#s2 0ormal &ritten
)uestionnaire sur"eys are the most comprehensi"e- #ut telephone sur"eys
and ne&spaper ads are also sources of information
.alting: /ractice in &hich unions hire and pay people to apply for o#s at certain
companies
.canlon plan %n incenti"e plan de"eloped in $5CF #y :oseph .canlon and designed to
encourage cooperation- in"ol"ement and sharing of #enefits
.canlon plan %n organi*ation,&ide incenti"e program focusing on cooperation #et&een
management and employees through sharing pro#lems- goals and ideas
.cientific management % set of principles designed to enhance &orker producti"ity
.econdary research: Research method using data already gathered #y others and reported in
#ooks- articles in professional ournals- or other sources
.ecurity audit: % comprehensi"e re"ie& of organi*ational security
.ecurity: /rotection of employees and organi*ational facilities
.election criteria: 1haracteristic that a person must ha"e to do a o# successfully
.election rate: +he percentage hire from a gi"en group of candidates
.election: /rocess of choosing indi"iduals &ho ha"e needed )ualifications to fill o#s
in an organi*ation
.elf,directed &ork team: 4ne composed of indi"iduals assigned a cluster of tasks- duties- and
responsi#ilities to #e accomplished
.elf,efficacy: % person!s #elief that he/she can successfully learn the training program
content
.eniority: +ime spent in the organi*ation or on a particular o#
.ensiti"ity training % method for increasing employees! insights into their o&n #eha"ior #y
candid discussions in groups led y special trainer
.eparation agreement: %greement in &hich a terminated employee agrees not to sue the employer
in e'change for specified #enefits
.erious health condition: % heath condition re)uiring inpatient- hospital- hospice- or residential
medical care or continuing physician care
.e"erance pay: % security #enefit "oluntarily offered #y employers to employees &ho lose
their o#s
.e'ual harassment: %ction that are se'ually directed- are un&anted- and su#ect the &orker to
ad"erse employment conditions or crate a hostile &ork en"ironment
.hamrock team: 4ne composed of a core of mem#ers- resource e'perts &ho oin the team
as appropriate- and part,time/temporary mem#ers as needed
.hared ser"ices .haring @R( acti"ities among geographically dispersed di"isions
.ick #uilding %n unhealthy &ork en"ironment
.imilarity error 8"aluating employees #ased on the &ay an e"aluator percei"es himself or
herself
.imulated training +raining employees on special off,the,o# e)uipment- and in airplane pilot
training- &here#y training costs and ha*ards can #e reduced
.imulation: % 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
.imulations %ny artificial en"ironment that attempts to closely mirror and actual
condition
.ituational inter"ie& .tructured inter"ie& &ere )uestions related directly to actual &ork
acti"ities
.ituational inter"ie&: % structured inter"ie& composed of )uestions a#out ho& applicants might
handle specific o# situations
.kill deficiencies +he lacking of #asic a#ilities to perform many of today!s o#s
.kill "ariety % situation in &hich o#s re)uire a num#er of skills
.kill "ariety: +he e'tent to &hich the &ork re)uires se"eral different acti"ities for
successful completion
.ocial learning theory +heory of learning that "ie&s learning occurring through o#ser"ation and
direct e'perience
.ociali*ation % process of adaptation that takes place as indi"iduals attempt to learn the
"alues and norms of &ork roles
.pa of control +he num#er of employees a super"isor con effecti"ely and efficiently
direct
.paced practice: .e"eral practice sessions spaced o"er a period of hours or days
.peak upK programs 1ommunications programs that allo& employees to register )uestions-
concerns- ad complaints a#out &ork,related matters
