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Human Resource Management

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Human Resource Management (MGT501)
Lesson 43
Job Evaluation:
Job evaluation means systematically determining relative worth of jobs to
create job structure.
Point Method:
Raters assign numerical values to specific job components, and the sum of
these values provides a quantitative assessment of a job's relative worth.
Classification Method:
A job evaluation method by which a number of classes or grades are defined
to describe a group of jobs is known as Classification method.
Ranking Method:
Raters examine the description of each job being evaluated and arrange the
jobs in order according to their value to the company.
Specific programs designed to help employees with personal problems.
Positive Reinforcement:
Applying a valued consequence that increases the likelihood that the person
will repeat the behavior that led to it is termed as positive reinforcement.
Punishment means administering an aversive consequence.
Merit Pay:
A pay increase given to employees based on their level of performance as
indicated in the appraisal.
Workers' perceptions that they are being treated fairly. Compensation must be
fair to all parties concerned and be perceived as fair
External Equity:
Exists when a firm's employees are paid comparably to workers who perform
similar jobs in other firms.
Internal Equity:
Exists when employees are paid according to the relative value of their jobs
within an organization.
The total of all rewards provided employees in return for their services.
Job Pricing:
Job pricing means placing a dollar value on the worth of a job.
The practice of permitting employees to choose, with certain limitations, their
own working hours.
Typically, the reimbursement method used by primary care physicians is an
approach to health care where providers negotiate a rate for health care for a
covered life over a period of time.
Disability protection:
Workers' compensation protects employees from job-related accidents and
illnesses. Some firms, however, provide additional protection that is more
A defined contribution plan in which a firm contributes stock shares to a
Gain sharing:
Plans that are designed to bind employees to the firm's performance by
providing an incentive payment based on improved company performance
Scanlon plan:
Provides a financial reward to employees for savings in labor costs that result
from their suggestions.
Telecommuting is a work arrangement whereby employees are able to remain
at home, or otherwise away from the office, and perform their work over
telephone lines tied to a computer
The extent of individual freedom and discretion employees have in
performing their jobs.
Pay for Performance
Pay for performance refers to any compensation method that ties pay to the
quantity or quality of work the person produces
Empowerment means giving employees the authority, tools, and information
they need to do their jobs with greater autonomy
withdrawing or failing or failing to provide a reinforcing consequence.
Administering an aversive consequence.
Positive Reinforcement
applying a valued consequence that increases the likelihood that the person
will repeat the behavior that led to it.
Motivation is the inner drive that directs a person's behavior toward goals.
Human Resource Management (MGT501)
Involves protecting employees from injuries due to work-related accidents.
Refers to the employees' freedom from physical or emotional illness.
Involves protecting employees from injuries due to work-related accidents.
Refers to the employees' freedom from physical or emotional illness.
Stress is the body's nonspecific reaction to any demand made on it.
The total depletion of physical and mental resources caused by excessive
striving to reach an unrealistic work-related goal.
An altered state of consciousness that is artificially induced and characterized
by increased receptiveness to suggestions.
Constraints are barriers that keep us from doing what we desire.
desires that are backed by the purchasing power or affordability.
A method of learning to control involuntary bodily processes, such as blood
pressure or heart rate.
Transcendental Meditation A stress-reduction technique in which an individual, comfortably seated,
mentally repeats a secret word or phrase provided by a trained instructor.
An incapacitating condition in which individuals lose a sense of the basic
purpose and fulfillment of their work
Exchange of information between people; it occurs when one person
understands the meaning of a message sent by another person, and responds
to it.
All factors that interfere with and distort communication.
Process by which sender puts a message in a certain format to send to the
Information about some behavior and its effect.
Process by which the receiver translates the sender's message into an
understandable form.
Grievance procedure
A formal, systematic process that permits employees to complain about
matters affecting them and their work.
Collective bargaining
The process through which representatives of management and the union
meet to negotiate a labor agreement
A process whereby a neutral third party enters a labor dispute when a
bargaining impasse has occurred.
An agreement by union members to refuse to use or buy the firm's products.
The process that allows the parties to submit their dispute to an impartial third
party for resolution.
