Reviewer
STAFFING – pertains to determining the number of
people with the right skills for specific units in the
organization.
HUMAN RESOURCES PLANNING – strategic because
it is done to achieve the organization’s mission, vision,
overall directions.
JOB ANALYSIS – refers to the collection and analysis of
all relevant information and facets about a job that is
done in a systematic and orderly manner.
JOB DESCRIPTION – is a formal statement of the
relevant task, duties, and responsibilities that a job
entails.
JOB SPECIFICATION – which list the qualification
meeded for the job.
RECRUITMENT – process of getting and attracting a
pool of qualified applicants to fill vacant job position.
- Hiring regular employees
- Hiring full-time or part-time employees
- Hiring through an independent contractor or an
employment agencies
INTERNAL RECRUITMENT – giving priority to
applicants from current personnel of the organization.
EXTERNAL RECRUITMENT – means opening the job
position to applicants from outside the company.
SELECTION – defined as the process of choosing the
individual to hire from a pool or short-list og job
applicants.
BEHAVIORAL INTERVIEWS – are those that ask the
applicant about his or her past behavior in work.
SITUATIONAL INTERVIEWS – ask the applicant how he
or she would react in a specific work situation.
ORIENTATION PROGRAMS – aims to introduce the
new employee to the job setting.
COACHING – is a form of a one-on-one training wherein
an experienced person provides professional advice to
another person to improve the latter’s work performance.
MENTORING – is another form of coaching wherein a
more experienced staff or manager gives regular training
or learning advice to a younger or less experienced staff.
CAREER DEVELOPMENT – is a continuing process of
developing the career of the personnel within a company.
SUCCESSION PLANNING – is the process of identifying
and developing the potentials of internal staff to fill
leadership positions in the company.
COMPENSATION POLICY – is a set of general
guidelines established by the top management of a
company in paying and rewarding employees for the
work they rendered.
INTERNAL EQUITY – is when employee perceives
fairness in pay differentials among the different jobs
within their organization.
EXTERNAL EQUITY – is when an employee perceives
fairness in his or her compensation relative to others
holding the same or comparable jobs outside the
organization.
INDIVIDUAL EQUITY – is when an employee perceives
fairness in pay differentials among coworkers holding
identical jobs within their organization.
DIRECT COMPENSATION – is a type of compensation
given by the company to employees based on the extent
of work actually rendered by the employee. (base pay)
INDIRECT COMPENSATION – refers to the other type
of compensation given by the company to its employees
either in compliance with the law or as optional benefits.
(incentives)
EXTRINSIC REWARD – are nonmonetary rewards given
to employees who performed well.
PERFORMANCE APPRAISAL – refers to the evaluation
of an employee’s performance to provide meaningful
information to assess individual needs for improvement.
PERFORMANCE FEEDBACK – an aspect of
performance appraisal, emphasizes that performance
management systems should be well understood and
accepted by organizational employees.
EMPLOYEE RELATIONS – pertain to company efforts
to enhance and maintain harmonious, peaceful, and
productive relations between the management and its
employees.
LABOR UNIONS – are formal associations formed by
workers within an organization as a vehicle for promoting
and protecting employee’s interest.
COLLECTIVE BARGAINING – is a process in which the
workers who are members of the union meet with
representatives of management to discuss and negotiate
the specific issues andproposals raised by the union
concerning their compensation and work conditions.

PROMOTION – refers to upward or vertical movement of

employees in the organization from lower level jobs to
higher level jobs.

SEPERATION – may be involuntary or voluntary.

VOLUNTARY SEPERATION – pertains to the voluntary

job resignation by the employee.

LEADERSHIP – can be defined as both the ability and

the process of influencing others to make them
understand what needs to be done and to work at their
best.

POWER – is the ability to influence other people to do

something that you want them to do.

AMBITION – a clear sense of what one wants to achieve

in one’s life.

MOTIVATION – an inner drive and energy to accomplish

an objective.

HONESTY – a high sense of truth, transparency, and

integrity.

SELF-CONFIDENCE – a strong belief in one’s inner

strengths and capabilities to get a job done or to achieve
a target goal.

HIGH NEED FOR ACHIEVEMENT – a commitment to

excel or to reach a worthy goal.

LEADERSHIP STYLES – pertain to those recurring or

relatively consistent patterns of behavior shown by leader
when they go about doing their work.

MOTIVATION – pertains to internal needs and drives of

a person that gives direction to his o her behavior.