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HR
Compendium
For SIP Preparation
Compiled
by
Team
HRidhaan,
IIM
Raipur
ORGANISATIONAL
BEHAVIOUR
-
Introduction
What
is
an
Organization?
Organization
is
a
consciously
coordinated
social
unit,
composed
of
a
group
of
people,
which
functions
on
a
relatively
continuous
basis
to
achieve
common
goal
or
a
set
of
goals.
Meaning
of
Organizational
behavior
Organizational
behavior
is
the
systematic
study
of
human
behavior,
attitudes
and
performance
within
an
organizational
setting.
Basic
approaches
of
Organizational
behavior
The
four
basic
approaches
of
OB
are:
Human
Resources
(supportive)
approach-
Employee
growth
and
development
toward
higher
levels
of
competency,
creativity
and
fulfillment
are
encouraged
and
supported
because
people
are
the
central
resource
in
any
organization
and
society.
Contingency
approach-Different
managerial
behaviours
are
required
by
different
environments
for
effectiveness.
Results-oriented
approach-Outcomes
of
organizational
behavior
programs
are
assessed
in
terms
of
their
efficiency.
Systems
approach-
All
parts
of
an
organization
interact
in
a
complex
relationship.
Systems
approach
takes
an
across-
the
board
view
of
people
in
organizations
and
analyses
issues
in
terms
of
total
situations
and
as
many
factors
as
possible
that
may
affect
peoples
behaviour.
Framing
the
study
of
Organizational
behavior
The
study
of
OB
involves
A. The
Organizations
Environment
Forces
present
in
the
environment
outside
the
organization
like
needs
of
the
society,
demands
of
customers
or
clients,
legal
and
political
constraints,
economic
and
technological
changes
and
developments
interact
with
the
organization
and
the
management
of
an
organization
must
respond
appropriately
to
it.
B. The
Individual
in
the
Organization
Individual
performance
forms
the
basis
of
organizational
performance.
The
four
key
influences
on
individuals
behavior
and
motivation
are:
a.
Individual
characteristicse.g.,
personality,
attitudes,
perceptions,
values.
b.
Individual
motivationinteracts
with
ability
to
work
to
determine
individual
performance.
c.
Rewards/punishmentuse
of
behavior
modification
techniques
to
enhance
performance
and
control
misbehavior.
d.
Stress.
C.
Interpersonal
Influence
and
Group
Behavior
Interpersonal
influence
and
group
behavior
affect
organizational
performance
in
the
2
following
way:
a.
Group
Behaviorthe
dynamics
of
formal
groups
(created
by
managerial
decisions)
and
informal
groups
(developing
around
members'
common
interests
and
friendship)
have
an
impact
on
the
functioning
of
the
organization
b.
Intergroup
Behavior
and
Conflictgroups
can
cooperate
and/or
compete
with
each
other
in
organizations;
conflict
resulting
from
competition
may
be
either
functional
or
dysfunctional,
depending
on
the
organization.
c.
Power
and
Politicsthe
dynamics
and
effects
of
power,
authority
and
politics
in
the
organization.
D.
Organizational
Processes,
Structure
and
Design
A
formal
pattern
of
activities
and
interrelationship
among
the
various
subunits
of
the
organization.
It
includes:
a.
Organizational
Structurethe
components
of
the
organization
and
how
these
components
fit
together.
b.
Job
Designthe
processes
managers
use
to
specify
the
contents,
methods,
and
relationships
of
jobs
and
specific
task
assignments.
c.
Organizational
Processesfour
behavioral
processes
that
contribute
to
effective
organizational
performance
are:
1.
Leadershipimportant
for
obtaining
individual,
group
and
organizational
performance.
Defined
by
some
in
terms
of
specific
traits
and
behaviors;
the
combination
of
those
behaviors;
or
dependent
upon
the
specific
situation
in
which
the
leading
is
occurring.
2.
Communication
Processlinks
the
organization
to
its
environment
and
links
parts
within
the
organization
to
each
other.
3.
Decision-Making
Processthe
dynamics,
variety
and
techniques
of
both
individual
and
group
decision-making.
4.
Organizational
Change
and
Development
Processesplanned
attempts
to
implement
change
that
will
improve
overall
individual,
group,
and
organizational
performance.
It
involves
the
study
of
Organizational
structure
and
Design
and
Managing
change
and
Innovation.
3
Models and Theories of Organizational Behaviour
Models
of
Organizational
Behaviour
constitute
the
belief
system
that
dominates
managements
thought
and
affects
managements
actions
in
each
organization.
It
is
very
important
for
the
managers
to
recognize
the
nature,
significance
and
effectiveness
of
their
own
models
as
well
as
the
models
of
others
around
them.
1. Theory
X
and
Theory
Y
by
Mc
Gregor
(1957)
2.
5
models
of
Organisational
Behaviour
Managerial decision making
Categories
of
Decisions
:
1.
Programmed
Decisions-Situations
occurred
often
enough
to
enable
decision
rules
to
be
developed
and
applied
in
the
future
Made
in
response
to
recurring
organizational
problems
2.
Nonprogrammed
Decisions
in
response
to
unique,
poorly
defined
and
largely
unstructured,
and
have
important
consequences
to
the
organization.
Certainty,
Risk,
Uncertainty,
Ambiguity
Certainty
all
the
information
the
decision
maker
needs
is
fully
available
Risk
decision
has
clear-cut
goals
good
information
is
available
future
outcomes
associated
with
each
alternative
are
subject
to
chance
Uncertainty
managers
know
which
goals
they
wish
to
achieve
information
about
alternatives
and
future
events
is
incomplete
managers
may
have
to
come
up
with
creative
approaches
to
alternatives
Ambiguity
by
far
the
most
difficult
decision
situation
goals
to
be
achieved
or
the
problem
to
be
solved
is
unclear
5
alternatives are difficult to define
information about outcomes is unavailable
Decision Making Models
1. Classical Rational Approach- Logical decision in the organizations best
economic interests
Assumptions
Decision maker operates to accomplish goals that are known and
agreed upon
Decision maker strives for condition of certainty gathers
complete information
Criteria for evaluating alternatives are known
Decision maker is rational and uses logic
Normative = describes how a manager should make and provides
guidelines for reaching an ideal decision for the organization
2. Bounded Rationality Model- Decision makers (irrespective of their level
of intelligence) have to work under three unavoidable constraints:
(1) only limited, often unreliable, information is available regarding
possible alternatives and their consequences,
(2) human mind has only limited capacity to evaluate and process the
information that is available, and
(3) only a limited amount of time is available to make a decision.
3. Satisficing Model- It means choosing a satisfactory solution which is
acceptable or reasonable over the optimal (best) solution because
reaching the optimal solution would cost much more time, effort or
resources, while the satisfactory solution suffices because it achieves an
acceptable level of performance
4. Impulsive decision making It is not, in and of itself, believed to be a
personality trait. It is, however, thought to be a tendency that flows
from the trait of impulsivity.
6
INIVIDUAL BEHAVIOUR AND PROCESSES
Motivation
Internal
and
external
factors
that
stimulate
desire
and
energy
in
people
to
be
continually
interested
and
committed
to
a
job,
role
or
subject,
or
to
make
an
effort
to
attain
a
goal.
Motivation
results
from
the
interaction
of
both
conscious
and
unconscious
factors.
Intrinsic
Motivation
--
the
self-generated
factors
which
influence
people
to
behave
in
a
particular
way
or
to
move
in
a
particular
direction.
These
factors
include
responsibility,
freedom
to
act,
scope
to
use
and
develop
skills
and
abilities,
interesting
and
challenging
work
and
opportunities
for
advancement.
Extrinsic
Motivation
--
what
is
done
to
or
for
people
to
motivate
them.
This
includes
rewards
such
as
increased
pay,
praise
or
promotion;
and
punishments,
such
as
disciplinary
action,
withholding
pay
or
criticism.
Theories
of
Motivation
1. Content
theories
--
Human
needs
and
how
people
with
different
needs
may
respond
to
different
work
situations
I.
Maslows
Need
Hierarchy
Theory
For
employees
at
different
rankings
/
positions
different
means
of
motivation
7
II.
Herzbergs Two Factor Theory
III.
IV.
Alderfers ERG Theory
McClelland
Need
Theory
2. Process
theories
--
How
people
give
meaning
to
rewards
and
make
decisions
on
various
work-related
behaviors.
I.
Vroom's expectancy theory
II.
Porter-Lawler Extension of Expectancy Theory
III.
Equity
Theory
Equity
is
an
individuals
belief
that
the
treatment
he
or
she
receives
is
fair
relative
to
the
treatment
received
by
others
IV.
Goal Setting Theory
There are five goal setting principles that can improve our chances of success:
Clarity
Challenge.
Commitment.
9
Feedback.
Task
complexity.
3. Reinforcement
Theory
Personality
A
relatively
enduring
pattern
of
thinking,
feeling
and
acting
that
characterizes
a
persons
response
to
her
or
his
environment.
1. Trait
Theory
10
2. Jungian and Myers-Briggs personality type indicators
VALUES
Values
are
guiding
principles
that
determine
individual
morality
and
conduct.
Values
that
are
important
to
people
tend
to
affect
the
types
of
decisions
they
make,
how
they
perceive
their
environment,
and
their
actual
behaviors
Schwartzs Values Circumplex
11
Glossary of HR Terms
Absenteeism
The
rate
of
occurrence
of
unscheduled
employee
absences
from
the
workplace.
Absenteeism
can
also
happen
for
legitimate
reasonspersonal
illness
or
family
issues
or
be
caused
by
other
factors
such
as
a
poor
work
environment,
bad
management,
poor
motivation
or
employees
who
are
not
committed
to
their
jobs.
Absolute
Ratings
A
rating
method
for
employees
performance.
In
absolute
rating,
the
rater
assigns
a
specific
value
on
a
fixed
scale
to
the
work
behavior
or
job
performance
of
an
individual
instead
of
assigning
ratings
based
on
comparisons
with
other
individuals.
Affirmative
Action
(also
Positive
Discrimination)
A
policy
or
a
program,
which
aims
to
redress
past
or
present
discrimination
through
active
measures
to
ensure
equal
opportunity
for
all
citizens.
In
India,
the
focus
has
mostly
been
on
undoing
the
ills
suffered
by
some
groups
due
to
caste
discrimination
and
in
South
Africa
or
USA,
on
race-based
discrimination.
Examples
of
affirmative
action
can
be
found
in
education,
employment
or
representation
in
decision-making
bodies.
Typical
groups
targeted
for
affirmative
action
are
characterized
by
race,
gender,
ethnicity
or
disability
status.
Appraisal
(also
Performance
Planning)
Performance
appraisal
is
the
process
of
reviewing
employee
performance,
setting
new
performance
objectives,
documenting
the
review,
and
also
possibly
delivering
the
review
verbally
in
a
face-to-face
meeting.
