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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.