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1. Acquisition: the purchase of one company by another

2. Attrition: the process of reducing an HR surplus by allowing the size of

the workforces to decline naturally because of the normal pattern of losses

associated with retirements, deaths, voluntary turnover etc.

3. Bankruptcy: a formal procedure in which an appointed trustee in a

bankruptcy takes possession of a businesss assets and disposes of them

in an orderly fashion

4. Basic personnel system: a bare bones HRMS approach incorporating

databases that may mix written records on file with other data elements

stored on a computer database.

5. Business strategy: plans to build a competitive focus in one line of

business

6. Competency: any knowledge, skill, trait, motive, attitude, value, or other

personal characteristics that is essential to perform the job and that

differentiates superior from solid performance.

7. Contamination: an error that occurs when unimportant or invalid

behaviours or attributes are incorporated in to a job description or

specification

8. Contingency plans: plans to be implemented when severe,

unanticipated changes to organizational or environmental factors

completely negate the usefulness of the existing HR forecasting

predictions or projections

9. Core competencies: characteristics that every member of an

organization, regard less of position function, or level of responsibility with

the organization, is expected to possess

10.Corporate strategy: organizational level decisions that focus on long

term survival

11.Deficiency: an error of omission when a job description or specification

fails to incorporate important aspects of the job required for success

12.Delphi technique: a carefully designed program of sequential, individual

interrogations interspersed with information feedback on the opinions

expressed by the other participants in previous rounds

13.Divestiture: the sale of removal of a business

14.Duty: several tasks which are related by some sequence of events. Eg.Pick up, sort out, and deliver incoming mail

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15.Efficiency: results achieved compared to resource inputs

16.Emergent strategy: the plan that changes incrementally due to

environmental changes

17.Employee requirement ratio:

the relationship between the operational

index and the demand for labour

18.Envelope scenario: projections or multiple predictor estimates, of future

demand for personnel predicated on a variety of differing assumptions

about how future organizational events will unfold.

19.Envelope: an analogy in which one can easily visualize the corners of an

envelope containing the upper and lower limits or bounds of the various

HR projections extending in to the future.

20.Event based forecasting: forecasting concerned with changes in the

external environment.

21.External supply: potential employees who are currently undergoing

training or working for competitors, or who are members of unions or

professional associations, or currently are in a transitional stage between

jobs or unemployed.

22.Hiring freeze: a prohibition on all external recruiting activities

23.HR budgets: quantitative, operational or short run demand estimates

that contains the number and types of personnel required by the

organization as a whole and for each sub unit division or department.

24.HR deficit: occurs when demand for HR exceeds the current personnel

resources available in the organizations workforce

25.HR forecasting: constitutes the heart of the HR planning process, and

can be defined as ascertaining the bet requirement for personnel by

determining the demand for and supply of human resources now and in

the future.

26.HR surplus: occurs when the internal workforce supply exceeds the

organizations requirements or demand for personnel.

27.HRMS/HRIS: the integrated database system that is essential to permit

high-quality, informed HR planning decisions to be made

28.Human resource demand: the organizations projected requirement for

human resources

29.Human resource supply: the source of workers to meet demand

requirements, obtained either internally (current members of the

organizations workforce) or from external agencies

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46.Management inventory: an individualized personnel record for

managerial, professional or technical personnel that includes all elements

in the skill inventory with the addition of information on specialized duties,

responsibilities, and accountabilities.

47.Markov model: a model that produces a series of matrices that detailthe various patterns of movement to and from the carious hobs In the

organization

48.Merger: two organizations combine resources and become one

49.Movement analysis: a technique used to analyze personnel supply,

specifically the chain or ripple effect that promotions or job losses have on

the movements of other personnel in an organization

50.Nominal group technique: long run forecasting technique utilizing

expert assessments

51.Positions: refers to the number of individuals who are performing the

duties, tasks, and behaviours required by a specific job

52.Prediction: a single numerical estimate of HR requirements associated

with a specific time horizon and set of assumptions

53.Process based forecasting: forecasting not focussed on a specific

internal organizational event but on the flow of sequencing of several work

activities.

54.Projection: incorporates several HR estimates based on a variety of

assumptions

55.Realized strategy: the implemented plan

56.Regression analysis: presupposes that a linear relationship exists

between one or more independent (causal) variables, which are predicted

to affect the dependent (target) variable in our instance, future HR

demand for personnel.

57.Ripple or chain effect: the effect caused when one promotion or

transfer in the organization causes several other personnel movements in

the organization as a series of subordinates are promoted to fill the

sequential openings

58.Role or specific competencies: characteristics shared by different

position within an organization. Only those members of an organization in

these positions are expected to possess these competencies.

59.Scenario: a proposed sequence of events with its own set of assumptions

and associated programme details.

60.Share holders: those who own shares of a company

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61.Skill inventory: an individualized personnel record held on each

employee except those currently in management or professional positions

62.Specialist programs: programs tailored to servicing customer needs in

one or two narrowly defined areas.

63.Staffing or manning table: total HR demand requirement for

operational or short run time periods

64.Stake holders: groups of people who have vested interests in an

organizations decisions

65.Strategy: the formulation of organizational missions, goals, objectives,

and action plans

66.Succession readiness codes: codes listed next to the manes of all

potential successors; contain two elements of information essential for

succession planning: 1, the employees level of performance in the current

hob and 2. The employees readiness for movement or promotion

67.Task: an identifiable work activity carried out for a specific purpose. Eg.

Typing a letter

68.Transaction based forecasting: forecasting that focuses on tracking

internal change instituted by the organizations managers

69.Trend analysis: the historical relationship between an operational index

and the number of employees required by the organization.

70.Turnaround strategy: an attempt to increase the viability of an

organization

71.Vacancy, renewal, sequencing model: analyzes flows of personnel

throughout the organization by examining inputs and out puts at each

hierarchical or compensation level

72.Succession management: the process of ensuring that pools of skilled

employees are trained and available to meet the strategic objectives of

the organization

73.Replacement planning: the process of finding replacement employees

for key managerial positions

74.Competencies: groups of related behaviours that are needed for

successful performance

75.Promotion: an employees upward advancement in the hierarchy of an

organization

76.Job rotations: a process whereby an employees upward advancement

in the hierarchy of an organization is achieved by lateral as well as verticalmoves

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77.Mentors: executives who coach, advice and encourage junior employees

78.Downsizing: activities undertaken to improve organizational efficiency,

productivity, or competitiveness that affect the size of the firms workforce

the costs and the work processes

79.Downsizing strategies: strategies to improve an organizations

efficiency by reducing the workforce, redesigning the work, or changing

the systems of the organization

80.Workforce reduction: a short term strategy to cut the number of

employees through attrition early retirement or voluntary severance

packages and layoffs or terminations etc.

81.Work design: a medium term strategy in which organizations focus on

work processes and assess whether specific functions, products, and/or

services should be changed or eliminated

82.Systematic change: a long term strategy that changes the organizations

culture and attitudes and values of employees with the goal of reducing

costs and enhancing quality

83.In placement: reabsorbing excess or inappropriately placed workers into

a restructured organization

84.Outplacement: providing a program of counselling and job-search

assistance for workers who have been terminated.

85.Job insecurity: feeling of concern about the continuing existence of a job

86.Procedural justice: procedures or rules that determine which employees

will be downsized

87.Interactional justice: the interpersonal treatment employees receive

during the implementation of the downsizing decision

88.Distributive justice: the fairness of the downsizing decision

89.Psychological contract: an unwritten commitment between employers

and their employees that historically guaranteed job security and loyalty.