Annual
performance
reviews
are
typically
intended
to
give
mutual
feedback
on
performance
to
the
employee
and
often
also
to
the
supervisor,
set
new
performance
objectives
and
justify
personnel
decisions,
e.g.
compensations
and
benefits.
Attrition
Attrition
is
the
reduction
in
staff
and
number
of
employees
in
a
company
through
natural
means
such
as
retirement
or
resignation.
This
method
for
a
company
to
decrease
labour
costs
is
considered
better
for
company
morale
than
labour-reduction
techniques,
such
as
mass
layoffs.
Some
claim
involuntary
attrition,
a
synonym
for
laying-off
and
firing
employees
to
be
a
form
of
attrition.
Autocratic
Leadership
A
form
of
corporate
leadership.
A
leader
determines
the
policy
of
the
organization
and
instructs
members
what
to
do.
In
this
subjective
style,
the
leader
solves
the
problem
or
makes
the
decision
using
information
available
to
the
leader
at
the
time.
Balanced
Scorecard
A
strategic
management
and
measurement
system.
Balanced
Scorecard
is
a
popular
strategic
management
concept
developed
in
1992
by
Robert
Kaplan
and
David
Norton.
It
12
enables
organizations
to
clarify
their
vision
and
strategy
and
translate
them
into
action.
The
goal
of
the
balanced
scorecard
is
to
link
business
performance
with
organizational
strategy
by
measuring
results
in
four
areas:
financial
performance,
customer
knowledge,
internal
business
processes,
and
learning
and
growth.
Base
Payroll
The
sum
of
annual
salaries
and/or
wages
(base
rates)
paid
at
the
opening
of
business
on
the
first
day
of
the
plan
year
or
last
day
of
prior
year
(e.g.,
Dec.
31)
before
any
increase.
Base
Salary
Pay
received
for
a
given
work
period,
as
an
hour
or
week,
but
not
including
additional
pay,
as
for
overtime
work.
It
is
used
as
the
basis
for
calculating
other
allowances
and
benefits.
Behaviourally
Anchored
Rating
Scale
(BARS)
BARS
is
a
performance
appraisal
technique
developed
by
Smith
and
Kendall
(1963).
Behaviourally
Anchored
Rating
Scales
combines
a
graphic
rating
scale
with
the
critical
incident
method
of
rating.
A
description
of
important
job
behaviours
is
used
to
anchor
the
scale.
The
evaluator
is
asked
to
select
the
description
which
best
matches
actual
behaviour
on
a
specific
job
dimension
during
the
rating
period.
The
scale
used
is
usually
a
3-Point
or
5-
Point
scale
but
could
also
be
narrative.
Behavioural
Based
Interview
An
interview
technique,
which
focuses
on
a
candidates
past
experiences,
behaviours,
knowledge,
skills
and
abilities
rather
than
on
nominal
qualifications.
Information
is
obtained
by
asking
the
candidate
to
provide
specific
examples
of
when
they
have
demonstrated
certain
behaviours
or
skills.
In
this
interview
method,
the
best
predictor
of
future
performance
is
considered
past
performance
under
similar
circumstances.
Behavioural
interviews
may
also
be
referred
to
as
behavioural
event
(BEI)
or
descriptive
(BDI)
interviews.
Behavioural
Competency
Behavioural
competencies
refer
to
personal
attributes
or
characteristics
(i.e.
motives,
attitudes,
values)
that
describe
HOW
a
job
or
task
is
performed
as
opposed
to
the
particulars
of
the
job
or
task.
Behavioural
competency
measurement
and
appraisal
attempts
to
determine
if
the
behaviours
actually
shown
by
an
employee
are
those
identified
by
job
analysis/competency
profiling
as
those
contributing
to
team
and/or
organizational
success.
Benchmarking
(also
Best
Practice
Benchmarking
or
Process
Benchmarking
)
is
a
process
used
in
management
and
particularly
strategic
management,
in
which
organizations
evaluate
arious
aspects
of
their
processes
in
relation
to
best
practice,
usually
within
their
own
sector
or
industry.
This
allows
organizations
to
develop
plans
for
adopting
and
adapting
such
best
practice
for
increasing
their
performance.
Benchmarking
is
considered
a
continuous
process
in
which
organizations
should
continually
seek
to
challenge
and
improve
their
practices.
Benefits
of
Benchmarking
Some
see
benefits
as
a
form
of
supplement
paid
by
employers
to
employees
over
and
above
the
amount
of
pay
specified
as
cash
compensation.
For
others,
benefits
are
a
portion
of
a
total
compensation
package
or
total
rewards
for
employees.
A
comprehensive,
common
set
of
benefits
could
include
many
components
e.g.,
career
development,
support
for
work-life
13
balance,
personal
security,
pension
schemes,
health
insurance,
life
insurance,
PTO
or
paid
time
off.
Bereavement
Leave
Bereavement
leave
is
paid
leave
that
an
employee
is
entitled
to
following
the
death
of
an
employees
spouse,
parent,
child
grandparent
or
in-law
so
that
the
employee
may
attend
funeral
proceedings,
etc.
An
employee
may
be
granted
additional
paid
working
days
to
attend
or
arrange
funeral
services
out-of-state.
Bereavement
Policy
A
bereavement
policy
is
the
companys
practice
for
allowing
paid
and
unpaid
employee
time
off
when
a
family
member,
relative,
or
partner
dies.
Bereavement
time
is
granted
for
making
funeral
arrangements,
attending
the
funeral
and
burial,
paying
respects
to
the
family
at
a
wake
or
visitation,
dealing
with
the
deceaseds
possessions
and
will,
and
other
matters
that
employees
must
address
when
a
loved
one
dies.
Bonus
An
after-the-fact
reward
or
payment
(may
be
either
discretionary
or
nondiscretionary)
based
on
the
performance
of
an
individual,
a
group
of
workers
operating
as
a
unit,
a
division
or
business
unit,
or
an
entire
workforce.
Payments
may
be
made
in
cash,
shares,
share
options
or
other
items
of
value.
In
the
context
of
sales
compensation,
a
defined,
pre-
established
amount
of
money
to
be
earned
for
achieving
a
specified
performance
goal.
Planned
bonus
amounts
commonly
are
expressed
as
a
percent
of
the
incumbent's
base
salary,
salary
range
midpoint,
percentage
of
target
cash
compensation
or
incentive
compensation,
or
a
defined
dollar
amount.
Bonus
Pay
A
bonus
is
compensation
over
and
above
the
amount
of
pay
specified
as
a
base
salary
or
hourly
rate
of
pay.
The
base
amount
of
compensation
is
specified
in
the
employee
offer
letter,
in
the
employee
personnel
file,
or
in
a
contract.
A
bonus
can
be
distributed
randomly
as
the
company
can
afford
to
pay
a
bonus,
or
the
amount
of
the
bonus
can
be
specified
by
contract.
Branding
The
whole
process
of
identifying
and
differentiating
an
organizations
products,
processes
or
services
from
another
organization
by
giving
it
a
unique
name,
phrase,
shape
or
other
distinguishing
mark
or
for
creating
an
image
in
the
consumers
mind.
Branding
allows
a
company
to
differentiate
themselves
clearly
from
the
competition
in
order
to
bond
with
their
customers
and
to
create
customer
loyalty.
Brand
management
The
application
of
marketing
techniques
to
a
specific
product,
product
line
or
brand
in
order
to
manage
the
tangible
and
intangible
aspects
of
the
brand.
Brand
management
seeks
to
increase
the
products
perceived
value
to
the
customer
and
increase
brand
equity.
It
can
also
be
said
to
be
the
process
for
optimising
the
Marketing
Mix
of
a
brand.
14
Broadbanding
In
a
broadband
pay
structure,
the
numbers
of
salary
grades
are
reduced,
but
the
differential
between
one
grade
and
the
next
is
increased.
Broadbanding
evolved
as
organizations
began
to
flatten
their
hierarchies
and
move
decision-making
closer
to
the
point
where
competence
and
knowledge
exists
in
organizations.
In
flattened
organizations,
the
broadbanding
structure
allows
more
manoeuvrability
for
pay
increases
and
career
growth
without
actual
promotion.
Bullying
Bullying
is
the
act
of
intentionally
either
directly
or
indirectly
causing
harm
to
others,
through
verbal
harassment,
physical
assault,
or
other
more
subtle
method
of
coercion
like
manipulation
or
threat
of
social
exclusion.
Bullying
in
the
workplace
may
not
be
defined
or
deemed
illegal
in
many
countries
but
some
US
states
have
laws
against
workplace
bullying.
It
is
also
referred
to
as
peer
abuse.
Bumping
The
practice
of
allowing
more
senior
level
employees,
whose
positions
have
been
marked
for
elimination,
the
option
of
accepting
another
position
within
the
organization,
for
which
they
may
be
qualified
to
perform
and
which
is
currently
occupied
by
another
employee
with
less
seniority.
Bumping
rights
are
often
defined
in
collective
bargaining
agreements.
Change
management
Change
management
is
a
structured
approach
for
handling
change
in
individuals,
teams,
organizations
and
societies
and
overseeing
the
transition
from
a
current
state
to
a
desired
future
state.
Typically
the
term
is
used
in
a
business
context
where
it
refers
to
the
planned
effort
of
an
organization
to
anticipate
change
and
to
manage
this
introduction,
implementation,
and
consequences.
Change
management
typically
provides
a
comprehensive
framework
for
managing
the
people
side
of
these
changes
in
addition
to
focusing
on
the
new
process,
technology
or
public
policy.
Coaching
Coaching
is
a
learning
process
to
facilitate
the
professional
development
of
an
individual
or
a
team
in
a
business
context.
Personal
Coaching
is
a
relationship,
which
is
designed
and
defined
in
a
relationship
agreement
between
a
coach
and
a
client
and
centres
around
the
clients
interests,
goals
and
objectives.
A
Personal
Coach
typically
uses
questions,
reflection
and
discussion
to
help
clients
identify
personal
and/or
business
and/or
relationship
goals,
develop
strategies,
relationships
and
action
plans
for
achieving
those
goals.
Collective
Agreement
A
Collective
agreement
is
a
labour
contract
between
an
employer
and
one
or
more
unions
about
the
terms
and
conditions
of
employment
of
employees.
Typical
issues
are
salaries
and
wages,
hours
of
work,
working
conditions
and
grievance-procedures
and
the
rights
and
responsibilities
of
trade
unions.
15
Collective
Bargaining
The
process
by
which
an
employer
negotiates
employment
contracts
and
working
conditions
with
one
or
more
unions
collectively
for
all
employees.
In
some
countries
employers
organizations
can
negotiate
on
behalf
of
several
employers.
Comparable
Worth
The
concept
by
which
women
who
are
usually
paid
less
than
men
may
claim
that
men
in
comparable
though
not
strictly
equal
jobs
are
paid
more.
Compensable
Factors
Some
job
evaluation
methods,
primarily
point-factor
methods,
evaluate
jobs
in
terms
of
"compensable
factors",
which
are
skill,
effort,
responsibility
and
working
conditions.
