Below we have covered an extensive list of HR Jargons that all Job aspirants in field of Human Resources should learn to become a perfect HR professional.
1. Management Process: Planning, organizing followed by staffing, leading and controlling are five basic function of management.
2. Human Resource: It is the intangible asset also called “people” or human resource aspect of a management. To manage them a function or department is established in any firm that is extensively involved in recruiting, screening, selecting, positioning, training, rewarding and appraising.
3. Globalization: It is the extension of sales or manufacturing to new markets overseas by any firm.
4. Job Analysis: The process to determine the duties and skills required for a job and person who must be employed for this job.
5. Job Description: A record of job’s duties, responsibilities, reporting structures, working conditions, and departmental responsibilities, form job description. It is a one part of Job analysis.
6. Job Specification: A set of record that must be required in person handling the job. It can be educational qualifications, skill set, personality etc. It is another part of a job analysis.
7. Functional Job Analysis: A method for classifying jobs similar to the Department of Labor job analysis but additionally taking into account the extent to which instruction, reasoning, judgment, and verbal facility are necessary for performing the job.
8. Trend Analysis: Study of a firm’s past employment needs over a period of years to predict future needs.
9. Ratio Analysis: A forecasting method for determining future staff needs by using ratios between sales volume and number of employees needed.
10. Qualification Inventories: Manual or computerized systematic records, listing employees education, career and development, hobbies, speech, special skills, etc. to be used in forecasting inside candidates for promotion.
11. Personal Replacement: Employee master database exhibits present performance and promote ability of inside candidates for the most important positions.
12. Position Replacement: A card prepared for each position in a company to show possible replaceable candidates and their qualifications.
13. Job Posting: Posting notices of job openings on company bulletin boards is an effective recruitment method.
14. Test Validity: The accuracy with a test, interview, etc. measures what it implicates to calculate or validate the function it was designed for.
15. Criterion Validity: A type of validity based on showing that scores on the test (predictions) are related to job performance.
16. Content Validity: A test that is content valid is one in which the test contains the sample of the tasks and skills actually needed for the job in question.
17. Reliability: The characteristic which refers to the consistency of score obtained by the same person when retested with the identical or equivalent tests.
18. Expectancy Chart: A graph showing the relationship between test scores and job performance for a large group of people.
19. Non-directive Interview: An unstructured conversational style interview. The interview follows points of interest as they come up in response to questions.
20. Stress Interview: An interview in which the candidate is given stress and made uneasy by a series of often rude questions. This technique helps identify hyper-sensitive candidates and those with high or low stress tolerance.
21. Appraisal Interview: A discussion following a performance appraisal where assessor and assesse discuss the assesse’s rating and possible corrective actions.
22. Situational Interview: A series of task related questions targeting at relevant past job related situations and behaviors.
23. Structured Sequential: An interview in which the candidate is interviewed consecutively by several supervisors and each rates the applicant on a standard form.
24. Panel Interview: An interview in which a group of interviewers questions the applicant.
25. Employee Orientation: A process to provide new joiners with basic background information about the firm.
26. Training: The method of teaching new joiners the essential skills they need to perform their jobs.
27. Task Analysis: A detailed study of a job for the purpose of identification of the skills required to initiate an appropriate training program.
28. Performance Analysis: Careful evaluation of performance to figure out a deficiency and then correct it with new equipment, a new employee, a training program, or some other adjustment.
29. On-The-Job-Training: Training a person to learn a job while working at it.
30. Job Instruction Training: Listing of each job’s basic tasks, along with key points in order to provide step by step training for employees.
31. Programmed Learning: A systematic method of teaching job skills involving presenting questions or evidences allowing the person to react, and giving the learner instant feedback on the accuracy of his or her answers.
32. Vestibule or Simulated Training:Training employees on special off-the job equipment, as in learning airplane pilot training, so training budget and risks can be reduced.
