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HRM (Chap 2)
47問 • 1年前
  • aen silang
  • 通報

    問題一覧

  • 1

    The process of systematically reviewing human resource requirements to ensure that the number of employees matches the required skills

    human resource planning

  • 2

    The process of matching the internal and external supplies of people with job openings anticipated in the organization over a specific period of time

    human resource planning

  • 3

    Is the determination of the overall organizational purpose and goals and how they are to be achieved

    strategic planning

  • 4

    Is the integral component of strategic plan which greatly affects productivity and organization performance

    human resource

  • 5

    Two important components of human resource planning

    requirement, availability

  • 6

    Forecasting this involves determining the number and types of employees need

    recruitment

  • 7

    When employee requirements have been analyzed the firm determines whether there is a surplus or shortage of manpower

    availability

  • 8

    This approach involves listing of all the skills possessed by the workforce and they are made to relate to the requirement of the organization

    skills inventory

  • 9

    This technique requires detailed information of the experience and training of every individual in the organization

    skills inventory

  • 10

    This is a technique wherein the personnel who are promotable to the higher position or identified together with their backup or understudy

    ratio analysis

  • 11

    To accomplish this recruitment must support the backup requirements at the same time training must be done to develop the back up ratio

    ratio analysis

  • 12

    Under this approach the setting of objectives flows from the top to bottom in the organization so that everyone gets a chance to make his contribution

    cascade approach

  • 13

    This approach results in the formulation of a plan wherein the objectives of the rank and file get included in the blueprint for action

    cascade approach

  • 14

    Under this approach hrp is done to have a body of manpower in the organization that is ready to take over existing jobs on a one to one basis within the organization

    replacement approach

  • 15

    This approach calls for year round acceptance of applications for possible replacement

    replacement approach

  • 16

    This technique involves the supervisor and personnel in every component of the organization on the identification of manpower needs in terms, skills, replacement, policy, working condition and promotion

    commitment planning approach

  • 17

    This approach takes into consideration the different components of the old plan and increase them

    successor planning approach

  • 18

    Is usually done for a period of 5 years or more depending on the company operation and customer demands

    long term trend

  • 19

    Refers to reasonable and predictable movement that occur over a period of one year or more

    cyclical variations

  • 20

    This is a reasonable prediction change over a period of 1 year. This cover firms who manufacture seasonal products and higher temporary workers for temporary increase in demand

    seasonal variations

  • 21

    This is one occasion where there is no special pattern and it is quite difficult to predict or determine

    random variations

  • 22

    It uses the organization's current level of employment as the starting point for determining future staffing needs

    zero base forecasting approach

  • 23

    This forecast uses the progression upward method from the lower organization units the ultimately provide the aggregate forecast of employment needs

    bottom up approach

  • 24

    This method uses the past employment levels to predict future requirements

    predictor variables

  • 25

    It is a technique for the testing of alternatives on mathematical models representing the real world situation

    simulation

  • 26

    Consists of strategies that evolve from the grassroots of the organization and can be taught of as what the organization's actually do

    emergent strategies

  • 27

    Are the results of the rational decision making by the top management as they develop strategic plan

    intended strategies

  • 28

    It is a pattern of plans that integrate an organization's major goals policies and action sequences in a cohesive whole

    intended strategies

  • 29

    Information must be systematically arranged and contain the needed data

    systematic

  • 30

    The information are essential tools for effective manpower planning retention development and separation of employees

    management oriented

  • 31

    The data and information stored in file must be applicable in making human resource decisions

    applicable

  • 32

    Irrelevant data must be discarded

    applicable

  • 33

    Results from the information and the decisions derived must be both acceptable to management and the employees concern

    result oriented

  • 34

    Relevant to human resource information are necessary for effective decision making

    time bound

  • 35

    These are human resource data summarized on scheduled bases

    routine reports

  • 36

    This information may contain confidential data that are available only for managerial decision making and needs immediate attention

    exception reports

  • 37

    Management may demand some reports for analysis

    on demand reports

  • 38

    This may pertain to productivity index individual performance records and other information that may lead to downsizing and other personnel actions

    on demand reports

  • 39

    Applies to predictive models based on specific situations this may cover increase or decrease in manpower requirements due to seasonal demand or increase customer orders

    manpower forecast

  • 40

    This involves companies specific applications in determining future employee turnover growth rate and promotion patterns and other personnel movements

    human resource planning applications

  • 41

    It refers to workforce labor supply and demand analysis or workforce profile analysis review

    work force profile analysis

  • 42

    Number of new hires transfer and promotions numbers still needed in the future and those employees who are available to fill up job openings in the future

    work force dynamic analysis

  • 43

    This application pertains to information about employees who are about to retire job classification of employees for promotions and those departments that lack basic skills for the Job

    human resource planning for decision making

  • 44

    Employee performance ratings disciplinary actions work rule violations and the daily productivity index could now be stored in the computer database as basis for management decisions

    performance management application

  • 45

    These are used primarily to track down the need for employees training programs courses to attend certified schools and educational qualifications

    training and development applications

  • 46

    This includes payroll job evaluation salary planning and analysis of executive compensation planning and management benefits

    compensation and benefits applications

  • 47

    Organized approach to obtaining relevant and timely information on which to base human resource decision