Compensation
The
methods
and
practices
of
maintaining
balance
between
interests
of
operating
an
organisation
within
the
fiscal
budget
and
attracting,
motivating,
developing,
retaining,
and
rewarding
employees
with
desired
skill
sets
through
wages
and
salaries
which
are
competitive
with
the
prevailing
rates
for
similar
employment
in
the
same
labour
markets.
Typically
compensation
includes
base
elements
such
as
wages
and
salaries
and
variables
such
as
bonus
and
incentives.
Competency-Based
Pay
(also
Skill-Based
Pay
and
Knowledge-Based
Pay
)
Competency
based
pay
is
a
compensation
system
that
recognizes
employees
for
the
depth,
breadth,
and
types
of
skills
they
obtain
and
apply
in
their
work
rather
than
for
the
position
they
hold.
This
approach
to
compensation
attempts
to
address
organizational
needs
to
motivate
employees
and
support
organizational
strategies.
Competence
Competence
can
be
defined
as
the
ability
to
perform
a
particular
activity
to
a
prescribed
standard.
Competence
is
an
acquired
personal
skill
that
is
demonstrated
in
an
employees
ability
to
provide
a
consistently
adequate
level
of
performance
in
a
specific
job
function.
Competence
should
be
distinguished
from
competency,
although
in
general
usage
the
terms
are
used
interchangeably.
There
tends
to
be
a
focus
in
the
United
Kingdom
on
competence,
whereas
in
the
United
States,
the
concept
of
competency
is
more
popular.
Competency
Competencies
are
the
knowledge-skills
and
the
attitude
needed
by
any
individual
employee
to
carry
out
their
job
effectively.
Another
way
to
define
competency
is
an
underlying
characteristic
of
a
person
motive,
trait,
skill,
aspect
of
ones
self-image
or
social
role,
experience
or
a
body
of
knowledge.
Competitive
Advantage
The
strategies,
skills,
knowledge,
resources
or
competencies
that
differentiate
a
business
from
its
competitors.
A
competitive
advantage
is
an
advantage
over
competitors
gained
by
offering
consumers
greater
value,
either
by
means
of
lower
prices
or
by
providing
greater
benefits
and
service
that
justifies
the
value
proposal
like
higher
prices.
16
Confidentiality Agreement ( also Non-Disclosure Agreement or Confidential Disclosure
Agreement)
An agreement restricting parties to the agreement (typically an employee, partner, service
provider or a consultant) from disclosing confidential or proprietary information. A non-
disclosure agreement (NDA), also called a confidential disclosure agreement (CDA),
confidentiality agreement or secrecy agreement, is a legally binding contract between the
parties. The contract outlines confidential materials or knowledge the parties wish to share
with one another for certain purposes, but wish to restrict third parties from accessing
these.
Consent
In a HR context, consent means permission given towards certain ends, e.g. an employee
formally gives access to personal information or performance records.
Constructive
Dismissal
A constructive dismissal occurs when an employee resigns due to their employers
behaviour. The employee must prove that the behaviour was unfair that the employers
actions amounted to a fundamental breach of contract or the law. In the UK, Employment
Rights Act 1996, s. 95(1) provides that there is a dismissal if: the employee terminates the
contract under which he is employed (with or without notice) in circumstances in which he
is entitled to terminate it without notice by reason of the employers conduct. Examples of
constructive dismissal in UK: Reduction in Pay, Demotion, and Workplace Abuse.
Contingency
Models
Leadership style models in organisational theory. Behavioural models do not fully explain
leadership styles as the situation in which the group operates also determines the adopted
style of leadership. There are several models, which attempt to understand the relationship
between style and situation, four of which are commonly seen:
Fiedlers Contingency Model.
Hersey-Blanchard Situational Theory.
Path-Goal Theory.
Vroom-Yetton Leadership Model
Contingent
Workers
Contingent workers are employed when the employer needs them, without any job security
or long-term commitments. Part-time workers, temporary and contract workers, self-
employed workers and independent contractors are examples.
Contract
for Services
An agreement with an independent contractor whereby the Contractor agrees to perform
services in accordance with the terms agreed upon at the prices agreed upon. Contract for
services is distinct from contract of service or employment contract. If a contract does not
contain a requirement for personal service or there is insufficient control or there is a lack of
mutuality of obligations (i.e., an obligation to offer and an obligation to accept future work)
the contract is unlikely to be seen as a contract of employment.
Contract
of Service
17
Employment agreement. An agreement between an employer and an employee at the time
the employee is hired. The contract outlines the precise nature of their business relationship
specifically what compensation the employee will receive in exchange for what specific work
performed and often prescribing how such performance could be measured. Contracts of
service have implied terms (assumed, unspoken, essential terms), as well as explicit terms
(typically in writing). Contracts also contain clauses for termination of employment, by
either party, and include notice period, reasons, and compensation arrangements etc. In
some countries verbal contracts are also recognised, but written contracts are the norm.
Core
Competencies
Core Competencies are the set of the most strategically significant and value-creating skills
in a job, within a discipline or field, or in an organization. These are the skills, knowledge and
abilities, which employees must possess in order to successfully perform job functions. Core
competencies are strategic business capabilities that provide a company with a marketplace
advantage by distinguishing superior performance.
Core
Labour Force
A small group of permanent employees, who are strategically vital for the organisation.
Corporate Mission
The aims and objectives of an organization. Sometimes this is formulated into a mission
statement.
Cost-of-living
Allowance
Compensation designed to protect the expatriates standard of living from cost of living
differences
between the host country and the home country and to offer some
protection against exchange rate fluctuations.
Cost
Leadership
A strategy of trying to become the lowest-cost producer in the industry the organisation
operates in.
Cyclical
Unemployment
A form of unemployment. Cyclical unemployment rises in times of economic recession and
reduces in times of general economic prosperity.
Decision
Tree Model
A decision tree model is a decision support tool, which uses tree-like graphs of decisions and
their consequences, resource costs and utility as well as chance events. One of the four
Contingency theories of leadership developed by Vroom and Yettor (1973). See
Contingency Models above.
Deregulation
Is the process by which governments remove, reduce or simplify restrictions on businesses
and individuals with the aim of attracting outside investment, encouraging efficiency or
overall optimism. Deregulation in an economy is justified by arguing that fewer and simpler
18
regulations
will
cause
higher
levels
of
competitiveness,
increasing
productivity
and
bringing
more
efficiency,
which
lead
to
lower
prices
overall.
Distance
Learning
The
methods
of
delivering
educational,
training
or
instructional
programs
to
students
at
locations
away
from
a
classroom.
Typically
this
happens
by
using
technology
such
as
video
or
audio-conferencing,
computers
connected
over
the
Internet,
web-based
applications
or
other
multimedia
applications.
Disciplinary
Procedure
An
employment
management
procedure
carried
out
in
the
workplace
in
the
event
of
an
employee
behaving
in
a
manner
contrary
to
the
terms
of
the
employment
agreement.
If
the
behaviour
is
regarded
as
Gross
Misconduct
this
may
lead
to
Summary
Dismissal
.
Example
of
Disciplinary
Procedure:
Employee
is
given
a
written
warning
for
being
under
the
influence
of
alcohol
at
work.
Discretionary
Bonus
A
plan
in
which
management
determines
the
size
of
the
bonus
pool
and
the
amounts
to
be
allocated
to
specific
individuals
after
a
performance
period.
These
have
no
predetermined
formula
or
promises,
and
are
not
guaranteed.
Discrimination
The
making
of
a
distinction
in
favour
of
or
against,
a
person
based
on
the
group,
class,
gender,
ethnicity,
sexual
preferences,
religion
or
category
to
which
that
person
belongs
rather
than
on
individual
performance
or
merit.
Discriminating
between
employees
on
the
grounds
of
merit
is
generally
lawful
and
common
in
most
democracies
but
discrimination
on
grounds
such
as
skin
colour,
sexuality,
ethnicity,
language
or
religion
is
illegal
in
most
countries.
Dismissal
Involuntary
termination
of
employment
by
employer.
Distributive
Bargaining
(
also
Competitive
Bargaining)
Distributive
bargaining
is
the
approach
to
bargaining
or
negotiation
that
is
used
when
the
parties
are
trying
to
divide
something
up.
It
contrasts
with
integrative
bargaining
in
which
the
parties
are
trying
to
make
more
of
something,
which
already
exists.
Downsizing
The
process
of
reducing
the
number
of
people
working
for
an
organisation
by
terminations,
retirements
and
spinoffs.
Dual
Labour
Markets
The
Dual
labour
market
theory
divides
the
economy
into
two
parts,
called
the
primary
and
secondary
sectors.
Workers
in
the
primary
sectors
are
highly
skilled
and
enjoy
high
wages,
good
benefits,
and
employment
security,
and
they
are
often
unionized.
Workers
in
the
secondary
sectors
are
low
skilled
or
even
unskilled,
have
low
wages,
high
turnover,
job
insecurity,
and
little
chance
of
promotion.
The
model
is
also
reflected
in
organizations
when
they
operate
with
a
small
Core
Labour
Force
and
a
Peripheral
Labour
Force.
19
Due
Diligence
A
critical
practice
in
mergers
and
acquisitions.
The
due
diligence
process
is
a
method
of
investigating
and
evaluating
the
condition
of
a
particular
investment
or
purchase
or
a
potential
partner.
Typically
the
financial,
legal,
labour,
tax,
IT,
environment
and
market/commercial
situation
of
the
company
is
investigated.
Often
intellectual
property,
real
and
personal
property,
insurance
and
liability
coverage,
debt
instrument
review,
employee
benefits
and
labour
matters,
immigration,
and
international
transactions
are
also
looked
into.
Emotional
Intelligence
Describes
the
mental
ability
an
individual
possess
enabling
him/her
to
be
sensitive
and
understanding
to
the
emotions
of
others
as
well
as
the
capacity
for
being
able
to
manage
their
own
emotions
and
impulses.
More
precisely,
it
includes
the
abilities
to
accurately
perceive
emotions,
to
access
and
generate
emotions
so
as
to
assist
thought,
to
understand
emotions
and
emotional
knowledge,
and
to
reflectively
regulate
emotions
so
as
to
promote
emotional
and
intellectual
growth.
Employee
Advocacy
The
responsibility
of
HR
for
clearly
defining
how
management
should
be
treating
employees,
making
sure
that
employees
have
mechanisms
to
contest
unfair
practices,
and
representing
the
interests
of
employees
within
the
framework
of
HRs
primary
obligation
to
senior
management.
Employee
Relations
A
broad
term,
which
is
used
to
refer
to
the
general
management
and
planning
of
activities
related
to
developing,
maintaining,
and
improving
employee-management
relationships
typically
by
communicating
with
employees,
processing
grievances/disputes,
etc.