33. Succession Planning: A process through senior level openings are planned for and eventually filled.
34. Job Rotation: A management training technique that involves shifting a trainee from one function to another job function to expand his or her experience and identify strong and weak points.
35. Action Learning: A training technique by which management trainees are allowed to work full time analyzing and solving problems on other departments.
36. Case Study Method: A development method in which the manager is presented with a report of organizational challenges to analyze and solve.
37. Management Game: A development technique in which managers compete with one another by making computerized decisions regarding realistic but simulated companies.
38. Role Playing: A training technique in which trainees act out the parts of people in a realistic management situation.
39. Behavior Modeling: A training technique in which trainees are first shown good management techniques in a movie clip, are then instructed to play roles in a simulated situation and are then given feedback and praise by their supervisors.
40. Strategic Change: A change in company’s strategy, mission and vision.
41. Cultural Change: A change in a company’s shared values and aims.
42. Structural Change: The recognizing-redesigning of an organization’s departmentalization, coordination, span of control, reporting-relationships, or centralization of decision making.
43. Technological Change:Modification to the work methods an organization uses to accomplish its tasks.
44. Organizational Development (OD):A method aimed at changing attitude, values, and beliefs of employees so that employees can improve the organization culture.
45. Sensitivity Training: A method of increasing employee’s insights into their own behavior by candid discussions in groups led by special trainers.
46. Team Building: Improving the effectiveness of teams such as corporate officers and division directors through use of consultants, interviews, and team-building meetings.
47. Confrontation Meetings: A method for clarifying and bringing into the open inner-group misconceptions and problems so that they can be resolved.
48. Survey Research: A method that involves surveying employee’s attitudes and providing feedback to the work groups as a basis for problem analysis and action planning.
49. Total Quality Management: A type of program aimed at maximizing customer satisfaction through continuous improvements.
50. Functional Team: A quality improvement team composed of volunteers who typically work together as natural work units.
51. Cross Function Team: A quality improvement team formed to address problems that cut across organizational boundaries.
52. Self-Directed Team: A work team that uses consensus decision making to choose its own team members solve job related problems design its own jobs and schedule its own break time.
53. Business Process Re-engineering (BPR): The redesign of business processes to achieve improvements in such measures of performance as cost, quality, service and speed.
54. Job Sharing: A concept that allows two to more people to share a single full time job.
55. Telecommuting: A work arrangement in which employees work at remote locations, usually at home, using video displays, computers, and other telecommunication equipment to carry out their responsibilities.
56. Graphic Rating Scale: A scale that lists a number of traits and range of performance for each. The employee is then rated by identifying the score that best describes his or her performance for each trait.
57. Alternation Ranking: Ranking employees from best to worst on particular trait.
58. Paired comparison Method:Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which better employee of the pair is.
59. Forced Distribution Method:Similar to grading on curve; predetermined percentages of rates are placed in various categories.
60. Critical Incident Method: Keeping a record of uncommonly good or undesirable examples of an employees work related behavior and reviewing it with the employee at predetermined times.
61. Behaviorally Anchored Rating Scale (BARS): An appraisal method that aims at combining the benefits of narrative and qualified ratings by anchoring a quantified scale with specific narrative examples good and poor performance.
62. Management By Objective (MBO):Involves setting specific measurable-goals with each employee and then periodically reviewing the progress made.
63. Halo Effect: In performance appraisal, the problem that occurs when a supervisor’s rating of subordinate in one trait bias the rating of that person on other traits.
64. Central Tendency: A tendency to rate all employees the same way avoiding the high and low ratings.
65. Strictness/Leniency Bias: The problem that occurs when a supervisor has a tendency to rate all subordinates either high and low.
66. Bias: The tendency to allow individual differences such as age, race and sex to affect the appraisal rates these employees receive.
67. Appraisal Interview: An interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths.
68. Career Planning and Development: The deliberate process through which a person becomes aware of personal career related attributes and lifelong series of stage that contribute to his or her career fulfillment.
