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| Process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives |
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| Using information from the past and present to identify expected future conditions |
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| The unwritten expectations employees and employers have about the nature of their work relationships |
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| The desire within a person causing that person to act |
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| A positive emotional state resulting from evaluating one's job experiences |
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| A survey that focuses on employees' feelings and beliefs about their jobs and the organization |
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| The extent to which an employee feels linked to organizational success |
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| Organizational commitment |
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| The degree to which employees believe in and accept organizational goals and desire to remain with the organization |
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| The process in which employees leave an organization and have to be replaced |
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| Employees are terminated for poor performance or work rule violations |
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| Employees leave by choice |
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| Lower-performing or disruptive employees leave |
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| Key individuals and high performers leave at critical times |
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| Employees leave for reasons outside the control of the employer |
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| Employees leave for reasons that could be influenced by the employer |
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| Hiring new workers while laying off others |
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| An interview in which individuals who are leaving an organization are asked to give their reasons |
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| Process of generating a pool of qualified applicants for organizational jobs |
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| External supply pool from which employers attract employees |
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| All individuals who are available for selection if all possible recruitment strategies are used |
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| A subset of the labor force population that is available for selection using a particular recruiting approach |
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| All persons who are actually evaluated for selection |
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| System in which the employer provides notices of job openings and employees respond by applying for specific openings |
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| Comparison of the number of applicants at one stage of the recruiting process with the number at the next stage |
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| Percentage hired from a given group of candidates |
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| Percent of applicants hired divided by total number of applicants offered jobs |
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Definition
| The process of choosing individuals with the correct qualifications needed to fill jobs in an organization |
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| Fitting a person to the right job |
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| Matching the KSAs of individuals with the characteristics of jobs |
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| The congruence between individuals and organizational factors |
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| Characteristic that a person must possess to successfully perform work |
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| Predictors of selection criteria |
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| Measurable or visible indicators of selection criteria |
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| Index number that gives the relationship between a predictor variable and a criterion variable |
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| Measured when an employer tests current employees and correlates the scores with their performance ratings |
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| Measured when test results of applicants are compared with subsequent job performance |
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| Process through which a job applicant receives an accurate picture of a job |
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| Tests that measure an individual’s thinking, memory, reasoning, verbal, and mathematical abilities |
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| Tests that measure an individual’s abilities such as strength, endurance, and muscular movement |
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| Tests that measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors |
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| Tests that require an applicant to perform a simulated task that is a specified part of the target job |
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| Situational judgment tests |
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| Tests that measure a person’s judgment in work settings |
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| Interview that uses a set of standardized questions asked of all applicants |
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| Interview in which applicants give specific examples of how they have performed a certain task or handled a problem in the past |
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| Structured interview that contains questions about how applicants might handle specific job situations |
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| Interview that uses questions developed from the answers to previous questions |
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| Interview designed to create anxiety and put pressure on applicants to see how they respond |
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| Interview in which several interviewers meet with candidate at the same time |
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| Interview in which applicants are interviewed by the team members with whom they will work |
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| Occurs when an employer fails to check an employee’s background and the employee injures someone on the job |
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| Occurs when an employer becomes aware that an employee may be unfit for work but continues to employ the person, and the person injures someone |
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| Process whereby people acquire capabilities to perform jobs |
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| The way an organization identifies and leverages knowledge in order to be compatible |
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| Process in which a trainer and an organization work together to decide how to improve organizational and individual results |
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| Planned introduction of new employees to their jobs, coworkers, and the organization |
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| People’s belief that they can successfully learn the training program content |
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| Ways in which adults learn differently than younger people |
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| Performance of job-related tasks and duties by trainees during training |
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| Practice performed in several sessions spaced over a period of hours or days |
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| Practice performed all at once |
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| Copying someone else’s behavior |
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| Based on the idea that people tend to repeat responses that give them some type of positive reward and to avoid actions associated with negative consequences |
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| Based on the idea that people learn best if reinforcement and feedback are given as soon as possible after training |
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| Training that occurs through interactions and feedback among employees |
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| Training people to do more than one job |
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| Learning approach that combines methods, such as short, fast-paced, interactive computer-based lessons and teleconferencing with traditional classroom instruction and simulation |
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| Comparison of costs and benefits associated with training |
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| Series of work-related positions a person occupies throughout life |
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| Organization-centered career planning |
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Definition
| Career planning that focuses on identifying career paths that provide for the logical progression of people between jobs in an organization |
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| Represent employees' movements through opportunities over time |
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| Individual-centered career planning |
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| Career planning that focuses on an individual's responsibility for a a career rather than on organizational needs |
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| System that allows a person to advance up either a management or a technical/professional ladder |
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| Planning, training, and reassignment of global employees back to their home countries |
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| Efforts to improve employees' abilities to handle a variety of assignments and to cultivate employees' capabilities beyond those required by the current job |
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| Collections of instruments and exercises designed to diagnose individuals' development needs |
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| Process of moving a person from job to job |
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| Time off the job to develop and rejuvenate oneself |
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| Relationship in which experienced managers aid individuals in the earlier stages of their careers |
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| Series of activities designed to ensure that the organization gets the performance it needs from its employees |
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| Process of determining how well employees do their jobs relative to a standard and communicating that information to them |
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| Important elements in a given job |
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| Define the expected levels of employee performance |
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| Scale that allows the rater to mark an employee's performance on a continuum |
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| Performance appraisal methods in which all employees are listed from highest to lowest in performance |
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Definition
| Performance appraisal method in which ratings of employees' performance levels are distributed along a bell-shaped curve |
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| Management by objective (MBO) |
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Definition
| Performance appraisal method that specifies the performance goals that an individual and manager identify together |
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Definition
| Occurs when a rater gives greater weight to recent events when appraising an individual's performance |
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Term
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Definition
| Occurs when a rater gives greater weight to information received first when appraising an individual's performance |
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Term
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Definition
| Occurs when a rater gives all employees a score within a narrow range in the middle of the scale |
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Definition
| Occurs when ratings of all employees fall at the high end of the scale |
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Definition
| Occurs when ratings of all employees fall at the low end of the scale |
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Definition
| Occurs when a rater's values or prejudices distort the rating |
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Definition
| Occurs when a rater scores an employee high on all job criteria because of performance in one area |
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Definition
| Tendency to rate people relative to others rather than against performance standards |
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