Employee
Retention
Systematic
effort
by
employers
to
create
and
foster
an
environment
that
encourages
current
employees
to
remain
employed
by
having
organizational
policies
and
practices
in
place
to
address
their
diverse
needs
effectively.
Employee
Value
Proposition
(EVP)
The
term
is
a
key
concept
in
Employer
Branding
and
used
to
show
the
balance
measurement
between
what
an
employee
receives
from
their
employer
in
return
for
their
performance
on
the
job.
EVP
is
increasingly
seen
as
critical
to
attracting,
retaining
and
engaging
quality
employees.
Employer
Branding
The
process
of
creating
a
desired
image
of
the
organization
as
a
great
place
to
work
in
the
mind
of
current
employees
and
key
stakeholders
in
the
external
market
(potential
candidates,
clients,
customers
and
other
key
stakeholders).
Empowerment
20
In an organisational context, it is the process of enabling or authorizing an individual to
think, behave, take action, and control work and decision-making in autonomous ways. In a
societal or political context, it is used to ameliorate the conditions of previously
disadvantaged populations.
Enterprise
Risk Management (ERM)
Enterprise risk management (ERM) is the process of planning, organizing, leading, and
controlling
the activities of an organization in order to minimize the effects of
risk on an organization's capital and earnings, as well as financial, strategic, operational, and
other risks.
Equity
Theory
The notion that employees wish to be treated fairly and will compare their own efforts and
the rewards of others in the organization with a view to judging the fairness of their
treatment.
Executive
Coaching
Executive coaching is usually a one to one form of coaching where a high potential
employee is teamed with a coach. The purpose here is to elevate the employees value
within
the company.
Often executive coaching addresses work-life balance issues, also guiding the employee
through barriers within an organization and also with their personal life.
Exit
Interview
An exit interview is a meeting between an employee who is leaving the organisation and a
representative of the organisation, usually from the Human Resources department. The
purpose is to get feedback about the reasons for leaving, the job the employee held, the
work environment, and the organisation; especially what the employee would like to
change. Should not be carried out by employees immediate superior.
Expatriate
Package
The total compensation and benefits given to personnel on a foreign assignment. Typically
includes base salary, cost-of-living allowance or foreign service premium, hardship
allowance, housing assistance, education allowance, relocation allowance and other special
allowances and benefits associated with a foreign assignment.
Extrinsic
Rewards
Work-related rewards received for performance with value measurable in monetary or
financial terms
Fixed
Term Employment
An employee and an employer may agree that the employment contract of the employee
will terminate on a specified date or at the end of a period or on the occurrence of a
specified event or at the conclusion of a specified project.
Freedom
of Association
21
In
an
organisational
context,
it
is
the
right
to
belong
to
a
union.
Overall
it
is
the
right
to
get
together
with
other
employees
for
a
legal
common
cause
or
purpose
without
interference.
Freedom
of
religion
is
a
part
of
the
freedom
of
association.
Functional
Job
Analysis
A
method
of
job
analysis
that
produces
standardized
occupational
information
specific
to
the
performance
of
a
particular
job.
Goal
Setting
The
systematic
process
of
setting
and
assigning
a
set
of
specific
and
attainable
goals
to
be
met
by
an
individual,
group
or
organization.
Good
Faith
Bargaining
A
duty
to
conduct
negotiations
where
two
parties
meet
and
confer
at
reasonable
times
on
matters
within
the
scope
of
their
representation,
with
open
minds
and
with
the
intention
of
reaching
an
agreement.
Grievance
In
a
HR
context,
a
grievance
is
a
complaint
brought
by
the
employee
or
the
organisation
to
an
employment
contract
against
another
party.
Group
Dynamics
The
social
manner
in
which
people
interact
with
each
other
within
a
group
in
contrast
with
one
to
one
interpersonal
behaviour.
Also
a
branch
of
social
psychology,
which
studies
problems
involving
the
structure
of
a
group.
Gross
Misconduct
An
act
committed
by
an
employee,
which
is
so
serious
even
at
first
occurrence
that
it
justifies
instant
or
Summary
Dismissal
.
Examples
may
be:
stealing,
workplace
violence.
Group
Think
The
practice
of
reasoning
or
decision-making
by
a
group,
especially
characterized
by
uncritical
acceptance
or
conformity
to
a
certain
or
a
prevailing
point
of
view.
Groupthink
prevents
considering
differing
opinions
and
viewpoints,
critically
testing
ideas,
analyzing
and
evaluating
them.
Halo
Effect
In
the
selection
and
recruitment
process,
it
is
the
situation
that
can
arise
when
an
applicant
is
perceived
to
have
one
of
the
characteristics
required
for
the
position,
and,
because
of
this,
the
interviewer
or
interviewing
panel,
wrongly
infer
that
he
or
she
has
the
other
characteristics
required.
In
performance
appraisals,
a
supervisors
rating
of
a
subordinate
on
one
trait
biases
the
rating
of
that
person
on
other
traits.
HR
Audit
A
method
for
assessing
the
effectiveness
of
human
resource
functions.
Can
be
carried
out
internally
or
by
engaging
external
HR
audit
systems.
22
Hawthorne
Effect
The
Hawthorne
Effect
describes
the
observation
that
subjects
improve
an
aspect
of
their
behaviour,
which
is
being
measured
simply
as
a
response
to
the
fact
that
they
are
being
observed
and
not
because
of
any
external
influences.
The
term
comes
from
the
factory,
Hawthorne
Works
near
Chicago,
Illinois,
USA
where
a
study
was
made
from
1924
to
1932
to
see
if
workers
became
more
productive
in
higher
or
lower
levels
of
light.
Hierarchy
of
Needs
A
human
motivation
theory
proposed
by
the
American
psychologist
Abraham
H.
Maslow
(1908-1970).
He
proposed
a
needs-based
framework
of
human
motivation
where
humans
are
motivated
by
unsatisfied
needs
such
that
lower
needs
must
be
satisfied
before
higher
needs
can
be
addressed.
Human
Capital
From
an
organisation
point
of
view
-
the
collective
knowledge,
competencies,
health
and
vigour,
skills
and
abilities
of
all
the
organizations
employees.
Human
capital,
unlike
structural
capital,
in
not
reflected
in
financial
statements
and
can
walk
out
when
employees
leave
unless
it
is
systematically
recorded
in
the
organisations
procedures
and
systems.
From
an
individual
point
of
view
the
set
of
skills
an
employee
acquires
on
the
job,
through
experience
and
training,
which
increases
the
employees
value
in
the
job
market.
Incentive
Compensation
Compensation
that
is
linked
to
performance
by
rewarding
employees
for
actual
results
achieved
instead
of
seniority
or
hours
worked.
Incentive
Pay
Additional
financial
compensation
used
to
motivate
and
to
reward
employees
for
reaching
and/or
exceeding
standard
performance
or
productivity
goals.
Independent
Contractor
A
person
who
works
as
an
entrepreneur
but
has
a
contract
for
services
with
another
person/organization
but
is
not
an
employee.
Individual
Employment
Agreement
An
individual
employment
agreement
is
a
contract
under
which
a
natural
person,
called
employee,
undertakes
to
perform
the
work
for
and
under
the
authority
of
an
employer,
natural
or
legal
person,
against
an
agreed
upon
remuneration.
Induction
Induction
is
the
process
through
which
a
new
employee
is
integrated
into
the
organisation,
learning
about
its
corporate
culture,
policies
and
procedures,
and
the
specifics
of
their
new
job.
Induction
should
be
treated
as
an
extension
of
the
selection
process
and
the
beginning
of
a
continuing
staff
development
programme.
Industrial
Relations
23
In
the
narrow
meaning,
industrial
relations
includes
the
relationship
and
interaction
between
employers
and
employees.
In
the
wider
meaning,
industrial
relations
covers
all
aspects
of
the
employment
relationship,
including
human
resource
management,
employee
relations,
and
union-management
(or
labour)
relations.
Since
the
1950s,
the
term
deals
with
unionized
employment
relationships,
especially
the
study
and
practice
of
collective
bargaining,
trade
unionism,
and
labour-management
relations,
while
human
resource
management
is
a
separate,
largely
distinct
field
that
deals
with
non-union
employment
relationships
and
the
personnel
practices
and
policies
of
employers.
Intrinsic
Rewards
Rewards
that
are
associated
with
the
job
itself,
such
as
the
opportunity
to
perform
meaningful
work,
complete
cycles
of
work,
see
finished
products,
experience
variety,
receive
professional
development
training,
enjoy
good
relations
with
co-workers
and
supervisors
and
receive
feedback
on
work
results.
Involuntary
Attrition
A
synonym
for
laying-off
and
firing
people,
used
when
the
organization
desires
to
avoid
using
either
in
order
to
minimise
bad
publicity.
ISO
9000
A
family
of
standards
and
guidelines
for
quality
in
the
manufacturing
and
service
industries
from
the
International
Organization
for
Standardization
(ISO).
ISO,
a
non-governmental
organization
that
forms
a
bridge
between
the
public
and
private
sectors,
is
the
world's
largest
developer
and
publisher
of
International
Standards
with
a
network
of
the
national
standards
institutes
of
161
countries.
ISO
9000
defines
the
criteria
for
what
should
be
measured.
ISO
9001
covers
design
and
development.
ISO
9002
covers
production,
installation
and
service,
and
ISO
9003
covers
final
testing
and
inspection.
ISO
9000
certification
does
not
guarantee
product
quality
but
ensures
that
the
processes
that
develop
the
product
are
documented
and
performed
in
a
quality
manner.
Job
Analysis
Job
analysis
is
a
systematic
study
of
a
job
to
determine
what
activities
and
responsibilities
are
included,
their
relationships
with
other
jobs,
the
personal
qualifications
necessary
for
performance
of
the
jobs,
and
the
conditions
under
which
work
is
performed.
Job
analysis
usually
results
in
a
job
description
as
well
as
recruiting
plans.
Job
Description
A
written
description
of
a
job
based
on
a
job
analysis,
which
includes
information
about
the
nature
of
the
work
to
be
performed,
specific
responsibilities
and
duties,
and
the
employee
skills
and
characteristics
required
to
perform
the
job,
scope
and
working
conditions,
job
title
and
the
name
of
the
person
to
whom
the
person
holding
the
job
reports.
Job
Evaluation
Job
evaluation
is
a
system
for
analyzing
and
comparing
different
jobs
and
placing
them
in
a
ranking
order
according
to
the
overall
demands
of
each
one.
The
objective
is
to
assess
which
24
jobs
should
get
more
pay
than
others.
There
are
two
kinds
of
job
evaluation
programs:
non-
analytical
and
analytical.
Non-analytical
programs
compare
a
job
with
others.
In
an
analytical
program,
a
job
is
split
up
into
a
number
of
different
aspects
and
each
factor
is
measured
separately.
Different
analytical
programs
are
factor
comparison,
point-factor
rating,
competency-based
programs,
and
the
profile
method.