69. Reality Shock: Results of period that may occur at the initial career entry when the new employee’s high job expectations confront the reality boring, unchallenging job.
70. Speak Up! Programs:Communications programs that allow employees to register Questions, concerns, and complaints about work relate matters.
71. Opinion Surveys: Communication devices that use questionnaires to regularly ask employees their opinions about the company management and work life.
72. Top Down Programs:Communications activities including in house television centers, frequent round table discussions, and in-house newsletters that provide continuing opportunities for the firm to let all employees be updated on important matter regarding the firm.
73. Discipline: A procedure that corrects or punishes a subordinate because a rule of procedure has been violated.
74. Dismissal: Involuntary termination of an employee’s employment with the firm.
75. Termination At Will: This idea, based in law, that employment relationship can be terminated at will by either the employer or employee for any reason.
76. Insubordination: Willful disregard or disobedience of the boss’s authority or legitimate orders, criticizing the boss in public.
77. Wrongful Discharge: An employee’s dismissal that does not comply with the law or does not comply with the contractual arrangement stated or implied by the firm via its employment application forms, employee manuals, or other promises.
78. Termination Interview: The interview in which an employee is informed of the fact that he or she has been dismissed.
79. Outplacement Counseling: A systematic process by which a terminated person is trained and counseled in the techniques of self-appraisal and securing new position.
80. Layoff: A situation in which there is a temporary shortage of work and employees are told there is no work for them but that management intends to recall them when work is again available.
81. Bumping: Detailed procedures that determine who will be laid off if no work is available; generally allows employees to use their seniority to remain in the job.
82. Voluntary reduction in Pay Plan:An alternative to layoffs in which all employees agree to take time off to reduce the employer’s payroll and avoid the need for a layoff.
83. Rings of Defense: An alternative way of plan in which temporary supplemental employees are hired with the understanding that they may be laid off at any time.
84. Downsizing: Refers to the process of reducing, usually dramatically, the number of people employed by the firm.
85. Retirement: The point at which a person gives up one’s work, usually between the ages of 60 to 65, but increasingly earlier today due to firms early retirement incentive plans.
86. Pre retirement Counseling:Counseling provided to employees who are about to retire which covers matters such as benefits advice, second careers, etc.
87. Employee Compensations: All forms of pay or rewards going to employees and arising from their employment.
88. Salary Curve: A survey aimed at determining prevailing wage rate. A good salary survey provides specific wage rates for specific jobs. Formal written questionnaires surveys are the most comprehensive, but telephone surveys and newspaper ads are also source of information.
89. Benchmark Job: A job that is used to anchor the employer’s pay scale and around which other jobs are arranged in order of relative worth.
90. Job Evaluation: A systematic comparison done in order to determine the worth of one job relative to another.
91. Compensable Factor: A fundamental, compensable element of a job, such as skills, effort, responsibility, and working conditions.
92. Pay Grade: A pay grade is comprised of jobs of approximately equal difficulty.
93. Wage Curve: Shows the relationship between the value of the job and the average wage paid for this job.
94. Rate Ranges: A series of steps or levels within a pay grade usually based upon years of service.
95. Spot Bonus: A spontaneous incentive awarded to individuals for accomplishments not readily measured by standard.
96. Variable Pay: Any plan that ties pay to productivity or profitability, usually as one time lump payments.
97. Piecework: A system or pay based on number of items processed by each individual worker in unit of time, such as items per hour or items per day.
98. Straight Piecework Plan: Under this pay system each worker receives a set payment for each piece produced or processed in a factory or shop.
99. Guaranteed Piecework Plan: The minimum hourly wage plus an incentive for each piece produced above a set number of pieces per hour.
100. Standard Hour Plan: A plan by which a worker is paid a basic hourly rate, but is paid an extra percentage of his or her base rates for poduction exceeding the standard per hour or per day. Similar to piecework payment, but based on a percent premium.
