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The illegal practice of deliberately using prohibited grounds, such as race, religion and sex, when making employment decisions.
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Unfair practices and policies that have an adverse impact on specific groups for reasons unrelated to the job.
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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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The process by which managers design the components of a human resource management system to be consistent with each other, with other elements of organizational architecture, and with the organization’s strategy and goals.
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Activities that managers use to forecast their current and future needs for human resources.
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To use outside suppliers and manufacturers to produce goods and services.
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A graphic illustration of current positions, who holds them, and whether they have the skills and qualifications necessary for succession planning.
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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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Activities that managers use to develop a pool of qualified candidates for open positions.
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The process that managers use to determine the relative qualifications of job applicants and the individuals’ potential for performing well in a particular job.
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Job changes that entail no major changes in responsibility or authority levels.
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A test or tool that measures the candidates’ likely success or failure of performing the job.
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A test or tool that yields consistent results when repeated.
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Communicating the good and bad aspects of a job to a candidate to prevent mismatched expectations and high turnover.
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Ask candidates how they would deal with a situation they might encounter on the job.
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Ask candidates how they dealt with a situation they encountered on the job.
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Unplanned questions asked as points of interest arise in the conversation.
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Formal questions asked in a set sequence.
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Assess the skills necessary to perform the job well.
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Measure personality traits and characteristics relevant to job performance.
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Measure physical strength and stamina.
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Measure the candidate’s ability to perform actual job tasks.
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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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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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An assessment to determine which employees need training or development and what type of skills or knowledge they need to acquire.
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Training that takes place in the work setting as employees perform their job tasks.
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The evaluation of employees’ job performance and contributions to their organization.
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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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An appraisal that is based on facts and is likely to be numerical.
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An appraisal that is based on perceptions of traits, behaviours, or results.
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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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Appraisals conducted at a set time during the year and based on performance dimensions and measures that were specified in advance.
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Unscheduled appraisals of ongoing progress and areas for improveent.
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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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The arrangement of jobs into categories that reflect their relative importance to the organization and its goals, levels of skill required, and other characteristics.
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Plans from which employees can choose the benefits that they want.
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The activities that managers engage in to ensure that they have effective working relationships with the labour unions that represent their employees’ interests.
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Negotiations between labour unions and managers to resolve conflicts and disputes about issues such as working hours, wages, working conditions, and job security.
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A mutually agreed upon set of provisions that govern working conditions between a union and an employer for a set period of time.
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