- •Ministry of finance of ukraine
- •Hr managers
- •Contents Preface
- •Unit 1 what is human resource management?
- •Vocabulary 1
- •The nature of human resource management
- •Vocabulary 2
- •What are hrm programs aimed at?
- •A partial list of tasks and ksAs for the position of regional sales manager
- •Vocabulary 1
- •Text 4 Forecasting Demand for Employees
- •Unit 3 human resource planning: forcasting supply of employees
- •Vocabulary 1
- •Text 5 Forecasting supply of employees
- •Vocabulary 2
- •1. Read text 6 and think of the suitable title. Text 6
- •Comprehension check.
- •Steps in writing a summary
- •Here are a few tips for you about writing a summary and some useful expressions
- •Unit 4 Recruiting
- •Text 7 The Purposes of Recruiting
- •Vocabulary 1
- •Unit 5 Selecting employees: part 1
- •Vocabulary 1
- •The application
- •Vocabulary 2
- •Unit 6 Selecting employees: part 2
- •Vocabulary 1
- •The Interview
- •Job interview questions for selection of managers
- •Vocabulary 2
- •He looks quite good on paper.
- •Vocabulary 3
- •Unit 7 Selecting employees: part 3
- •Unit 8 Orientation and training: part 1
- •Vocabulary 1
- •Text 13 Orientation
- •Text 14 training
- •Text 15 Training Needs
- •Unit 9 Orientation and training: part 2
- •Text 16
- •Text 17 Evaluation of Results of Training
- •Vocabulary 1
- •Text 18 Objective Performance Measures
- •Vocabulary 2
- •Trait- and Behaviour-Based Dimensions of Performance Appraisals
- •Text 19 Subjective performance Measures
- •2. Comprehension check.
- •Text 20
- •Unit 11 Compensating employees
- •Vocabulary 1
- •Text 21
- •Text 22 Determining Compensation
- •Vocabulary 2
- •Unit 12 promoting, transferring and terminating employees
- •Vocabulary
- •Text 24 promotions and transfers
- •Text 25 termination
- •Text 26
- •Unit 13
- •Texts for self-study
- •Teamwork Makes eds an Information Powerhouse
- •Text 2 the nature of groups and teams
- •Benefits of Teams
- •A model of work group effectiveness
- •Text 5 Types of Groups
- •Text 6 Size and composition of Groups
- •Text 7 Stages of Group Development
- •Text 8 Group Norms
- •Development and socialization of group Norms
- •Text 10 Group Roles
- •Text 11 problems in groups
- •Text 12 what is motivation?
- •Text 13 The Importance of Motivation
- •Motivation and job design
- •Text 15 Flexible-Scheduling Strategies in Work Design
- •Text 16 Paying for Performance
- •Text 17 the nature of leadership
- •The Sources of Power
- •Trait approach to leadership
- •Table 5
- •Text 20 contingency theories of leadership
- •Text 21 Fiedler's Contingency Theory
- •Path-Goal Theory
- •Vroom-Yetton-Jago Participation Model
- •Current trends in the study and practice of leadership
- •Leader-Member Exchange Theory
- •Charismatic Leadership
- •Transactional versus Transformational Leadership
- •Tapescripts
- •The importance of human resource management
- •Glossary
- •Integrity tests
- •Trait appraisal
- •Кучина Наталя Михайлівна англійська мова для майбутніх управілінців людськими ресурсами
Glossary
Ability tests
Paper-and-pencil quizzes, usually multiple-choice, that measure an applicant’s knowledge of specific work content or cognitive ability.
Assessment centre tests
Programs that typically simulate managerial tasks.
Behaviour-Based Appraisal
A subjective evaluation of the way an employee performs job tasks.
Compensation system
The basis on which an organization gives money, goods, or services to its employees in exchange for their work.
Human resource management (HRM)
All activities that forecast the number and type of employees on organization will need and then find and develop employees with necessary skills.
Human resource planning
The forecasting of an organization’s future demand for employees and the future supply of employees within the organization, and the designing of programs to correct the discrepancy between the two.
Integrity tests
Tests that measure an applicant’s attitudes and opinions about dysfunctional actions such as theft, sabotage, physical abuse, and substance abuse.
Job analysis
The systematic process of gathering information about important work-related aspects pf a job.
Job evaluation methods
Techniques that determine the value of an organization’s jobs and arrange these jobs in order of pay according to their value.
On-the-job training
A technique in which the employee learns the job tasks while actually performing the job.
Orientation
The process of familiarising newly hired employees with fellow workers, company procedures, and the physical properties of the organization.
Performance appraisal
A formal measurement of the quantity and quality of an employee's work within a specific period of time.
Performance or work-sample tests
Examinations that verify an applicant’s ability to perform actual job activities identified from a job analysis.
Personality inventories
Programs that measure the thoughts, feelings, and actions that define an individual and determine that person’s pattern of interaction with the environment.
Physical examinations
Tests that qualify an individual’s placement in manually and physically demanding jobs.
Promotion
The advancement of a current employee to a higher-level job within the organization.
Recruiting
The process of attracting potential new employees to the organization.
Selection
The process of collecting systematic information about applicants and using that information to decide which applicants to hire.
Termination
The separation of an employee from the organization.
The Wage and Salary Survey
A study that tells the company how much compensation is paid by comparable firms for specific jobs the firms have in common.
Training
The process of instructing employees in their job tasks and socialising them into the organization’s values, attitudes, and other aspects of its culture.
Training and experience form
An application device that presents a small number of the important tasks of a job and asks the applicants whether they have ever performed or been trained in each of the activities.