2. Human Resource: It is the intangible asset also called “people” or human resource aspect of a management. To manage them a function or department is established in any firm that is extensively involved in recruiting, screening, selecting, positioning, training, rewarding and appraising.
3. Globalization: It is the extension of sales or manufacturing to new markets overseas by any firm.
4. Job Analysis: The process to determine the duties and skills required for a job and person who must be employed for this job.
5. Job Description: A record of job’s duties, responsibilities, reporting structures, working conditions, and departmental responsibilities, form job description. It is a one part of Job analysis.
6. Job Specification: A set of record that must be required in person handling the job. It can be educational qualifications, skill set, personality etc. It is another part of a job analysis.
7. Functional Job Analysis: A method for classifying jobs similar to the Department of Labor job analysis but additionally taking into account the extent to which instruction, reasoning, judgment, and verbal facility are necessary for performing the job.
8. Trend Analysis: Study of a firm’s past employment needs over a period of years to predict future needs.
9. Ratio Analysis: A forecasting method for determining future staff needs by using ratios between sales volume and number of employees needed.
10. Qualification Inventories: Manual or computerized systematic records, listing employees education, career and development, hobbies, speech, special skills, etc. to be used in forecasting inside candidates for promotion.
11. Personal Replacement: Employee master database exhibits present performance and promote ability of inside candidates for the most important positions.
12. Position Replacement: A card prepared for each position in a company to show possible replaceable candidates and their qualifications.
13. Job Posting: Posting notices of job openings on company bulletin boards is an effective recruitment method.
14. Test Validity: The accuracy with a test, interview, etc. measures what it implicates to calculate or validate the function it was designed for.
15. Criterion Validity: A type of validity based on showing that scores on the test (predictions) are related to job performance.
16. Content Validity: A test that is content valid is one in which the test contains the sample of the tasks and skills actually needed for the job in question.
17. Reliability: The characteristic which refers to the consistency of score obtained by the same person when retested with the identical or equivalent tests.
18. Expectancy Chart: A graph showing the relationship between test scores and job performance for a large group of people.
19. Non-directive Interview: An unstructured conversational style interview. The interview follows points of interest as they come up in response to questions.
20. Stress Interview: An interview in which the candidate is given stress and made uneasy by a series of often rude questions. This technique helps identify hyper-sensitive candidates and those with high or low stress tolerance.
21. Appraisal Interview: A discussion following a performance appraisal where assessor and assesse discuss the assesse’s rating and possible corrective actions.
22. Situational Interview: A series of task related questions targeting at relevant past job related situations and behaviors.
23. Structured Sequential: An interview in which the candidate is interviewed consecutively by several supervisors and each rates the applicant on a standard form.
24. Panel Interview: An interview in which a group of interviewers questions the applicant.
25. Employee Orientation: A process to provide new joiners with basic background information about the firm.
26. Training: The method of teaching new joiners the essential skills they need to perform their jobs.
27. Task Analysis: A detailed study of a job for the purpose of identification of the skills required to initiate an appropriate training program.
28. Performance Analysis: Careful evaluation of performance to figure out a deficiency and then correct it with new equipment, a new employee, a training program, or some other adjustment.
29. On-The-Job-Training: Training a person to learn a job while working at it.
30. Job Instruction Training: Listing of each job’s basic tasks, along with key points in order to provide step by step training for employees.
31. Programmed Learning: A systematic method of teaching job skills involving presenting questions or evidences allowing the person to react, and giving the learner instant feedback on the accuracy of his or her answers.
32. Vestibule or Simulated Training:Training employees on special off-the job equipment, as in learning airplane pilot training, so training budget and risks can be reduced.
33. Succession Planning: A process through senior level openings are planned for and eventually filled.
34. Job Rotation: A management training technique that involves shifting a trainee from one function to another job function to expand his or her experience and identify strong and weak points.