Job
evaluations
assess
the
content
of
a
job,
not
an
individuals
performance
of
that
job.
Job
Grading
Jobs
are
assigned
a
job
grade
based
on
the
job
value
determined
during
the
job
evaluation.
Jobs
are
classified
into
a
grade/category
structure
or
hierarchy.
Each
job
is
assigned
to
a
specific
grade/category.
Jobs
are
placed
with
other
jobs
of
similar
requirements,
duties,
and
responsibilities.
The
higher
the
job
grade,
the
greater
the
level
of
responsibility
and
the
higher
the
salary
range.
Job
Specification
Is
a
document,
derived
from
job
analysis,
which
outlines
the
basic
purpose
of
a
job,
nature
of
work,
examples
of
typical
duties
and
minimum
requirements
of
employee
skills
and
qualifications
for
doing
that
particular
job.
Key
Performance
Indicators
Key
Performance
Indicators
or
KPIs
are
quantifiable
measurements,
agreed
to
beforehand,
which
reflect
the
critical
success
factors
and
organizational
goals
of
an
organization.
They
differ
according
to
the
nature
and
the
field
of
the
organization.
From
a
performance
management
point
of
view,
KPIs
measure
how
tasks
agreed
between
an
employee
and
the
person
to
whom
the
employee
reports,
have
been
carried
out
in
the
agreed
time
and
manner.
Knowledge
Management
Knowledge
management
refers
to
a
range
of
practices
used
by
an
organisation
to
identify,
create,
categorise,
represent,
distribute,
store
insights
and
experiences
as
well
as
enable
their
adoption.
Such
knowledge
can
be
embodied
in
individuals,
organisational
processes
or
prevailing
practice.
KM
typically
focus
on
improving
performance,
foster
innovation,
create
competitive
advantage,
sharing
lessons
learnt
as
well
as
on
continually
improving
the
organisation
and
its
parts.
KPIs
Key
Performance
Indicators,
which
measure
the
performance
of
an
employee.
KSAs
Knowledge,
skills
and
abilities
the
personal
attributes
that
a
person
requires
to
perform
the
job.
Labour
Market
A
geographical
or
economic
area
of
economic
exchange
in
which
workers
seek
jobs
and
employers
seek
workers.
Labour
markets
can
be
primary
labour
markets,
which
provide
secure
employment
with
good
benefits
and
good
working
conditions
or
secondary
labour
markets,
which
are
occupations
with
insecure
jobs,
little
benefits
and
low
wages.
25
Labour
Permit
Provisional
status
given
by
the
government
to
immigrants,
allowing
them
to
work
legally
in
that
country,
of
which
they
are
not
citizens,
for
a
stated
period
of
time.
The
term
Work
permit
is
most
commonly
used.
Leadership
Development
Formal
and
informal
training
and
professional
development
programs
designed
for
management
and
executive
level
employees
to
assist
them
develop
the
leadership
skills
and
styles
required
to
deal
with
a
variety
of
situations.
LIFO
In
the
event
of
a
redundancy
situation
occurring,
the
system
of
last
in
first
out
is
one
method
of
choosing
those
who
should
be
made
redundant.
Long-Term
Bonus
Usually
a
form
of
deferred
compensation
that
establishes
an
income
stream
in
the
form
of
a
bonus
over
time,
typically
at
a
predetermined
age
or
upon
retirement.
Lump
Sum
Payment
In
a
HR
Context,
a
fixed
negotiated
payment,
which
is
not
typically
included
in
an
employees
annual
salary
but
given
in
place
of
regular
pay
increases.
Matrix
Organization
A
matrix
shaped
multifunctional
team
organizational
structure,
where
vertical
hierarchy
is
overlaid
by
some
form
of
lateral
authority
and
where
employees
from
different
functional
disciplines
(e.g.
accounting,
marketing,
engineering)
report
to
more
then
one
manager
or
supervisor
without
being
removed
from
their
respective
positions.
Mediation
Services
In
a
HR
context,
a
system
of
alternative
dispute
resolution
or
the
process
of
intervention
by
an
independent
specialist
in
an
employment
dispute.
Mentoring
A
one-to-one
systematic
interaction
process
between
an
employee
and
a
senior
or
more
experienced
individual,
who
acts
as
an
advisor,
counsellor
or
guide.
The
mentor
provides
support
and
gives
feedback
to
facilitate
learning.
Milk
Round
The
term
Milk
round
is
commonly
used
in
the
UK
to
describe
the
phenomenon
of
companies
touring
universities
and
learning
institutions
each
year,
in
order
to
advertise
their
opportunities
and
recruit
students
directly
through
interviews.
Called
recruiting
presentation
or
on-campus
presentation
is
the
USA.
Minimum
Wages
The
lowest
hourly
rate
an
employer
can
pay
an
employee.
In
some
countries
(e.g.
USA)
the
government
sets
this
rate
by
law,
while
in
other
countries
(e.g.
UK)
the
minimum
wages
are
26
fixed by the wage council of different industries.
Mission Statement
Is a brief written description of a companys core purpose and focus, which normally
remains unchanged, whereas business strategies and practices may frequently change to
adapt to the changing circumstances. Also called company mission, corporate mission or
corporate purpose.
Motivation
The reason(s) why a person works at a particular job, in a particular role or manner and for a
particular organization. Motivation consists of internal and external factors that stimulate
desire and energy in people to be continually interested in and committed to a job, role, or
subject, and to continue exerting persistent effort.
Motivational
Theories
An attempt to explain how people are motivated, in the form of work behaviour and
performance as a part of the psychological discipline that attempts to describe why people
behave as they do solely in terms of internal needs that drive behaviour. E.g. Acquired
Needs Theory, Consistency Theory, Goal-Setting Theory etc.
Myers-Briggs
Type Indicator
The Myers-Briggs Type Indicator (MBTI) assessment is a psychometric questionnaire
designed to measure psychological preferences in how people perceive the world and make
decisions extrapolated from the typological theories originated by Carl Gustav Jung. The
indicators indicate psychological preferences and not ability, e.g., for performing at a certain
level in a certain function.
Negotiation
Is a process by which the involved parties resolve matters of dispute by holding discussions
and coming to an agreement, which can be mutually agreed by them.
Nepotism
In a business context, nepotism is the practice of showing favouritism toward one's family
members or friends in economic or employment terms. Employing friends and relatives,
without regard to merit, might be considered nepotism.
Non-Discretionary
Bonus
A plan in which management determines the size of the bonus pool and the amounts to be
allocated to specific individuals after a performance period. These use a predetermined
formula and promises.
Observation
Interview
The process of observing employees while they perform their jobs or tasks. It is used to
collect data regarding specific jobs or tasks.
Onboarding
27
Onboarding
is
the
process
of
integrating
employees
into
their
new
work
environment.
A
relatively
new
term,
it
is
slightly
more
comprehensive
than
orientation
as
it
links
new
employees
with
team
members
very
early
in
the
employment
process
and
continuing
after
the
traditional
orientation
program
ends.
OSH
Occupational
safety
and
health
There
are
laws
relating
to
the
health
and
safety
of
personnel
at
work.
Organizational
Culture
The
specific
collection
of
values
and
norms
that
are
shared
by
people
and
groups
in
an
organization
and
that
control
the
way
they
interact
with
each
other
and
with
stakeholders
outside
the
organization.
Orientation
The
introduction
of
employees
to
their
jobs,
co-workers,
and
the
organization
by
providing
them
with
information
regarding
such
items
as
policies,
procedures,
company
history,
goals,
culture,
and
work
rules.
Outplacement
The
process
of
facilitating
a
terminated
employee's
search
for
a
new
job
by
providing
professional
services,
such
as
job
counselling,
training
and
assistance
paid
for
by
the
former
employer
as
a
benefit.
Outsourcing
Outsourcing
is
the
process
in
which
a
company
delegates
some
of
its
in-house
operations/processes
to
a
third
party.
Outsourcing
is
different
from
contracting.
In
contracting,
generally
the
ownership
or
control
of
the
operation/process
being
contracted
lies
with
the
parent
company,
whereas
in
outsourcing
the
control
of
the
process
is
with
the
third
party
and
not
with
the
parent
company.
In
a
HR
context,
a
contractual
agreement
between
an
employer
and
an
external
third
party
provider
whereby
the
employer
transfers
responsibility
and
management
for
certain
HR,
benefit
or
training
related
functions
or
services
to
the
external
provider.
Peer
Appraisal
A
performance
appraisal
strategy,
where
an
employee
is
reviewed
by
his/her
peers,
who
have
sufficient
opportunity,
scope
and
expertise
to
examine
the
individuals
job
performance.
Performance
Improvement
Plan
Performance
Improvement
Plan
is
a
tool
to
monitor
and
measure
the
deficient
work
processes
and/or
behaviours
of
a
particular
employee
or
an
unit
in
order
to
improve
performance
or
modify
behaviour.
It
is
used
when
a
performance
problem
(usually
of
an
employee)
has
been
identified
and
ways
to
improve
the
performance
of
an
employee
are
being
searched.
Performance
Management
28
A process of identifying, evaluating and developing the work performance of employees in
an organization, in order that organizational objectives are more effectively achieved and
understood by employees. In its broader scope, Performance management is the process of
creating a work environment or setting in which people are enabled to perform to the best
of their abilities. Performance management begins when a job is defined as needed and
ends when an employee leaves the organization.
Performance
Planning
A total approach to managing performance, which involves setting performance aims and
expectations for the organization, departments and individual employees. The performance
plan describes the employees or units preferred results, how results tie back to the
organization's results, weighting of results, how results will be measured and what
standards are used to evaluate results.
Personal
Grievance
Any grievance that an employee may have against the current employer or former
employer. The most common types of personal grievance are dismissals, or threats of
dismissal, sexual harassment, racial harassment, duress, and discrimination. Raising a
Personal Grievance is the main way an employee can get compensation for unfair treatment
at work, or for being unfairly dismissed.
Position
Analysis
A questionnaire used in an organisation to collect quantifiable data about the
responsibilities and requirements of jobs in that particular organisation.
Pre-retirement
Counselling
Counselling provided by employer to employees who are about to retire on matters of
benefits, possibilities of second careers and part-time work etc.
Probation
Period
When hiring new employees, many employers use probationary employment periods to
ascertain whether the new workers will be able to handle the duties and challenges
associated with their new job. Also called trial period. Probation or probationary eriods,
which can be from two weeks to three months (depends on the law of the land), helps the
employer evaluate the employee before making the employment permanent.
Probationary
Arrangements
Where the parties to an employment agreement agree that an employee will serve a period
of probation or trial after the commencement of the employment.
Professional
Development Plan
The Professional Development Plan outlines how the professional capabilities of the
employee will be developed over a defined period. This plan may include formal training,
participation in work related activities (projects or committees), access to coaching,
mentoring or any other opportunities for experience to enhances the skills, knowledge or
personal attributes of the employee.
