Settling labor-management disputes through a third party. The decision is final and binding.

Collective Bargaining

Negotiating a labor agreement.


Negotiation process in which a specialist in labor-management negotiations acts as a go-between for management and the unions and helps focus on the problems.


A collection of unions banded together to achieve common goals.


A formal complaint by a union worker that management has violated the contract.

HR Plan 

Detailed, written plan to ensure the strategic plan is achieved

Human Resource Management

The management of people within organizations, focusing on the touchpoints of the employee life cycle.

Human Resource Planning

Creating a strategy for meeting current and future human resource needs.

Incentive pay

Additional pay for attaining a specific goal.

Job Analysis 

A formal system developed to determine the tasks people actually perform in their jobs.

Job Description

The tasks and responsibilities of a job.

Job Design

Refers to how a job can be modified or changed to be more effective—for example, changing tasks as new technology becomes available.

Job Enlargement

Adding new challenges or responsibilities to a current job.

Job Enrichment

The practice of expanding job content through depth to create more opportunities for satisfaction

Job Rotation

Involves a systematic movement of employees from job to job within an organization.

Job Specifications

The skills and abilities the person must have to perform the job.

Managerial Training

The type of training that occurs when someone has been identified as a good manager candidate. Could include soft skills training, technical training, and skills training.


A form of on-the-job training in which a senior manager or other experienced employee provides job- and career-related information to a mentee.


Something that prompts a person to release his or her energy in a certain direction.


The gap between what is and what is required.


Presentation to get the new employee ready to perform his or her job.

Performance Appraisal

A comparison of actual performance with expected performance to assess an employee’s contributions to the organization.


Creating an outline to guide operations in a direction of a mission, vision, and values


The creation of products and services by turning inputs, such as natural resources, raw materials, human resources, and capital, into outputs, which are products and services.


Anything that decreases a specific behavior.


A process that provides the organization with a pool of qualified job candidates from which to choose.


Anything that increases a specific behavior.


The process of determining which persons in the applicant pool possess the qualifications necessary to be successful on the job.


A scaled-down version or mock-up of equipment, processes, or a work environment.

Staffing Plan

A detailed document that synthesizes information to determine how many people should be hired, when they should be hired, and what skills they should have.

Structured interview

A type of interview with a set of standardized questions based on the job analysis, not on the individual candidate’s résumé.

Succession Planning

Examination of current employees to identify people who can fill vacancies and be promoted.

Training and Development

Activities that provide learning situations in which an employee acquires additional knowledge or skills to increase job performance.


The gap between what is and what is desired.


Icon for the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License

Human Resource Management by Icfai Business School is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.

Share This Book