Human Resource Management

The process of sharing ideas with others in an organization.

Workers who do not anticipate having long-term employment with one employer; includes temporary workers, short-term contract workers, and part-time workers.

Communication in which an employee in a higher-level position gives information to an employee in a lower-level position.

A theory of motivation that suggests that a person compares his or her inputs and outcomes to those of others and is then motivated to engage in certain behaviors in order to increase fairness in a work relationship.

Decisions that adhere to some acceptable level of behavior, either as determined by moral standards or the standards set by a professional group.

Situations that pose questions about fairness, justice, and truthfulness and have the potential to result in a behavior that is seen as unacceptable.

A person’s belief that his or her effort will result in a certain level of performance.

A theory of motivation in which a person’s level of motivation is determined by valence, instrumentality, and expectancy.

A movement that emphasizes the social and psychological factors in the workplace.

A top-level manager in the human resources function who reports directly to a company’s CEO or the head of a major division.

An employee in human resources who is responsible for a wide variety of human resource activities.

Any technological approach to storing and obtaining information used to make human resource decisions.

The policies, practices, and systems intended to influence the behaviors and attitudes of employees to attain the effective and efficient use of human talent.

A manager who works in an advisory or support capacity when working with other managers regarding human resource matters.

An employee whose expertise and activities are focused in a limited area of human resource management.

A person’s belief that a certain level of performance will lead to a desired outcome.

The process of influencing the behavior of others to achieve organizational goals.

The direction, effort, and persistence a person has toward the achievement of an organizational goal.

Theories of motivation in which a person is expected to be motivated by his or her own needs, taking certain actions to fulfill those needs

An organization’s long-term purpose or aim; part of the strategic plan.

Having a portion of the organization’s work, other than its core competency, performed by another organization.

An employee’s expectations about the actions of the employer; under the old psychological contract, employees expected to work for one employer for life, but under the new psychological contract, employees are expected to proactively manage their own careers, changing jobs and organizations as necessary.

A management approach to human resources that emphasizes the efficiency of work through standardization and specialization of tasks.

Breaking a task into its most basic elements.

The assignment of very few tasks to each individual employee.

Human resource activities that are intended to utilize human talent to enable the organization to achieve its goals at all organizational levels.

An organization’s plan for conducting its business in a profitable and successful manner.

Communication in which an employee in a lower-level position gives information to a person in a higher-level position.

A person’s anticipated satisfaction in a particular outcome.