UIOWA MANAGEMENT FINAL EXAM STUDY
SET
human capital
the potential of the workforce, captured in their knowledge/skill/motivation
human resource management
the process of attracting, developing, and maintaining a qualified workforce
people-centred practices
-protection of job security
-rigorous hiring process
-employee empowerment
-compensation linked to performance
-comprehensive training
-reduction of status differences
-sharing of key information
the general model of HR
recruitment and selection, compensation and rewards, performance appraisal and
management, training and development all go into desired performance
recruiting technique success rates
51% of all hires were from inside the company; 49% of the rest: one-fourth of those
came from internal referrals, the rest from external hiring sources
tips for recruiting
-use social networks of existing employees and friends. employees won't vouch for
,someone that hurts the reputation
-use personal contact (shows how they act with you)
-target desired applicants (better than broach search)
-proofread ads
characteristics of good training
-clarify objectives, use them to select methods
-maximize the similarity between the training and the job
-convey general principles
-provide a variety of examples
-provide practice and feedback
-use questions to guide attention and encourage active thought
development options
-education
-assessment and feedback
-work experiences
-relationships
managers as teachers
-explain basic concepts (TELL)
-demonstrate performance (SHOW)
-solicit practice (WATCH)
-provide constructive feedback (ENCOURAGE)
-repeat as necessary
job analysis
, a purposeful, systematic process for collecting information on the important
work-related aspects of a job
job description
a written description of the basic tasks, duties, and responsibilities required of an
employee holding a particular job
job specification
a written summary of the qualifications needed to successfully perform a particular
job
structured interview
interviews in which all applicants are asked the same set of standardized questions,
usually including situational, behavioral, background, and job-knowledge questions
unstructured interview
interviews in which interviewers are free to ask the applicants anything they want
appraisal options
evaluating employee performance relative to standards.
SET
human capital
the potential of the workforce, captured in their knowledge/skill/motivation
human resource management
the process of attracting, developing, and maintaining a qualified workforce
people-centred practices
-protection of job security
-rigorous hiring process
-employee empowerment
-compensation linked to performance
-comprehensive training
-reduction of status differences
-sharing of key information
the general model of HR
recruitment and selection, compensation and rewards, performance appraisal and
management, training and development all go into desired performance
recruiting technique success rates
51% of all hires were from inside the company; 49% of the rest: one-fourth of those
came from internal referrals, the rest from external hiring sources
tips for recruiting
-use social networks of existing employees and friends. employees won't vouch for
,someone that hurts the reputation
-use personal contact (shows how they act with you)
-target desired applicants (better than broach search)
-proofread ads
characteristics of good training
-clarify objectives, use them to select methods
-maximize the similarity between the training and the job
-convey general principles
-provide a variety of examples
-provide practice and feedback
-use questions to guide attention and encourage active thought
development options
-education
-assessment and feedback
-work experiences
-relationships
managers as teachers
-explain basic concepts (TELL)
-demonstrate performance (SHOW)
-solicit practice (WATCH)
-provide constructive feedback (ENCOURAGE)
-repeat as necessary
job analysis
, a purposeful, systematic process for collecting information on the important
work-related aspects of a job
job description
a written description of the basic tasks, duties, and responsibilities required of an
employee holding a particular job
job specification
a written summary of the qualifications needed to successfully perform a particular
job
structured interview
interviews in which all applicants are asked the same set of standardized questions,
usually including situational, behavioral, background, and job-knowledge questions
unstructured interview
interviews in which interviewers are free to ask the applicants anything they want
appraisal options
evaluating employee performance relative to standards.
