Human Resource Management

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Author:
tikidreamer
ID:
100135
Filename:
Human Resource Management
Updated:
2011-09-06 22:30:34
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TCN
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Description:
chapter 1, Overview of the Human Resource Management Field
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  1. The process of sharing ideas with others in an organization.
    communication
  2. Workers who do not anticipate having long-term employment with one employer; includes temporary workers, short-term contract workers, and part-time workers.
    contingent workers
  3. Communication in which an employee in a higher-level position gives information to an employee in a lower-level position.
    downward communication
  4. 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.
    equity theory
  5. Decisions that adhere to some acceptable level of behavior, either as determined by moral standards or the standards set by a professional group.
    ethical decisions
  6. Situations that pose questions about fairness, justice, and truthfulness and have the potential to result in a behavior that is seen as unacceptable.
    ethical dilemmas
  7. A person’s belief that his or her effort will result in a certain level of performance.
    expectancy
  8. A theory of motivation in which a person’s level of motivation is determined by valence, instrumentality, and expectancy.
    expectancy theory
  9. A movement that emphasizes the social and psychological factors in the workplace.
    human relations
  10. A top-level manager in the human resources function who reports directly to a company’s CEO or the head of a major division.
    human resource executive
  11. An employee in human resources who is responsible for a wide variety of human resource activities.
    human resource generalist
  12. Any technological approach to storing and obtaining information used to make human resource decisions.
    human resource information systems (HRIS)
  13. The policies, practices, and systems intended to influence the behaviors and attitudes of employees to attain the effective and efficient use of human talent.
    human resource management (HRM)
  14. A manager who works in an advisory or support capacity when working with other managers regarding human resource matters.
    human resource manager
  15. An employee whose expertise and activities are focused in a limited area of human resource management.
    human resource specialist
  16. A person’s belief that a certain level of performance will lead to a desired outcome.
    instrumentality
  17. The process of influencing the behavior of others to achieve organizational goals.
    leadership
  18. The direction, effort, and persistence a person has toward the achievement of an organizational goal.
    motivation
  19. 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
    need theories
  20. An organization’s long-term purpose or aim; part of the strategic plan.
    organizational goal
  21. Having a portion of the organization’s work, other than its core competency, performed by another organization.
    outsourcing
  22. 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.
    psychological contract
  23. A management approach to human resources that emphasizes the efficiency of work through standardization and specialization of tasks.
    scientific management
  24. Breaking a task into its most basic elements.
    simplification
  25. The assignment of very few tasks to each individual employee.
    specialization
  26. Human resource activities that are intended to utilize human talent to enable the organization to achieve its goals at all organizational levels.
    strategic human resource management
  27. An organization’s plan for conducting its business in a profitable and successful manner.
    strategic plan
  28. Communication in which an employee in a lower-level position gives information to a person in a higher-level position.
    upward communication
  29. A person’s anticipated satisfaction in a particular outcome.
    valence

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