35. Action Learning: A training technique by which management trainees are allowed to work full time analyzing and solving problems on other departments.
36. Case Study Method: A development method in which the manager is presented with a report of organizational challenges to analyze and solve.
37. Management Game: A development technique in which managers compete with one another by making computerized decisions regarding realistic but simulated companies.
38. Role Playing: A training technique in which trainees act out the parts of people in a realistic management situation.
39. Behavior Modeling: A training technique in which trainees are first shown good management techniques in a movie clip, are then instructed to play roles in a simulated situation and are then given feedback and praise by their supervisors.
40. Strategic Change: A change in company’s strategy, mission and vision.
41. Cultural Change: A change in a company’s shared values and aims.
42. Structural Change: The recognizing-redesigning of an organization’s departmentalization, coordination, span of control, reporting-relationships, or centralization of decision making.
43. Technological Change:Modification to the work methods an organization uses to accomplish its tasks.
44. Organizational Development (OD):A method aimed at changing attitude, values, and beliefs of employees so that employees can improve the organization culture.
45. Sensitivity Training: A method of increasing employee’s insights into their own behavior by candid discussions in groups led by special trainers.
46. Team Building: Improving the effectiveness of teams such as corporate officers and division directors through use of consultants, interviews, and team-building meetings.
47. Confrontation Meetings: A method for clarifying and bringing into the open inner-group misconceptions and problems so that they can be resolved.
48. Survey Research: A method that involves surveying employee’s attitudes and providing feedback to the work groups as a basis for problem analysis and action planning.
49. Total Quality Management: A type of program aimed at maximizing customer satisfaction through continuous improvements.
50. Functional Team: A quality improvement team composed of volunteers who typically work together as natural work units.
51. Cross Function Team: A quality improvement team formed to address problems that cut across organizational boundaries.
52. Self-Directed Team: A work team that uses consensus decision making to choose its own team members solve job related problems design its own jobs and schedule its own break time.
53. Business Process Re-engineering (BPR): The redesign of business processes to achieve improvements in such measures of performance as cost, quality, service and speed.
54. Job Sharing: A concept that allows two to more people to share a single full time job.
55. Telecommuting: A work arrangement in which employees work at remote locations, usually at home, using video displays, computers, and other telecommunication equipment to carry out their responsibilities.
56. Graphic Rating Scale: A scale that lists a number of traits and range of performance for each. The employee is then rated by identifying the score that best describes his or her performance for each trait.
57. Alternation Ranking: Ranking employees from best to worst on particular trait.
58. Paired comparison Method:Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which better employee of the pair is.
59. Forced Distribution Method:Similar to grading on curve; predetermined percentages of rates are placed in various categories.
60. Critical Incident Method: Keeping a record of uncommonly good or undesirable examples of an employees work related behavior and reviewing it with the employee at predetermined times.
61. Behaviorally Anchored Rating Scale (BARS): An appraisal method that aims at combining the benefits of narrative and qualified ratings by anchoring a quantified scale with specific narrative examples good and poor performance.
62. Management By Objective (MBO):Involves setting specific measurable-goals with each employee and then periodically reviewing the progress made.
63. Halo Effect: In performance appraisal, the problem that occurs when a supervisor’s rating of subordinate in one trait bias the rating of that person on other traits.
64. Central Tendency: A tendency to rate all employees the same way avoiding the high and low ratings.
65. Strictness/Leniency Bias: The problem that occurs when a supervisor has a tendency to rate all subordinates either high and low.
66. Bias: The tendency to allow individual differences such as age, race and sex to affect the appraisal rates these employees receive.
67. Appraisal Interview: An interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths.
68. Career Planning and Development: The deliberate process through which a person becomes aware of personal career related attributes and lifelong series of stage that contribute to his or her career fulfillment.
