PHR UNIT 1 BLUE 3/3

  1. ORGANIZATIONAL CAPABILITIES
    ORGANIZATIONAL CAPABILITIES REFER TO WHAT THE ORGANIZATION IS ABLE TO DO WITH THE COLLECTION OF SKILLS, TALENTS, TECHNOLOGY, TRAINING, AND EXPERIENCE POSSESSED BY THE MEMBERS OF A FIRM.
  2. ORGANIZATIONAL CLIMATE
    THE CHARACTERISTICS DESCRIBING AN ORGANIZATION THAT ARE RELATIVELY VISIBLE AND STABLE, BUT AMENABLE TO CHANGE
  3. ORGANIZATIONAL CULTURE
    THE SHARED BELIEFS AND EXPECTATIONS AMONG THE MEMBERS OF AN ORGANIZATION THAT ARE RELATIVELY ENDURING AND RESISTANT TO CHANGE
  4. ORGANIZATIONAL MYTHS
    SIGNIFICANT STORIES THAT ARE TOLD ABOUT AN ORGANIZATION'S EARLIER YEARS THAT IMPACT THE WAY MEMBERS THINK ABOUT ITS HISTORY EVEN IF THEY ARE NOT TRUE
  5. OUTLAY COST
    A HUMAN RESOURCE ACCOUNTING MEASURE THAT REPRESENTS THE COSTS OF RECRUITING, SELECTING, AND TRAINING THE PRESENT EMPLOYEES
  6. OUTSOURCING
    THE PRACTICE OF CONTRACTING WITH OUTSIDE SPECIALISTS TO PERFORM SELECTED HUMAN RESOURCES FUNCTIONS
  7. PARTICIPATION RATES
    THE PERCENTAGE OF A PARTICULAR GROUP, SUCH AS MALES OR FEMALES, WHO ARE PARTICIPATING AS EMPLOYEES IN THE LABOR FORCE
  8. PEO
    PROFESSIONAL EMPLOYER ORGANIZATION.  COMPANIES THAT CONTRACT WITH EMPLOYERS TO MANAGE HUMAN RESOURCE FUNCTIONS AND EMPLOYER LIABILITY BY CONTRACTUALLY ASSUMING EMPLOYER RIGHTS AND RESPONSIBILITIES
  9. PEST
    AN ANALYSIS THAT EXAMINES THE POLITICAL, ECONOMIC, SOCIAL, AND TECHNOLOGICAL FACTORS IN AN ORGANIZATION'S ENVIRONMENT
  10. PRODUCT DEPARTMENTALIZATION
    AN ORGANIZATIONAL STRUCTURE WHERE JOBS ARE ASSIGNMENT TO UNITS OR DEPARTMENTS BY PRODUCT
  11. PRODUCTIVITY
    AN INDEX THAT IS CALCULATED BY DIVIDING THE TOTAL OUTPUT OF GOODS AND SERVICES PRODUCED IN SOCIETY BY THE TOTAL NUMBER OF EMPLOYEE HOURS REQUIRED TO PRODUCE THEM.
  12. REGRESSION ANALYSIS
    A STATISTICAL TECHNIQUE FOR PREDICTING THE VALUE OF ONE DEPENDENT VARIABLE BY WEIGHTED COMBINATION OF OTHER INDEPENDENT VARIABLES
  13. RELIABILITY
    REPEATABILITY OR CONSISTENCY OF MEASUREMENT
  14. REPLACEMENT COST
    A HUMAN RESOURCE ACCOUNTING MEASURE THAT ESTIMATES HOW MUCH IT WOULD COST TO REPLACE A FIRM'S EXISTING EMPLOYEES IN CURRENT DOLLARS
  15. RFP
    A FORMAL, STANDARDIZED DOCUMENT THAT EXPLAINS THE SCOPE OF A PROJECT AND ASKS FOR A BID FROM VENDORS
  16. SERVICE ROLE
    WHEN THE HUMAN RESOURCE DEPARTMENT PROVIDES ASSISTANCE TO LINE MANAGERS ACCORDING TO THEIR REQUESTS
  17. SHARED ASSUMPTIONS
    THE CORE BELIEFS THAT IMPACT HOW PEOPLE THINK ABOUT AND RESPOND TO ORGANIZATIONAL EVENTS, BUT WHICH ARE MOSTLY SUBCONSCIOUS
  18. SHARE NORMS
    THE COMMON EXPECTATIONS THAT GUIDE THE BEHAVIOR OF ORGANIZATIONAL MEMBERS