29
Quality
Management
Quality
management
is
a
method
or
system
for
ensuring
that
all
the
activities
necessary
to
design,
develop
and
implement
a
product
or
service
are
effective
and
efficient
with
respect
to
the
system
and
its
performance
and
conform
to
certain
standards.
Quality
management
has
three
main
components:
quality
control,
quality
assurance
and
quality
improvement.
Some
examples
of
quality
management
systems
are:
ISO
9000,
Six
Sigma,
Kaizen,
Quality
Circles,
Taguchi
Methods,
Total
Quality
Management
etc.
Random
Testing
In
an
HR
context,
drug
and
alcohol
tests
administered
by
an
employer,
which
selects
employees
to
be
tested
at
work
in
order
to
detect
drug
or
alcohol
usage,
on
a
random
basis.
Recruitment
The
process
of
bringing
into
an
organization
personnel
who
will
possess
the
appropriate
education,
qualifications,
skills,
competence
and
experience
for
the
post
offered.
Redundancy
The
act
of
terminating
an
employment
when
the
requirements
for
employees
to
perform
work
of
a
specific
type
or
to
conduct
it
at
the
location
in
which
they
are
employed
have
ceased
or
diminished.
Re-Enlistment
Bonus
A
payment
to
encourage
expatriates
to
remain
in
an
assignment
beyond
the
originally
agreed-upon
duration.
Common
in
the
U.S.
military
services,
where
many
former
military
personnel
are
employed
by
U.S.
multinationals.
Replacement
Charts
Replacement
charts
are
a
human
resource
forecasting
technique
or
tool,
which
describes
a
firm's
organization
structure
in
terms
of
individuals
who
occupy
various
managerial
and
professional
positions.
For
each
position
the
incumbent
and
potential
replacements
are
identified
along
with
information
such
as
potential
for
advancement,
experience
or
skills
needed
to
qualify
for
next
position,
gender
(for
aid
in
diversity
planning),
and
age
(only
for
retirement
planning).
Replacement
charts
are
used
in
succession
planning.
Replacement
Planning
Replacement
planning
is
a
process
for
identifying
a
potential
candidate
to
replace
core
individual
employees
either
known
to
be
leaving
the
firm
at
some
point
in
the
future
and/or
whose
sudden
departure
would
pose
a
risk
to
the
operation
of
the
firm.
Replacement
planning
is
a
form
of
succession
planning
but
more
limited
in
scope
as
it
assumes
that
the
organization
structure
remains
intact
by
having
back-ups
for
key
people.
Restrictive
Covenant
In
a
HR
context
it
is
a
contract
clause
in
the
employment
agreement
requiring
key
personnel
or
other
highly
skilled
employees
to
refrain
from
employment
with
competitor
organizations
in
a
specific
geographical
region
or
in
a
specific
business
area
or
from
becoming
an
30
entrepreneur
and
competing
for
a
specified
period
of
time
after
the
termination
of
employment
with
the
current
employer.
Some
restrictive
covenants
may
be
so
unfair,
however,
that
a
court
may
make
them
legally
enforceable.
Rsum
(CV)
A
document
setting
out
in
brief
a
persons
education,
training,
professional
history,
skills,
competences
and
job
qualifications,
which
is
used
typically
when
applying
for
a
job.
The
term
CV
(Curriculum
Vitae)
is
nowadays
more
common.
The
term
Bio-data
is
used
is
a
South
Asian
context
(India,
Bangladesh,
Nepal,
Pakistan).
Retention
Effective
employee
retention
is
a
systematic
effort
by
employers
to
create
and
foster
an
environment
that
encourages
current
employees
to
remain
employed
by
having
policies
and
practices
in
place
that
address
their
diverse
needs.
Return
on
Investment
(ROI)
A
ratio
of
the
benefit
or
profit
derived
from
a
specific
investment
compared
to
the
cost
of
the
investment
itself.
ROI
measures
a
companys
profitability
by
dividing
a
fiscal
years
income
by
common
stock
and
preferred
stock
equity
plus
long-term
debt.
The
higher
ROI,
the
more
efficient
the
company
is
in
producing
profits.
In
a
HR
context,
it
is
usually
derived
from
the
actual
results
or
expected
performances
divided
by
the
sum
of
salary
and
total
human
resource
development
investment.
Right
to
Manage
The
right
of
management,
in
most
legislation,
to
make
decisions
and
to
run
an
organization,
determine
the
organisations
mission,
strategy
and
budget
without
interference
from
external
or
internal
forces.
Operational
rights
such
as
to
assign
work,
direct,
and
hire
and
fire
employees
are
also
within
the
right
to
manage.
Risk
Management
The
policies,
procedures
and
practices
used
in
identification,
analysis,
assessment,
control,
minimization
and
avoidance
or
elimination
of
unacceptable
risks
by
the
organisation.
Organisation
typically
use
risk
assumption,
risk
avoidance,
risk
retention,
risk
transfer
or
a
combination
of
strategies
in
an
effort
to
minimize
an
organizations
exposure
to
liability
in
the
event
a
loss
or
injury
occurs.
"HR
risk
management"
is
an
integral
part
of
the
process
of
overall
business
risk
management
where
HR
professionals
adopt
the
techniques
of
risk
management
for
managing
the
value
of
human
capital
assets
within
their
organizations.
Severance
Pay
A
one-time
payment
given
by
employers
when
terminating
an
employment.
Sexual
Harassment
Unwelcome
sexual
advances,
requests
for
sexual
favours,
and
other
verbal
or
physical
conduct
of
a
sexual
nature
constitutes
sexual
harassment
when
submission
to
or
rejection
of
this
conduct
explicitly
or
implicitly
affects
an
individual's
employment,
interferes
with
an
individual's
work
performance
or
creates
an
intimidating,
hostile
or
offensive
work
environment.
Sexual
harassment
can
occur
in
a
variety
of
circumstances,
including
but
not
31
limited
to
the
following:
The
victim
as
well
as
the
harasser
may
be
a
woman
or
a
man.
The
victim
does
not
have
to
be
of
the
opposite
sex.
The
harasser
can
be
the
victim's
supervisor,
an
agent
of
the
employer,
a
supervisor
in
another
area,
a
co-worker,
or
a
non-employee.
Skill
Based
Pay
A
person-based
compensation
system
based
on
the
repertoire
of
skills
an
employee
can
perform,
rather
than
the
specific
skill
that
the
employee
may
be
using
at
a
particular
time.
Pay
increases
generally
are
associated
with
the
addition
and/or
improvement
of
the
skills
of
an
individual
employee,
as
opposed
to
better
performance
or
seniority
within
the
system.
Spinoff
An
independent
company
created
out
of
an
existing
company
by
distributing
new
shares,
sale
or
through
a
divestiture.
Spot
Bonus
A
spontaneous
incentive
given
to
an
employee
for
an
accomplishment,
which
is
not
measured
by
a
standard.
Stock
options
The
right
to
purchase
stock
of
the
employer
at
a
given
price
at
some
designated
time
in
the
future.
Stock
Options
usually
come
in
two
types:
Incentive
stock
options
(ISOs)
in
which
the
employee
is
able
to
defer
taxation
until
the
shares
bought
with
the
option
are
sold.
Nonqualified
stock
options
(NSOs)
in
which
the
employee
must
pay
income
tax
on
the
'spread'
between
the
value
of
the
stock
and
the
amount
paid
for
the
option.
Strategic
HRM
Strategic
HRM
is
a
general
approach
to
aligning
the
strategic
management
of
human
resources
with
the
intentions,
goals
and
objectives
of
the
organisation
in
order
to
improve
business
performance.
It
is
concerned
with
longer-term
people
issues
and
macro-concerns
about
structure,
quality,
culture,
values,
commitment
and
matching
resources
to
future
needs.
Strategic
Planning
The
process
of
identifying
an
organizations
long-term
goals
and
objectives
and
then
determining
the
best
approach
for
achieving
those
goals
and
objectives.
Examples
of
business
analysis
techniques
used
in
strategic
planning
are
SWOT
analysis
(Strengths,
Weaknesses,
Opportunities,
and
Threats),
PEST
analysis
(Political,
Economic,
Social,
and
Technological
analysis)
or
STEER
analysis
(Socio-cultural,
Technological,
Economic,
Ecological,
and
Regulatory
factors)
and
EPISTEL
analysis
(Environment,
Political,
Informatic,
Social,
Technological,
Economic
and
Legal).
Succession
Planning
Succession
planning
is
a
process
for
identifying
potential
candidates
to
replace
core
individual
employees
either
known
to
be
leaving
the
firm
at
some
point
in
the
future
and/or
whose
sudden
departure
would
pose
a
risk
to
the
operation
of
the
firm.
Succession
planning
differs
from
replacement
planning,
as
it
is
much
broader
in
scope.
The
aim
is
to
ensure
organisational
stability
by
identifying
critical
skill
sets
and
developing
methods
such
as
job
32
sharing,
job
trading,
mentoring,
coaching,
cross
training
to
maintain
and
develop
these
skill
sets
across
the
organisation.
Summary
Dismissal
In
a
HR
context,
Summary
Dismissal
is
immediate
termination
of
the
employment
by
an
employer
for
gross
misconduct
(e.g.,
stealing
or
violence
at
work)
and
usually
means
that
an
employee
will
not
receive
any
pay
in
lieu
of
notice.
Suspension
A
form
of
disciplinary
action
resulting
in
an
employee
being
sent
home
with
or
without
pay
and
forbidden
to
come
to
work
for
a
specified
period
of
time.
Tacit
Knowledge
Highly
experiential,
difficult
to
document
in
any
detail,
ephemeral,
transitory
knowledge
internalized
by
an
employee
over
a
long
period
of
time.
The
process
of
transforming
tacit
knowledge
into
explicit
knowledge,
known
as
codification
or
articulation
is
very
difficult.
Tangible
Rewards
Rewards
to
employee
for
performance,
distinct
from
regular
pay,
which
can
be
easily
attributed
and
linked
to
behaviour
or
performance.
Tangible
rewards
usually
exhibit
trophy
value
and
can
be
appreciated
and
benchmarked
in
terms
of
monetary
value
and
features
(e.g.,
theatre
tickets
with
spouse
or
gift
voucher).
Target
Compensation
The
expected
pay
for
a
position,
including
both
base
pay
and
at-risk
pay.
The
variable
portion
of
target
compensation
is
based
on
what
the
employee
ought
to
earn
on
average,
given
satisfactory
performance.
High
performers
will
exceed
target
earnings
and
poor
performers
will
fall
short
of
the
target.
Termination
Interview
The
situation
when
the
employee
is
officially
told
that
his/her
employment
is
being
terminated.
Total
Compensation
The
total
cash
remuneration
plus
the
valued
perquisites
and
benefits
awarded
employees
on
an
annual
basis.
In
valuing
perquisites
and
benefits,
values
to
facilities
provided
to
employees
that
have
to
be
claimed
before
being
paid,
and
also
the
value
of
long-term
benefits
are
usually
included.