    hris

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    問題一覧

  • 1

    The process of systematically reviewing human resource requirements to ensure that the number of employees matches the required skills

    human resource planning

  • 2

    The process of matching the internal and external supplies of people with job openings anticipated in the organization over a specific period of time

    human resource planning

  • 3

    Is the determination of the overall organizational purpose and goals and how they are to be achieved

    strategic planning

  • 4

    Is the integral component of strategic plan which greatly affects productivity and organization performance

    human resource

  • 5

    Two important components of human resource planning

    requirement, availability

  • 6

    Forecasting this involves determining the number and types of employees need

    recruitment

  • 7

    When employee requirements have been analyzed the firm determines whether there is a surplus or shortage of manpower

    availability

  • 8

    This approach involves listing of all the skills possessed by the workforce and they are made to relate to the requirement of the organization

    skills inventory

  • 9

    This technique requires detailed information of the experience and training of every individual in the organization

    skills inventory

  • 10

    This is a technique wherein the personnel who are promotable to the higher position or identified together with their backup or understudy

    ratio analysis

  • 11

    To accomplish this recruitment must support the backup requirements at the same time training must be done to develop the back up ratio

    ratio analysis

  • 12

    Under this approach the setting of objectives flows from the top to bottom in the organization so that everyone gets a chance to make his contribution

    cascade approach

  • 13

    This approach results in the formulation of a plan wherein the objectives of the rank and file get included in the blueprint for action

    cascade approach

  • 14

    Under this approach hrp is done to have a body of manpower in the organization that is ready to take over existing jobs on a one to one basis within the organization

    replacement approach

  • 15

    This approach calls for year round acceptance of applications for possible replacement

    replacement approach

  • 16

    This technique involves the supervisor and personnel in every component of the organization on the identification of manpower needs in terms, skills, replacement, policy, working condition and promotion

    commitment planning approach

  • 17

    This approach takes into consideration the different components of the old plan and increase them

    successor planning approach

  • 18

    Is usually done for a period of 5 years or more depending on the company operation and customer demands

    long term trend

  • 19

    Refers to reasonable and predictable movement that occur over a period of one year or more

    cyclical variations

  • 20

    This is a reasonable prediction change over a period of 1 year. This cover firms who manufacture seasonal products and higher temporary workers for temporary increase in demand

    seasonal variations

  • 21

    This is one occasion where there is no special pattern and it is quite difficult to predict or determine

    random variations

  • 22

    It uses the organization's current level of employment as the starting point for determining future staffing needs

    zero base forecasting approach

  • 23

    This forecast uses the progression upward method from the lower organization units the ultimately provide the aggregate forecast of employment needs

    bottom up approach

  • 24

    This method uses the past employment levels to predict future requirements

    predictor variables

  • 25

    It is a technique for the testing of alternatives on mathematical models representing the real world situation

    simulation

  • 26

    Consists of strategies that evolve from the grassroots of the organization and can be taught of as what the organization's actually do

    emergent strategies

  • 27

    Are the results of the rational decision making by the top management as they develop strategic plan

    intended strategies

  • 28

    It is a pattern of plans that integrate an organization's major goals policies and action sequences in a cohesive whole

    intended strategies

  • 29

    Information must be systematically arranged and contain the needed data

    systematic

  • 30

    The information are essential tools for effective manpower planning retention development and separation of employees

    management oriented

  • 31

    The data and information stored in file must be applicable in making human resource decisions

    applicable

  • 32

    Irrelevant data must be discarded

    applicable

  • 33

    Results from the information and the decisions derived must be both acceptable to management and the employees concern

    result oriented

  • 34

    Relevant to human resource information are necessary for effective decision making

    time bound

  • 35

    These are human resource data summarized on scheduled bases

    routine reports

  • 36

    This information may contain confidential data that are available only for managerial decision making and needs immediate attention

    exception reports

  • 37

    Management may demand some reports for analysis

    on demand reports

  • 38

    This may pertain to productivity index individual performance records and other information that may lead to downsizing and other personnel actions

    on demand reports

  • 39

    Applies to predictive models based on specific situations this may cover increase or decrease in manpower requirements due to seasonal demand or increase customer orders

    manpower forecast

  • 40

    This involves companies specific applications in determining future employee turnover growth rate and promotion patterns and other personnel movements

    human resource planning applications

  • 41

    It refers to workforce labor supply and demand analysis or workforce profile analysis review

    work force profile analysis

  • 42

    Number of new hires transfer and promotions numbers still needed in the future and those employees who are available to fill up job openings in the future

    work force dynamic analysis

  • 43

    This application pertains to information about employees who are about to retire job classification of employees for promotions and those departments that lack basic skills for the Job

    human resource planning for decision making

  • 44

    Employee performance ratings disciplinary actions work rule violations and the daily productivity index could now be stored in the computer database as basis for management decisions

    performance management application

  • 45

    These are used primarily to track down the need for employees training programs courses to attend certified schools and educational qualifications

    training and development applications

  • 46

    This includes payroll job evaluation salary planning and analysis of executive compensation planning and management benefits

    compensation and benefits applications

  • 47

    Organized approach to obtaining relevant and timely information on which to base human resource decision

    hris