.pecial,purpose team: 4rgani*ational team formed to address specific pro#lems- impro"e &ork
processes- and enhance product and ser"ice )uality
.taff manager % manager &ho assists and ad"ises line mangers
.tatutory rights: Rights #ased on la&s
.tock option: % plan that gi"es an indi"idual the right to #uy stock in a company- usually
at a fi'ed price for a period of time
.traight piece,rate system: % pay system in &hich &ages are determined #y multiplying the num#er
of units produced #y the piece rate for one unit
.trategic goals 4rgani*ation,&ide goals setting direction for the ne't fi"e to t&enty years
.trategic human resource
management:
4rgani*ational use of employees to gain or keep a competiti"e ad"antage
against competitors
.tress % 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
.tress inter"ie& %n inter"ie& designed to see ho& the applicants handle themsel"es under
pressure
.tress inter"ie&: 9nter"ie& designed to create an'iety and put pressure on an applicant to
see ho& the person responds
.tressors .omething that causes stress in an indi"idual
.trike: Dork stoppage in &hich union mem#ers refuse to &ork in order to put
pressure on an employer
.tructured inter"ie&: 9nter"ie& tat uses a set of standardi*ed )uestions asked of all o#
applicants
.tructured inter"ie&s %n inter"ie& in &hich there are fi'ed )uestions that are presented to e"ery
applicant
.tructured )uestionnaire
method
% specifically designed )uestionnaire on &hich employees rate tasks they
perform on their o#s
.u#stance a#use: +he use of illicit su#stances or the misuse of controlled su#stances-
alcohol- or other drugs
.uccession planning: /rocess of identifying a longer,term plan for the orderly replacement of
key employees
.uggestion system: % formal method of o#taining employee input and up&ard communication
.ummary plan description %n 8R9.% re)uirement of e'plaining to employees their pension program
and rights
.unshine ?a&s ?a&s tat e'ist in some states that mandate that la#or,management
negotiations #e open to the pu#lic
.ur"ey feed#ack % method that in"ol"es sur"eying employees! attitudes and pro"iding
feed#ack to department managers so that pro#lems can #e sol"ed #y the
managers and employees
.ympathy strike % strike that takes place &hen one union strikes in support of the strike of
another
+aft,@artley %ct %lso kno&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#ers2 9t also enumerated the rights of employers
+ask identity % situation in &hich a &orker completes all phases of a o#
+ask identity: +he e'tent to &hich the o# includes a <&hole= identifia#le unit of &ork
that is carried out from start to finish and that results in a "isi#le outcome
+ask significance % situation in &hich the employee has su#stantial impact on the li"es of
other employees
+ask significance: +he impact the o# has on other people
+ask: % distinct- identifia#le &ork acti"ity composed of motions
+eam #uilding 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
+eam inter"ie&: 9nter"ie& in &hich applicants are inter"ie&ed #y the team mem#ers &ith
&hom they &ill &ork
+echnical conference method % o# analysis techni)ue that in"ol"es e'tensi"e input form the employee!s
super"isor
+elecommuting: /rocess of going to &ork "ia electronic computing and
telecommunications e)uipment
+op,do&n programs 1ommunications 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
+otal )uality management % continuous process impro"ement
+raining: % process &here#y people ac)uire capa#ilities to aid in the achie"ement of
organi*ational goals
+ransition stay #onus: 8'tra payment for employees &hose o#s are #eing eliminated- there#y
moti"ating them to remain &ith the organi*ation for a period of time
+rend analysis .tudy of a firm!s past employment needs o"er a period of years to predict
future needs
+urno"er: /rocess in &hich employees lea"e the organi*ation and ha"e to #e replaced