Typical
items
included
are
medical
expenses,
vacation
tickets,
childrens
education,
terminal
benefits
(gratuity,
provident
fund,
social
security),
share
purchase
plans,
club
memberships
etc.
Also
known
as
total
remuneration.
Total
Direct
Compensation
In
executive
compensation,
total
annual
cash
compensation
plus
the
annualized
value
of
long-term
incentives.
33
Total
Rewards
The
monetary
and
non-monetary
compensation
provided
to
employees
in
exchange
for
their
time,
talents,
efforts
and
results.
Total
rewards
include
key
elements
that
effectively
attract,
motivate
and
retain
the
talent
required
to
achieve
desired
business
results.
Total
rewards
can
be
seen
to
include
compensation,
benefits,
work-life
balance,
career
development,
recognition
programmes.
Total
Rewards
Statement
An
annual
statement
issued
individually
to
each
employee
of
an
organization
that
quantifies
the
total
value
of
his
or
her
rewards
received
in
the
previous
calendar
year.
Statement
includes
income
from
all
compensation
sources
as
well
as
the
cash
value
of
all
benefits
and
work
experience
elements
received.
The
objective
of
the
statement
is
to
communicate
the
value
of
employer
expenditures
on
behalf
of
each
employee.
Training
Needs
Analysis
A
method
of
analyzing
how
employee
skill
deficits
can
be
addressed
through
current
or
future
training
and
professional
development
programs,
as
well
as
determining
the
types
and
frequency
of
training/development
programs
required,
and
how
to
prioritize
training/development.
Turnover
In
a
HR
context,
turnover
is
the
number
of
employees
hired
to
replace
those
who
left
or
were
fired
during
a
12-month
period.
Unions
Groups
of
workers
who
have
joined
to
form
incorporated
associations
relating
to
the
type
of
work
that
they
perform
in
order
to
protect
their
common
interests
and
improve
their
working
conditions.
Unjustifiable
Dismissal
The
act
of
terminating
an
employees
employment
for
a
reason
that
can
be
regarded
as
statutorily
(legally)
unjustifiable
or
the
dismissal
has
been
carried
out
in
an
unfair
way.
Many
countries
in
the
world
offer
statutory
protection
against
an
unjustified
dismissal.
In
England,
the
term
used
is
unfair
dismissal.
Other
terms
used
elsewhere
are:
unfair
dismissal
,
dismissal
without
just
cause
or
excuse,
harsh,
unjust
and
unreasonable
dismissal
.
Wage
Curve
In
a
HR
context,
it
depicts
pay
rates
currently
being
paid
for
each
job
within
a
pay
grade
in
relation
with
the
rankings
awarded
to
each
job
during
the
job
evaluation
process.
In
economics,
wage
curve
is
the
term
used
to
describe
the
micro-econometric
association
between
the
level
of
pay
and
the
local
unemployment
rate.
Wage
Drift
The
gap
between
the
basic
pay
often
based
on
collective
agreement
rate
and
the
total
remunerations
actually
paid.
This
difference
is
usually
caused
by
overtime
pay,
bonuses,
profit-share
and
performance-related
pay.
34
Whistle
Blower
A
person
who
reveals
wrongdoing
within
an
organization
to
the
public
or
to
those
in
positions
of
authority.
In
some
countries,
whistle
blower
protection
is
contained
in
law
e.g.,
the
Protected
Disclosures
Act
2000
in
the
USA.
Work-Life
Balance
Work-life
balance
is
a
concept
for
prioritizing
between
career
and
ambitions
and
family,
leisure,
pleasure
and
spiritual
development.
Work-life
balance
is
not
the
same
for
everyone
as
people
have
different
priorities
in
life.
360-degree
Feedback
A
performance
appraisal
process,
where
an
employee
is
rated
on
his/her
performance
by
people
who
are
directly
connected
with
his/her
work.
Peers,
supervisors,
managers,
customers
or
clients,
familiar
with
the
employees
work
can
be
included
in
the
feedback
process.
Typically
used
for
assessing
competence
development
needs
and
succession
planning
in
the
organisation
rather
than
for
determining
pay
or
promotions.
Also
called
multi-rater
assessment,
multi-source
assessment
or
multi-source
feedback.
35
50 Tough Interview Questions
You and Your Accomplishments
Tell me a little about yourself.
Because
this
is
often
the
opening
question,
be
careful
that
you
dont
run
off
at
the
mouth.
Keep
your
answer
to
a
minute
or
two,
and
consider
four
topics:
Early
Years
Education
Work
History
Recent
Career
Experience
2. What
can
you
do
for
us
that
some
else
cant?
Here
you
have
every
right
and
perhaps
obligation
to
toot
your
own
horn
and
be
a
bit
egotistical.
Talk
about
your
record
of
getting
things
done.
Mention
specifics
from
your
resume
or
inventory
of
accomplishments
Say
that
your
skills
and
interests,
combined
with
history
of
getting
things
done,
makes
you
valuable.
Mention
ability
to
set
priorities,
identify
problems,
and
use
your
experience
and
ability
to
solve
them.
3. Why
should
we
hire
you?
Create
your
answer
by
thinking
in
terms
of
your
ability,
your
experience,
and
your
energy.
See
Question
2
for
more
detail.
4. What
do
you
look
for
in
a
job?
Keep
you
answer
oriented
toward
the
opportunities
at
the
organization.
Talk
about
desire
to
perform
and
be
recognized
for
contributions
Orient
your
answer
toward
opportunities
rather
than
personal
security
5. How
long
would
it
take
you
to
make
a
meaningful
contribution
to
our
firm?
Be
realistic.
Say
that,
while
you
would
expect
to
meet
pressing
demands
and
pull
your
own
weight
from
the
first
day,
it
might
take
six
months
to
a
year
before
you
could
expect
to
know
the
organization
and
its
needs
enough
to
make
a
major
contribution.
6. Did
you
change
the
nature
of
your
job?
Tell
how
you
improved
it.
7. Can you work under pressure and deal with deadlines?
Observe that both are facts of business life.
36
Take
examples
from
your
list
of
accomplishments
to
show
how
you
have
dealt
successfully
with
pressure
and
deadlines
in
the
past.
8. In
your
present
(last)
position,
what
problems
did
you
identify
that
had
previously
been
overlooked?
Be
brief
and
dont
brag.
Indicate
the
positive
changes
your
suggestions
or
leadership
resulting
in.
9. If
you
could
start
your
career
over
again
what
would
you
do
differently?
The
best
answer
is,
Not
a
thing.
You
should
try
to
present
yourself
as
a
person
who
is
happy
with
his
or
her
life.
Youve
enjoyed
its
ups
and
learned
from
its
downs.
You
would
not,
as
a
result,
want
to
change
things
that
brought
you
to
where
you
are
today.
Mention
that
it
is
the
past,
after
all,
that
has
prepared
you
for
this
position.
10. What
career
options
do
you
have
at
this
moment?
You
should
try
to
identify
three
areas
of
interest,
one
of
which
includes
this
company
and
job.
The
other
two
should
be
in
related
fields.
11. How
would
you
define
success?
Think
in
terms
of
a
sense
of
well-being.
Consider
opportunity
and
responsibility
as
components
of
success.
12. How successful do you think youve been so far?
Say that, all in all, youre happy with the way you career has progressed.
Given the normal ups and downs of life, you feel that youve done quite well and expect to
continue to succeed in the future.
Present a positive and confident picture of yourself, but dont overstate your case. An
answer like, Everything is wonderful; Im overjoyed! is likely to make an
interviewer wonder whether youre trying to fool him or yourself. The most convincing
confidence is quiet confidence.
Our
Organization
13. What do you know about our organization?
You should be able to discuss the following:
Production Services
Revenues
Reputation
Image
Goals
Management
Style
People
History
and
Philosophy
However, dont act as if you know everything about the place.
Let answers show that you have taken the time to do some research, but dont overwhelm
37
the
interviewer.
Make
it
clear
that
you
wish
to
learn
more.
Give
answers
in
a
positive
tone.
Dont
say,
Well,
everyone
tells
me
the
companys
in
a
heap
of
trouble,
and
thats
why
Im
here
even
if
it
is
why
youre
there.
14. Tell us why you want to work for us?
The deadliest answer you can give is Because I like people. What else would you like
animals? Here and throughout the interview, a good answer comes from having done your
homework so you can speak in terms of the companys need.
You might say your research has shown that the company is doing things you would like to
be involved with, and that its been doing them in ways that interest you.
If
the
company
is
known
for
strong
management,
your
answer
should
be
you
would
like
to
be
part
of
that
team.
If
the
company
puts
a
great
deal
of
emphasis
on
research
and
development
emphasize
the
fact
that
you
want
to
create
new
things
and
you
know
this
is
a
place
where
inventiveness
is
encouraged.
If
the
organization
stresses
financial
controls,
your
answer
should
mention
a
reverence
for
numbers.
If
you
feel
that
you
have
to
concoct
an
answer
to
this
question,
then
you
probably
shouldnt
be
taking
the
interview,
because
you
probably
shouldnt
be
considering
a
job
with
that
organization.
Your
homework
should
include
learning
enough
about
the
company
to
avoid
approaching
places
where
you
wouldnt
be
able
or
wouldnt
want
to
function.
15. Please
give
me
the
definition
of
(the
position
for
which
you
are
being
interviewed).
Keep
you
answers
brief
and
task
oriented.
Think
in
terms
of
responsibilities
and
accountability.
Make
sure
that
you
really
do
understand
what
the
position
involves
before
you
attempt
an
answer.
If
you
arent
sure,
ask
the
interviewer,
he
or
she
may
answer
the
question
for
you.
16. Do
you
prefer
staff
or
line
work?
Say
that
it
depends
of
the
job
and
its
challenge.
17. Dont
you
think
you
might
be
better
suited
for
a
different
size
company?
To
a
different
type
company?
Tailor
you
answer
to
the
job
being
discussed.
Say
that
your
preferences
for
the
size
or
type
of
company
generally
depend
on
the
job
in
question.
Note
that
your
research
has
shown
you
that
this
organization
and
this
job
meet
you
criteria.
18. If
you
could
choose
any
company,
where
would
you
go?
Talk
about
the
job
and
the
company
for
which
you
are
being
interviewed.
38
19. What other jobs are you considering?
Restrict your answer to fields similar to the one in which this company operates.
20. What are your long-range goals?
Refer back to the self-assessment phase of your career continuation efforts. Dont answer, I
want the job youve advertised.
Relate your goals to the company youre interviewing for: In a firm like yours, I would like
to .
21. What do you find most attractive about this position? What seems least attractive about it?
List three or four attractive features of the job, and mention a single, minor, unattractive
item.
22. In
your
current
(last)
position,
what
features
do
(did)
you
like
the
most?
The
least?
Be
careful
and
be
positive.
Describe
more
features
that
you
liked
than
disliked.