69. Reality Shock: Results of period that may occur at the initial career entry when the new employee’s high job expectations confront the reality boring, unchallenging job.
70. Speak Up! Programs:Communications programs that allow employees to register Questions, concerns, and complaints about work relate matters.
71. Opinion Surveys: Communication devices that use questionnaires to regularly ask employees their opinions about the company management and work life.
72. Top Down Programs:Communications activities including in house television centers, frequent round table discussions, and in-house newsletters that provide continuing opportunities for the firm to let all employees be updated on important matter regarding the firm.
73. Discipline: A procedure that corrects or punishes a subordinate because a rule of procedure has been violated.
74. Dismissal: Involuntary termination of an employee’s employment with the firm.
75. Termination At Will: This idea, based in law, that employment relationship can be terminated at will by either the employer or employee for any reason.
76. Insubordination: Willful disregard or disobedience of the boss’s authority or legitimate orders, criticizing the boss in public.
77. Wrongful Discharge: An employee’s dismissal that does not comply with the law or does not comply with the contractual arrangement stated or implied by the firm via its employment application forms, employee manuals, or other promises.
78. Termination Interview: The interview in which an employee is informed of the fact that he or she has been dismissed.
79. Outplacement Counseling: A systematic process by which a terminated person is trained and counseled in the techniques of self-appraisal and securing new position.
80. Layoff: A situation in which there is a temporary shortage of work and employees are told there is no work for them but that management intends to recall them when work is again available.
81. Bumping: Detailed procedures that determine who will be laid off if no work is available; generally allows employees to use their seniority to remain in the job.
82. Voluntary reduction in Pay Plan:An alternative to layoffs in which all employees agree to take time off to reduce the employer’s payroll and avoid the need for a layoff.
83. Rings of Defense: An alternative way of plan in which temporary supplemental employees are hired with the understanding that they may be laid off at any time.
84. Downsizing: Refers to the process of reducing, usually dramatically, the number of people employed by the firm.
85. Retirement: The point at which a person gives up one’s work, usually between the ages of 60 to 65, but increasingly earlier today due to firms early retirement incentive plans.
86. Pre retirement Counseling:Counseling provided to employees who are about to retire which covers matters such as benefits advice, second careers, etc.
87. Employee Compensations: All forms of pay or rewards going to employees and arising from their employment.
88. Salary Curve: A survey aimed at determining prevailing wage rate. A good salary survey provides specific wage rates for specific jobs. Formal written questionnaires surveys are the most comprehensive, but telephone surveys and newspaper ads are also source of information.
89. Benchmark Job: A job that is used to anchor the employer’s pay scale and around which other jobs are arranged in order of relative worth.
90. Job Evaluation: A systematic comparison done in order to determine the worth of one job relative to another.
91. Compensable Factor: A fundamental, compensable element of a job, such as skills, effort, responsibility, and working conditions.
92. Pay Grade: A pay grade is comprised of jobs of approximately equal difficulty.
93. Wage Curve: Shows the relationship between the value of the job and the average wage paid for this job.
94. Rate Ranges: A series of steps or levels within a pay grade usually based upon years of service.
95. Spot Bonus: A spontaneous incentive awarded to individuals for accomplishments not readily measured by standard.
96. Variable Pay: Any plan that ties pay to productivity or profitability, usually as one time lump payments.
97. Piecework: A system or pay based on number of items processed by each individual worker in unit of time, such as items per hour or items per day.
98. Straight Piecework Plan: Under this pay system each worker receives a set payment for each piece produced or processed in a factory or shop.
99. Guaranteed Piecework Plan: The minimum hourly wage plus an incentive for each piece produced above a set number of pieces per hour.
100. Standard Hour Plan: A plan by which a worker is paid a basic hourly rate, but is paid an extra percentage of his or her base rates for poduction exceeding the standard per hour or per day. Similar to piecework payment, but based on a percent premium.
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