Endue hardship: .ignificant difficulty or e'pense imposed on an employer &hen making an
accommodation for indi"iduals &ith disa#ilities
Enion authori*ation card: 1ard signed #y an employee to designate a union as his of her collecti"e
#argaining agent
Enion a"oidance % company tactic of pro"iding to employees those things unions &ould
pro"ide &ithout employees ha"ing to oin the union
Enion #usting % company tactic designed to eliminate the union that represents the
company!s employees
Enion security arrangements ?a#or contract pro"isions designed to attract and retain dues,paying union
mem#ers
Enion security pro"isions: 1ontract clauses to aid the union is o#taining and retaining mem#ers
Enion ste&ard: %n employee elected to ser"e as the first,line representati"e of unioni*ed
&orkers
Enion: % formal association of &orkers that promotes the interests of its mem#ers
through collecti"e action
Enit la#or cost: 1omputed #y di"iding the a"erage cost of &orkers #y their a"erage le"els
of output
Ensafe acts Beha"ior tendencies and undesira#le attitudes that cause accidents
Ensafe conditions +he mechanical and physical conditions that cause accidents
Ep&ard appraisals %n employee appraisal process &here#y employees e"aluate their
super"isors
Etility analysis: %nalysis in &hich economic or other statistical models are #uilt to identify
the costs and #enefits associated &ith specific @R acti"ities
Etili*ation analysis: %n analysis that identifies the num#er of protected,class mem#ers
employed and the types of o#s they hold in an organi*ation
Etili*ation re"ie&: %n audit and re"ie& of the ser"ices and costs #illed #y health,care
pro"iders
Aalidity: 8'tent to &hich a test actually measures &hat it says it measures
Aaria#le pay: +ype of compensation linked to indi"idual- team- or organi*ational
performance
Aaria#le pay: 1ompensation linked to indi"idual- team- and organi*ational performance
Aesting: +he right of employees to recei"e #enefits from their pension plans
Airtual reality % process &here#y the &ork en"ironment is simulated #y sending
messages to the #rain
Dage cur"e .ho&s the relationship #et&een the "alue of the o# and the a"erage &age
paid for this o#
Dage cur"e +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
Dages: /ayments directly calculated on the amount of time &orked
Dagner %ct +his la& #anned certain types of unfair la#or practices and pro"ided for
secret,#allot elections and maority rule for determining &hether or not a
firm!s employees &ant to unioni*e
Dalk,ins Ensolicited applicants
Dalsh,@ealey /u#lic 1ontract
%ct
% la& enacted in $5C6 that re)uires minimum,&age and &orking
conditions for employees &orking on any go"ernment contract amounting
to more than L$0-000
Dard 1o"e "2 %tonio E. .upreme 1ourt decision that makes it difficult to pro"e a case of
unla&ful discrimination against an employer
Deighted application form % special type of application form &here rele"ant applicant information is
used to determine the likelihood of o# success
Dellness programs: /rograms designed to maintain or impro"e employee health #efore
pro#lems arise
Dell,pay: 8'tra pay for not taking sick lea"e
Dhistle,#lo&ers: 9ndi"iduals &ho report real or percei"ed &rongs committed #y their
employers
Dhistle,#lo&ing % situation in &hich an employee notifies authorities of &rongdoing in an
organi*ation
Dildcat strike %n unauthori*ed strike occurring during the term of a contract
Dildcat strike %n unauthori*ed and illegal strike that occurs during the terms of an
e'isting contract
Dork sample tests: +ests that re)uire an applicant to perform a simulated o# task
Dork sampling % selection de"ice re)uiring the o# applicant to actually perform a small
segment of the o#
Dork: 8ffort directed to&ard producing or accomplishing results
Dorker %dustment and