  19. SIMPLE RANDOM SAMPLE
    THE METHOD OF PLACING ALL EMPLOYEES IN THE SAMPLE POPULATION AND DRAWING THE SAMPLE AT RANDOM.  THE PROBABILITY OF ANY ONE PERSON BEING SELECTED IS EXACTLY THE SAME AS FOR EVERY OTHER PERSON
  20. SOX
    SARBANES-OXLEY ACT. THIS LAW REQUIRES PUBLICLY TRADED COMPANIES AND THEIR INDEPENDENT AUDITORS TO DEMONSTRATE THAT THEIR NUMBERS ARE ACCURATE AND THAT THEY HAVE PROCESSES IN PLACE TO ENSURE ACCURATE REPORTING.  SEVERAL SECTIONS OF THE LAW HAVE IMPORTANT IMPLICATIONS FOR HUMAN RESOURCE ACTIVITIES
  21. SPAN OF CONTROL
    THE NUMBER OF SUBORDINATES ASSIGNED TO A SUPERVISOR
  22. STAFF AUTHORITY
    THE RIGHT AND RESPONSIBILITY TO ADVISE AND ASSIST THOSE WHO POSSESS LINE AUTHORITY
  23. STRATIFIED RANDOM SAMPLE
    THE METHOD OF CATEGORIZING EMPLOYEES INTO SPECIFIED GROUPS ACCORDING TO RELEVANT CHARACTERISTICS, SUCH AS JOB CLASSIFICATION OR ORGANIZATIONAL LEVEL.  INDIVIDUALS ARE THEN SELECTED RANDOMLY WITHIN EACH GROUP ACCORDING TO THE GROUP SIZE
  24. SWOT ANALYSIS
    A POPULAR APPROACH TO STRATEGY DEVELOPMENT WHICH STANDS FOR STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS
  25. THIRD-COUNTRY NATIONAL
    EMPLOYEES WHO ARE CITIZENS OF NEITHER THE HOME NOR THE HOST COUNTRY
  26. TIME TO FILL
    • TOTAL DAYS ELAPSED TO FILL REQUISITIONS
    • ÷
    • NUMBER HIRED
  27. TRANSACTIONAL LEADERSHIP
    A STYLE OF LEADERSHIP THAT FOCUSES ON ACCOMPLISHING WORK BY RELYING ON CONTINGENT REWARDS, TASK INSTRUCTIONS AND CORRECTIVE ACTIONS
  28. TRANSFORMATIONAL LEADERSHIP
    A STYLE OF LEADERSHIP THAT FOCUSES ON COMMUNICATING AN ORGANIZATIONAL VISION, BUILDING COMMITMENT, STIMULATING ACCEPTANCE, AND EMPOWERING FOLLOWERS
  29. TURNOVER RATE
    • [NUMBER OF SEPARATIONS DURING THE MONTH ÷ 
    • AVERAGE NUMBER OF EMPLOYEES DURING MONTH] X 100
  30. UNEMPLOYED
    PERSONS WHO ARE NOT EMPLOYED BUT WHO ARE AVAILABLE FOR WORK AND ARE SEEKING EMPLOYMENT
  31. UNOBTRUSIVE MEASURES
    DATE COLLECTED IN SUCH A WAY THAT IT DOES NOT INFLUENCE HOW AN EMPLOYEE BEHAVES.  FOR EXAMPLE, DATE OBTAINED FROM FILES OR ARCHIVES
  32. VALIDITY
    THE QUALITY OF A MEASUREMENT, REFERRING TO ITS ABILITY TO ACTUALLY MEASURE OR PREDICT WHAT IT INTENDS TO MEASURE OR PREDICT
  33. VALUE CHAIN
    A STRATEGIC CONCEPT SHOWING THE RELATIONSHIPS BETWEEN ORGANIZATIONS, WHERE EACH FIRM REPRESENTS A LINK IN A CHAIN OF VALUE THAT RECEIVES INPUTS FROM SUPPLIERS, ADDS VALUE TO THEM, AND PASSES THEM ON TO BUYERS
  34. VIRTUAL EXPATRIATE
    AN EXPATRIATE MANAGER WHO LIVES AT HOME AND WORKS LONG DISTANCE INSTEAD OF RELOCATING
Author
brndagr
ID
352388
Card Set
PHR UNIT 1 BLUE 3/3
Description
TEST
Updated