Review Terms For Week 7 Homework Students List

Review Terms For Week 7 Homeworkstudents This List Of Terms Will Be

This list of terms will be part of your Week 7 homework assignment. It is recommended that you download this early in the term, and fill in the meanings, page numbers, and examples of how these terms are used in practice and in HRM as you go through the course. This will assist you in doing the Week 7 homework AND in studying for the final exam.

Terms included are: Workforce diversity, Watson Wyatt Human Capital Index, Outsourcing, Shared services, Seniority systems, Disparate impact, Disparate treatment, WARN Act, Job analysis, Job attractiveness, Structured interviews, Assessment centers, Personality tests, Performance simulation tests, Vocational preferences types, Realistic-conventional-artistic, Performance evaluations, Equal Pay Act, ADA, EEO, EEOC, HIPPA, COBRA, Authorization card, Job specification, Job comparison/ranking, Profit sharing, IRA, Short term disability, Organizational goal setting, Achieved outcomes, 360 degree, Performance appraisal distortion, Halo error, Wagner Act, Taft Hartley Act, SWOT analysis, Employee referrals, Predictive and concurrent validity, Employee orientation, Career development, Internal vs. external career success factors, BARS, Training needs assessment, ADDIE, Absolute standards, Job description, Relative standards, Job evaluation.

Paper For Above instruction

The Week 7 homework involves a comprehensive review of key human resource management (HRM) terms critical to understanding HR practices and policies. These terms encompass a broad range of topics including workplace diversity, employment legislation, selection methods, performance evaluation, and career development. Understanding these concepts enables HR professionals to develop effective strategies that align with organizational goals and legal standards, fostering a productive and compliant work environment.

Definitions of Key HRM Terms

Workforce diversity refers to the inclusion of individuals from various backgrounds, demographics, and skill sets within an organization. It enhances creativity and innovation but requires effective management to mitigate conflicts and promote equality (Cox, 1993). The Watson Wyatt Human Capital Index measures an organization’s ability to attract, develop, and retain talent, serving as a benchmark for HR effectiveness (Watson Wyatt, 2008). Outsourcing involves contracting external firms to handle certain HR functions such as payroll or recruitment, aiming to reduce costs and improve efficiency (Hirschheim & Sabherwal, 2001).

Shared services centralize HR functions like benefits administration and employee records, offering cost savings and consistency (Ray et al., 2008). Seniority systems grant employees benefits based on length of service, influencing employee motivation and retention. Disparate impact occurs when policies unintentionally favor or disadvantage particular groups, raising legal concerns under anti-discrimination laws (Lichtenstein & Amato, 2011). Disparate treatment involves intentional discrimination against employees based on protected characteristics.

The WARN Act requires employers to provide advance notice of mass layoffs or plant closings, protecting workers’ rights (U.S. Department of Labor, 1988). Job analysis systematically identifies the duties and requirements of a job, forming the basis for hiring and evaluation processes. Job attractiveness assesses how appealing a position is to applicants, influencing recruitment success (Schneider & Barbera, 2014). Structured interviews standardize questions to ensure fair assessment of candidates, while assessment centers evaluate skills through simulations and tests (Latham & Saari, 1979).

Personality tests measure traits to predict job performance, and performance simulation tests assess practical skills in scenarios mirroring actual job tasks. Vocational preference types categorizing individuals as realistic, conventional, artistic, etc., assist in career counseling. Performance evaluations track employee contributions, aiding in development and compensation decisions. The Equal Pay Act mandates equal compensation regardless of gender for equal work, reinforcing pay equity (Finkin, 2001). The ADA prohibits discrimination against individuals with disabilities, requiring workplace accommodations.

EEO laws prohibit employment discrimination based on race, gender, religion, or other protected categories, enforced by EEOC. HIPAA ensures confidentiality of health information, whilst COBRA grants employees rights to continue health insurance after employment termination. An authorization card signifies union support during collective bargaining efforts. Job specifications clearly define the qualifications and skills necessary for a position, aiding in recruitment.

Job comparison/ranking involves evaluating and prioritizing jobs to establish pay scales. Profit sharing distributes company profits among employees, fostering ownership and motivation. IRAs provide retirement savings options. Short-term disability insurance offers income replacement during temporary disabilities. Organizational goal setting aligns individual and team objectives with corporate strategy (Locke & Latham, 2002). Achieved outcomes refer to the results employees accomplish, which can be assessed through various performance metrics.

The 360-degree feedback system collects performance data from supervisors, peers, and subordinates, providing a comprehensive view of employee performance. Performance appraisal distortion, such as halo errors, occurs when evaluations are biased or inaccurate. Laws like the Wagner Act protect workers' rights to unionize, and the Taft-Hartley Act restrict certain union activities. SWOT analysis evaluates strengths, weaknesses, opportunities, and threats, assisting strategic HR planning (Gatignon & Xuereb, 1997).

Employee referrals leverage existing staff networks during recruitment. Validity types—predictive and concurrent—assess the accuracy of selection tests. Employee orientation programs introduce new hires to organizational culture and policies. Career development encompasses training, mentorship, and promotional pathways. Internal and external success factors determine career advancement, with internal factors emphasizing organizational mobility, and external focusing on market conditions (Greenhaus & Callanan, 2012). BARS (Behaviorally Anchored Rating Scales) provide structured performance assessments based on specific behaviors.

Training needs assessment identifies gaps in employee skills, guiding development initiatives. The ADDIE model outlines phases of instructional design: Analysis, Design, Development, Implementation, and Evaluation (Branch, 2009). Standards for evaluating jobs include absolute standards, which are fixed performance benchmarks, and relative standards, which compare employees against each other. Job descriptions detail duties, responsibilities, and qualifications essential for recruitment and performance management. Job evaluation assesses the relative worth of roles to establish equitable pay structures.

Most Interesting Concept Learned

The most intriguing concept from the course was the application of structured interviews and assessment centers in candidate selection. These methods significantly increase the reliability and validity of hiring decisions, reducing bias and ensuring a better fit between employee capabilities and job requirements. The emphasis on behavioral and performance-based assessments aligns with contemporary HR trends emphasizing fairness and strategic talent management.

References

• Branch, R. M. (2009). Instructional Design: The ADDIE Approach. Springer Publishing.
• Finkin, M. W. (2001). The Law of Employment Discrimination. West Academic Publishing.
• Gatignon, H., & Xuereb, J. M. (1997). Strategic orientation and organizational performance. Journal of Strategic Marketing, 5(3), 227-242.
• Greenhaus, J. H., & Callanan, G. A. (2012). Career Management. SAGE Publications.
• Hirschheim, R., & Sabherwal, R. (2001). Extracting value from information technology outsourcing: Some evidence from the healthcare industry. MIS Quarterly, 25(2), 143-167.
• Latham, G. P., & Saari, L. M. (1979). Application of social learning theory to employee goal setting. Journal of Applied Psychology, 64(8), 809-821.
• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
• Lichtenstein, R., & Amato, L. (2011). Disparate impact and the law: An examination of legal remedies. Law and Human Behavior, 35(5), 377-385.
• Ray, R. L., Duncan, R., & Whincup, T. (2008). Shared services: A new HR paradigm. Human Resource Management Journal, 18(2), 182-193.
• Watson Wyatt. (2008). The Human Capital Index. Watson Wyatt Worldwide.