Dont
site
personality
problems.
If
you
make
your
last
job
sound
terrible,
an
interviewer
may
wonder
why
youve
remained
there
until
now,
or
whether
you
have
an
attitude
problem
that
would
be
likely
to
show
up
on
a
new
job,
too.
23. In
your
current
(last)
position,
what
have
been
(were)
your
five
most
significant
accomplishments?
Have
specific
examples
ready.
If
you
are
asked
for
five
examples,
dont
cite
ten.
If
you
want
to
show
that
you
were
responsible
for
more
than
five
achievements,
you
can
say,
Ive
given
you
five
that
seem
the
most
important
to
me.
There
are
others,
if
youd
like
to
hear
about
some
other
area
of
my
work
Then
if
the
interviewer
asks
for
additional
accomplishments,
you
can
give
them
without
appearing
to
boast.
24. How long will you stay with us?
Say that you are interested in a career with the organization, but admit that you would have to
continue to feel challenged to remain with an organization. Think in terms of, As long as we
both feel achievement oriented.
25. Your resume suggests that you may be overqualified or too experienced for this
position. What do you think?
Emphasize your interest in establishing a long term association with the organization, and say
that you assume if you perform well in this job, new opportunities will open up for you.
Mention that a strong company needs a strong staff.
Observe that individuals are always at a premium
Suggest that because you are so well qualified, the company will get a fast return on
investment.
Say that a growing, growing, energetic company can never have too much talent.
39
Management
Style
26. What is your management style?
You should know enough about the companys style to know that your management style will
compliment it. Possible styles include:
Task oriented (Problem solving)
Results oriented (Effect on bottom line)
Participative style (open-door method motivating people and delegating)
27. Are
you
a
good
manager?
Can
you
give
me
some
examples?
Do
you
feel
that
you
have
top
management
potential?
Keep
your
answer
achievement
and
task-oriented.
Rely
on
examples
from
your
career
to
support
your
statements.
Stress
your
experience
and
your
energy.
28. What
do
you
think
is
the
most
difficult
thing
about
being
a
manager
or
an
executive?
Mention
planning,
execution,
and
cost
control.
The
most
difficult
task
may
be
to
motivate
and
manage
employees
to
get
tasks
routinely
planned
and
completed
on
time
and
within
budget.
29. Do
you
consider
yourself
a
leader?
Take
examples
from
your
work
experience.
30. What
do
you
look
for
when
you
hire
people?
Think
in
terms
of
skills,
initiative,
and
adaptability
to
work
comfortably
and
productively
with
others.
Mention
that
you
like
to
hire
people
who
appear
capable
of
moving
up
in
an
organization.
31. Have
you
ever
had
to
fire
people?
What
were
the
reasons,
and
how
did
you
handle
the
situation?
Admit
that
the
situation
wasnt
easy,
but
say
that
it
worked
out
well,
both
for
the
company
and,
you
think
for
the
individual
or
individuals
involved.
Show
that,
like
anyone
else,
you
dont
enjoy
unpleasant
tasks,
but
that
you
can
resolve
them
efficiently
and,
in
the
case
of
firing
someone,
humanely.
Industry
Trends
32.
What important trends do you see in our industry?
Be prepared with two or three trends that illustrate how well you understand your industry.
You might consider technological challenges or opportunities
Economic conditions
Current competitive situation
Regulatory demands related to the direction in which your business is heading.
40
33. What are the frontier or cutting-edge issues in our industry?
Be prepared with two or three key issues.
Reasons
for
Your
Search
(or
Why
You
Are
Out
of
Work)
34. Why
are
you
leaving
(did
leave)
your
present
(last)
position?
Be
brief,
to
the
point,
and
as
honest
as
you
can
without
hurting
yourself.
Refer
back
to
the
planning
phase
of
your
job
search,
where
you
considered
this
topic
as
you
thought
about
reference
statements.
If
you
were
laid
off
in
a
staff
reduction,
say
so
Otherwise
indicate
that
the
move
was
your
decision,
the
result
of
your
desire
to
advance
your
career.
Dont mention personality conflicts.
The interviewer may spend some time probing you on this issue, particularly if its clear that
you were terminated. Be as positive and honest as you can. The We agreed to disagree
approach suggested earlier may be useful.
Dont fabricate a story for an interview; even in todays reference-shy climate, your story may
be checked.
35. Why
havent
you
found
a
job
before
now?
Say
that
finding
a
job
isnt
difficult,
but
that
finding
the
right
job
deserves
time
and
demands
careful
planning.
36. Did
you
think
of
leaving
your
present
position
before?
If
so,
what
do
you
think
held
you
there?
You
might
say
that
the
challenge
of
the
job
held
you
in
the
past
but,
as
that
seemed
to
diminish;
you
reached
the
decision
to
investigate
new
opportunities.
37. What
do
you
think
of
your
(former)
boss?
Be
as
positive
as
you
can.
A
potential
boss
will
anticipate
that
you
might
talk
about
him
or
her
in
similar
terms
at
some
point
in
the
future.
38. Will
you
be
out
to
take
your
bosss
job?
Say
that
while
you
certainly
hope
to
win
additional
responsibility
in
the
organization,
youve
always
focused
on
getting
the
current
job
done.
Strengths
and
Weaknesses
39. Would
you
describe
a
few
situations
in
which
your
work
was
criticized?
Be
specific.
Dont
be
emotional.
Think
in
terms
of
constructive
criticism
41
Show that you responded positively and benefited from that criticism.
40. If
I
spoke
with
your
(former)
boss,
what
would
he
or
she
say
are
your
greatest
strengths
and
weaknesses?
Name
three
or
four
strengths
and
only
one
weakness.
Be
honest
but
not
negative.
41. What are your strong points?
Present at least three.
Use concrete, work-related examples to illustrate them.
Try to relate your answer to the interviewing organization and the specific job opening.
42.
What are your weak points?
Dont say you have none. But try to make a negative sound like a strength carried a bit to far.
I sometimes get impatient and become deeply involved when a project is running late.
Dont offer a list of weaknesses
A good interviewer may press you a bit by saying, Is there anything else? You might
answer No, I dont think so on that topic.
If the interviewer persist, come up with a second weakness, but only if you are asked for it.
Dont offer negative information unnecessarily.
If the interviewer continues and asks for a third weakness, say politely that you really
cant think of anything else.
Finally, show that you are working to correct your weaknesses.
Salary-Related
Questions
43. Why arent you earning more at your age?
Say that is one reason youre conducting this job search. Dont be defensive.
44. What do you feel this position should pay?
Salary
is a delicate topic.
We suggest that you defer tying yourself to a precise figure for as long as you can do it
politely.
You might say, I understand that the range for this job is between $X and $Y. That seem
appropriate for the job as I understand it.
You might answer the question with a question. Perhaps you can help me on this one. Can
you tell me if there is a range for similar jobs in the organization?
If youre asked the question during an initial screening interview, you might say that you feel
you need to know more about the responsibilities involved before giving a meaningful answer.
Here too, either by asking the interviewer or doing research during your investigation of the
company, you can try to find out whether there is a salary grade attached to the job. If there
is, and if you can live with it, say that the range seems right to you.
If the interviewer continues to probe, you might say, You know I am making $X now. Like
everyone else, Id like to improve on that figure, but my major interest is in the job itself.
Remember the act of taking a new job does not, in and of itself, make you worth more money.
If no price range is attached to the job, and the interviewer continues to press the subject, then
42
you
will
have
to
respond
with
a
number.
You
cant
leave
the
impression
that
it
doesnt
really
matter,
that
youll
accept
what
ever
is
offered.
If
youve
been
making
$96,000
annually,
you
cant
say
that
a
$42,000
figure
would
be
fine
without
sounding
like
you
are
giving
up
on
yourself.
(If
you
are
making
a
radical
career
change,
however,
a
substantial
disparity
may
be
more
reasonable
and
understandable)
Dont
sell
yourself
short,
but
continue
to
stress
the
fact
that
the
job
itself
is
the
most
important
thing
in
your
mind.
The
interviewer
may
be
trying
to
determine
just
how
much
you
want
the
job.
Dont
leave
the
impression
that
money
is
the
only
thing
important
to
you.
Link
questions
of
salary
to
the
work
itself.
If
a
search
firm
is
involved,
your
contact
there
may
be
able
to
help
with
the
salary
question.
A
search
firm
representative
may
even
be
able
to
run
interference
for
you.
If,
for
instance,
this
person
tells
you
what
the
position
pays,
and
you
respond
that
you
are
earning
that
amount
now
and
would
like
to
do
a
bit
better,
he
or
she
might
go
back
to
the
employer
and
purpose
that
you
be
offered
an
additional
ten
percent.
But,
whenever
possible,
say
as
little
as
you
can
about
salary
until
you
reach
the
final
stage
of
the
interviewing
process.
At
that
point,
you
know
the
company
is
genuinely
interested
in
you
and
is
more
likely
to
be
flexible
in
salary
negotiations.
Personality
Traits
45. Do you have any objection to psychological tests?
Say you would feel comfortable taking them.
46. Do you speak to others before they speak to you?
The interviewer is probably trying to determine your ability to deal with unstable or
unanticipated situations.
Say that your actions depend on specific circumstances.
While you wouldnt normally start a conversation with a stranger on the street, for
example, you feel comfortable initiating discussions with people you dont know in
normal business or social settings.
47. What was the last book you read? Movie you saw? Sporting event you attended?
Try to show that you lead a balanced life when answering questions about outside activities.
48. Are you creative?
Be prepared with work related examples of creativity.
49. How would you describe your own personality?
It may be wise to say you are the proud owner of a balanced personality.
When
Can
You
Start?
50. When could you start?
Be prepared to give a date or commit to a time and date that you can commit to a start date.
43
Are
you
offering
the
position
to
me
now?
might
be
a
good
response
if
an
offer
has
not
yet
been
made.
VIDEOS:
http://www.youtube.com/watch?v=Fa8E3tCDIpo&list=PL613588E03E0E3744
http://www.youtube.com/watch?v=kB06Fjd-ZKY
http://www.youtube.com/watch?v=gV1_n4Ni6Fg
http://nptel.ac.in/courses/110105033/
SOME MORE READINGS:
http://corehr.wordpress.com/2013/08/21/current-trends-in-human-resource-management/
http://www.delhi.gov.in/wps/wcm/connect/doit_labour/Labour/Home/Trade+Union/
https://www.boundless.com/management/human-resource-management--2/current-
topics-in-human-resource-management/
BLOGS: Ramkumar and HBR
http://www.shrmindia.org/knowledge-center/strategic-hrm/hr-strategy/workplaces-arenot-
retreats-create-happiness-says-k-ramkumar
http://theotherview.in/
http://forbesindia.com/blog/author/k-ramkumar/
http://hbsp.harvard.edu/list/hbr-case-study#HR
Books:
Human Resource Proposition by Dave Ulrich
Human resource Champion by Dave Ulrich
44
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