| Human resource management (HRM) | Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.
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| Strategic human resource management | The process by which managers design the components of a human resource management system to be consistent with one another, with other elements of organizational architecture, and with the organization's strategy and goals.
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| Equal employment opportunity (EEO) | The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
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| Recruitment | Activities that managers engage in to develop a pool of qualified candidates for open positions.
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| Selection | The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.
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| Human resource planning | Activities that managers engage in to forecast their current and future needs for human resources.
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| Outsource | To use outside suppliers and manufacturers to produce goods and services.
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| Job analysis | Identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job.
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| Lateral move | A job change that entails no major changes in responsibility or authority levels.
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| Realistic job preview (RJP) | An honest assessment of the advantages and disadvantages of a job and organization.
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| Reliability | The degree to which a tool or test measures the same thing each time it is used.
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| Validity | The degree to which a tool or test measures what it purports to measure.
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| Training | Teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers.
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| Development | Building the knowledge and skills of organizational members so that they will be prepared to take on new responsibilities and challenges.
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| Needs assessment | An assessment of which employees need training or development and what type of skills or knowledge they need to acquire.
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| On-the-job training | Training that takes place in the work setting as employees perform their job tasks.
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| Performance appraisal | The evaluation of employees' job performance and contributions to their organization.
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| Performance feedback | The process through which managers share performance appraisal information with subordinates, give subordinates an opportunity to reflect on their own performance, and develop, with subordinates, plans for the future.
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| Objective appraisal | An appraisal that is based on facts and is likely to be numerical.
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| Subjective appraisal | An appraisal that is based on perceptions of traits, behaviors, or results.
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| 360-degree appraisal | A performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager's performance.
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| Formal appraisal | An appraisal conducted at a set time during the year and based on performance dimensions and measures that were specified in advance.
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| Informal appraisal | An unscheduled appraisal of ongoing progress and areas for improvement.
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| Pay level | The relative position of an organization's pay incentives in comparison with those of other organizations in the same industry employing similar kinds of workers.
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| Pay structure | The arrangement of jobs into categories reflecting their relative importance to the organization and its goals, level of skill required, and other characteristics.
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| Cafeteria-style benefit plans | A plan from which employees can choose the benefits that they want.
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| Labor relations | The activities that managers engage in to ensure that they have effective working relationships with the labor unions that represent their employees' interests.
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| Collective bargaining | Negotiations between labor unions and managers to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.
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