Table of Contents:
  1. INTRODUCTION TO HRM:Growing Importance of HRM, Road Map of the Course
  2. ESSENTIALS OF MANAGEMENT:Concepts and Essential of Management, Managerís Roles
  3. ORGANIZATION AND COMPONENTS OF ORGANIZATION:Open versus Closed Systems, The Hawthorne Studies
  4. PEOPLE AND THEIR BEHAVIOR:Why to work in organizations?, The Goals of Organizational Behavior
  5. INDIVIDUAL VS. GROUP BEHAVIOR:What Are Roles?, Problem solving Team
  6. PERSONNEL MANAGEMENT TO HUMAN RESOURCE MANAGEMENT:Records and Administration, Competitive Advantage
  7. HRM IN A CHANGING ENVIRONMENT:Productivity, New Trends at Work Place
  8. How organization Cultivate a Diverse Workforce, STEPS TOWARD MANAGEMENT OF DIVERSITY
  9. FUNCTIONS AND ENVIRONMENT OF HRM:Compensation and Benefits, Safety And Health, Interrelationships of HRM Functions
  10. LINE AND STAFF ASPECTS OF HRM:Authority, Line versus Staff Authority, Staff Manager
  11. LEGAL CONTEXT OF HR DECISIONS:Doing the Right Thing, Affirmative Action, Unintended Consequences
  12. HUMAN RESOURCE PLANNING (HRP):Benefits of HR Planning, Forecasting Human Resource Availability
  13. STRATEGIC PLANNING AND HRIS:HRís Strategic Role, Human Resource Information System, Common HRIS Functions
  14. JOB ANALYSIS:Purposes of the job Analysis, Questions Job Analysis Should Answer
  15. JOB ANALYSIS:Methods of Collecting Job Analysis Information, Observation, Source of Data
  16. JOB ANALYSIS (CONTD.):SURPLUS OF EMPLOYEES FORECASTED, Diversity through Recruiting Efforts
  17. SOURCES OF RECRUITMENT:ALTERNATIVES TO RECRUITMENT, Quantity of the Applicants, Quality of the Applicants
  18. SELECTION:Initial Screening, Advantages of Successful Screening
  19. SELECTION TESTS:Characteristics of Properly Designed Selection Tests, Guidelines for Conducting an Interview
  20. SELECTION PROCESSÖ CONTD:Background Investigations, Physical Exam, Selecting Managers
  21. SOCIALIZATION:Compensation and Benefits, Team Membership, Stages in socialization Process, Training and Development Trends
  22. TRAINING AND DEVELOPMENT:Learning, Phases of Training, Why Transfer of Training Fails
  23. MAXIMIZING LEARNING:Following up on Training, Repetition, Feedback, Purposes of T & D
  24. CAREER MANAGEMENT:Individual career planning, Career Planning and Development Methods
  25. PERFORMANCE:Determinants of Job Performance, Why is performance measured?, Performance Management
  28. COMPENSATION SYSTEM:Pay, Job Pricing, Compensation: An Overview, Compensation Surveys
  29. BENEFITS:Total Compensation, Discretionary Benefits (Voluntary), Workplace Flexibility
  30. ROLE OF MONEY IN PERFORMANCE OF EMPLOYEES:Types of Pay-for-Performance Plans, Empower Employees
  31. MOTIVATION:The Motivation Process, Motivational Theories, Challenges of motivating employees
  32. OCCUPATION, HEALTH & SAFETY:Physical Conditions, Accident Investigation, Smoking in The work place
  33. STRESS MANAGEMENT:Symptoms of Stress, Managing Stress,
  34. COMMUNICATION IN ORGANIZATION:Burnout, Social Support at Work & Home, Communication in organization, Meetings
  35. TRADE UNIONS:Collective Bargaining, The HRM Department in a Nonunion Setting, Phases of Labor Relations
  36. CONFLICT AND NEGOTIATION:Transitions in Conflict Thought, Individual Conflict Management Styles
  37. POWER AND POLITICS:Sources of Power, Advantages and Disadvantages of PowerPower and Politics in Context
  38. EMPLOYEE RIGHTS AND DISCIPLINE:Contractual Rights, Management Rights, Disciplining Employees,
  39. DISCIPLINE (CONT...):Factors to Consider when Disciplining, Disciplinary Guidelines, Employee Separations
  40. LEADERSHIP:The Leaderís Behavior, Situational Theories of Leadership, Becoming a Leader
  41. REVISION (LESSON 12-21):Plans, Job Specification, Human resource planning, Selection Process, Corporate Culture
  42. REVISION (LESSON 22-26):Training, Case Study Method, Training, Performance
  43. REVISION (LESSON 27-35):Classification Method, Compensation, Empowerment, Mediation
  44. INTERNATIONAL DIMENSIONS OF HRM:Global Corporation, Type of staff members, Approaches to Global Staffing
  45. CONCLUSION & REVIEW:Strategies for Gaining Competitive Advantage, High-performance Work System