Retraining Iotification %ct
0ederal la& re)uiring employers to fi"e si'ty days! notice of pending plant
closing or maor layoff
Dorker in"ol"ement programs /rograms that aim to #oost organi*ational effecti"eness #y getting
employees to participate in planning- organi*ing and managing their o#s
Dorkers! compensation: Benefits pro"ided to persons inured on the o#
Dorkflo& analysis: % study of the &ay &ork (inputs- acti"ities- and outputs) mo"es through an
organi*ation
Drongful discharge: 4ccurs &hen an employer terminates an indi"idual!s employment for
reasons that are improper or illegal
Mello&,dog contract %n agreement &here#y employees state that they are not no&- nor &ill
they #e in the future- union mem#er
Mield ratios: % comparison of the num#er of applicants at one stage of the recruiting
process to the num#er at the ne't stage

Back
Building on a Legacy of
Excellence
HOME
CONTACT
US
INDEX A-Z
APPLY &
REGISTER
Getting
Started
Admissions
&
Application
Placement
Tests &
GED
Orientation
Counseling
Registratio
n /
e!Lin"
Pa#ing $or
College
%ees&
Pa#ments&
Deadlines
Internation
al
Students
N
SC'ED(L
ES &
CATALOG
Sc)edule
o$ Classes
College
Catalog
Course
Outline
In$ormatio
n Center
$or
Ad*anced
Tec)nolog
# in
Education
Academic
Calendar
Calendar
o$ E*ents
N
I+STR(CTIO
+
Certi,cate
Programs
Associate
Degree
Programs
Trans$er
Preparation
-o! Training
& or"$orce
De*elopmen
t Center $or
Ad*anced
Tec)nolog#
in Education
Communit#
Education
+oncredit
Programs
Stud#/or"
A!road
Instructional
Department
s Li!raries
N
%OR
ST(DE+TS
At)letics
Student
Ser*ices
Student
Resources
Rules &
Regulations
Clu!s &
Organi.atio
ns
Pu!lications
/
Per$ormanc
es Student
A/airs
Li!raries
0oo"store
N
%AC(LTY & STA%%
%acult# Sta/ Sta/ &
%acult# Searc)
Instructional
Departments
Academic Calendar
Insider +e1sletter
'uman
Resources/Emplo#m
ent
N
AD2I+ISTRATIO
+
0oard o$
Trustees
Committees &
Councils O3ces
& Ser*ices
Administrati*e
Ser*ices
Policies &
Documents
Complaints &
Grie*ances
College Sa$et#
N
A0O(T SR-C
President4s 2essage
'istor# & 'ig)lig)ts
Campuses & Center
s Current Pro5ects
Communit# & %riend
s
%acilities Operation
s 'uman
Resources/Emplo#m
ent
Alumni & %oundatio
n
Pu!lic Relations/2ed
ia %act 0oo"
home > Human Resources > HR deparmen !n"orma!on
HR deparmen !n"orma!on
.8%R1@
SEARCH
HR HOME
EMPLOYMENT
OPPORTUNITIES
#o$ Open!n%s
Inerna&
Trans"er'(romo!on
)*ord Doc+
SALARY
SCHEDULES
EMPLOYEE
BENEFITS
Ho&!da,s Emp&o,ee
D!scouns )(D-+
Med!ca& Insurance
Dena& Insurance
.!"e Insurance
/!s!on Insurance
.on% Term
D!sa$!&!, Emp&o,ee
Ass!sance (&an
Re!remen
S,sems
/aca!on'S!c0
.ea1e Repor
RESOURCES A
(&ace To .!1e Our
SR#C Commun!,
Emp&o,ee O" The
Monh Campus
Maps
Sa"" E-ma!&
Accouns
FORMS
DISTRICT
INFORMATION
2oard (o&!c,
Manua& #o$
Descr!p!ons
Or%an!3a!ona&
Chars
Un!on Conracs
HR DEPT
INFORMATION
Conac Us HR
Sa"" D!recor,
D!rec!ons o he
HR Dep )(D-+
Dep Or%an!3a!on
Char
Contact Us
SR#C Human Resources Deparmen )2uon 2u!&d!n%+
4564 Mendoc!no A1enue7 Sana Rosa7 CA 85964-9:85
Phone: );6;+ 5<;-9859 Fax: );6;+ 5<;-98=; E-ma!: human-resources>sanarosa?edu
A"a!a#!t$
The deparmen !s open o he pu$&!c Monda, - -r!da,7 @A66 AM o 5A66 (M
)-OR THE MONTHS O- #UNE AND #U.B7 THE DE(ARTMENT IS O(EN MONDAB - THURSDAB7 @A66 AM TO 5A66 (M+?
Sta%% D&ecto&$
Sa"" D!recor,
Locaton
The 2uon 2u!&d!n% !s &ocaed a he Ces end o" he Sana Rosa Campus a 48@@ Armor, Dr!1e7 Dus souh o"
E&&!o A1enue )Armor, Dr!1e runs para&&e& o H!%hCa, 464 $eCeen Co&&e%e A1enue and See&e .ane+? 2u!&d!n%
E:; on campus map?
D&ectons to the HR De'a&tment
(r!na$&e O""-Campus Dr!1!n% D!rec!ons )(D-+ C!h Map
De'a&tment O&(an)aton Cha&t
(r!na$&e /ers!on

home N apply J register N schedules J catalog N instruction N for students N faculty J staff N administration N
a#out .R:1
1opyright O00F .anta Rosa :unior 1ollege2 %ll rights reser"ed2
?ast update: %ugust 5- O00F