Chapter 1 copy - Chapter 1 Human Resource Management field...

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Chapter 1 - Human Resource Management: field of study that focuses on the applications of OB theories and principles in organizations. - Three main goals of OB: o Predict: if this happens that follows. o Explain: o Manage: or improve. - Strategic Management: field of study devoted to exploring the product choices and industry characteristics that affect an organization’s profitability. - Scientific Management: using scientific methods to design optimal and efficient work processes and tasks. o Scientific method: theory, hypotheses, data and verification. - Bureaucracy: an organizational form that emphasizes the control and coordination of its members through a strict chain of command, formal rules and procedures, high specialization, and centralized decision making - Human relations movement: field of study that the psychological attributes of individual workers and the special forces within work groups have important effects on work behaviours. - Resource-based view: a model that argues that rare and inimitable resources help firms maintain competitive advantage. - Rare: in short supply. - Inimitable: incapable of being imitated or copied. - Rule of one-eighth: the belief that at best one-eighth, or 12 percent, of organizations will actually do what is required to build profits by putting people first. - Theory: a collection of verbal and symbolic assertions that specify how and why variables are related, as well as the conditions in which they should (and should not) be related. - Correlation: the statistical relationship between two variables; abbreviated r, it can be positive or negative and range from 0 (no statistical relationship) to +/- 1 (a perfect statistical relationship). Variables change in the same direction is a positive correlation. - Meta-analysis: a method that combines the results of multiple scientific studies by essentially calculating a weighted-average correlation across studies (with larger studies receiving more weight). Chapter 2 - Job performance: employee behaviours that contribute either that contribute either positively or negatively to the accomplishment of organizational goals. - Task performance : employee behaviours that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. o Routine task performance: well-known or habitual responses by employees to predictable task demands. – Flight attendant performing seat belt safety. o Adaptive task performance: thoughtful responses by an employee to unique or unusual task demands. – Flight attendants having to quickly remove passengers from plane. o Creative task performance: ideals or physical outcomes that are both novel and useful. –
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- Job analysis: a process by which an organization determines requirements of specific jobs.
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