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360 Degree Feedback: In human resources, 360-degree feedback is employee development feedback that comesfrom all around the employee. The feedback would come from subordinates, peers and super ordinates in theorganizational hierarchy, as well as a self-assessment.

Ambiguity Tolerance: Extent to which individual are threatened by or have difficulty coping with situations that areambiguous; changing rapidly or unpredictably; information is inadequate; or where complexity exits.

Assessment Centers: A set of performance simulation tests designed to evaluate a candidates managerialpotential.

Attrition: The gradual reduction of the size of a work force that occurs when personnel lost through retirement orresignation are not replaced

Baby Boomers: A baby boomer is someone who was born during the period of increased birth rates when economicprosperity arose in many countries following World War II. In the United States, the term is commonly used torefer to the generation which demographic popularizers have identified with birth years from the span 1946 to1964.

Balanced Business Score Cards: A method of measuring and managing business performance, presenting abalanced view of financial and operational perspectives to accelerate the management process.

Bargaining Zone: In any negotiation, the maximum amount that a buyer will pay for a good, service, or other legalentitlement is called his "reservation point" or, if the deal being negotiated is a monetary transaction, his"reservation price" (RP). The minimum amount that a seller would accept for that item is her RP If the buyer's RP ishigher than the seller's, the distance between the two points is called the "bargaining zone.

Barriers of Communication : (1) Wrong choice of medium, (2) Physical barriers: (a) noise,(b) time and distance,(3) Semantic barriers: (a) Interpretation of words,(b) Bypassed instructions,(c) denotations and connotations, (4)Different comprehension of reality: (a) abstracting,(b) slanting,(c)inferring,(5) Socio-Psychological barriers: (a)attitudes and opinions,(b) emotions,(c) closed mind, (d) status-consciousness,(e) the source of communication,(f)inattentiveness,(g) faulty transmission,(h) poor retention,(i) unsolicited communication.

BARS : (Behaviorally Anchored Rating Scale)An appraisal method that aims at combining the benefits of narrativecritical incidents and quantified ratings by anchoring a quantified scale with specific narrative examples of good and

poor performance.

Behavior Modeling : A training technique in which trainees are first shown good management techniques in a filmand then asked to play roles in a simulated situation, and are then given feedback and praise by their supervisor.

Behavior Modification: The change in the knowledge, skills, or attitude of an individual which occurs as the result of a planned set and schedule of reinforcements

Bench Marking: A job that is used to anchor the employers pay scale and around which other jobs are arranged inorder of relative worth.

Big 5 Personality Dimensions: (a) Extroversion (b) Agreeableness (c) Conscientiousness (d) Emotional stability (e)Openness to experience.

Blue Mooning: The term blue mooning is defined as having an alternative for your job when you are working in thecurrent organisation

Brain Storming: An idea generation process that specifically encourages any and all alternatives, while withholdingany criticism of those alternatives.

Business Excellence Models: The Business Excellence Model is a nine-box model, originally developed by theEuropean Foundation for Quality Management (EFQM). Its purpose is to "support the management of WesternEuropean organizations in accelerating the process of making quality a decisive influence for achieving globalcompetitive advantage

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Career Anchors : Pivots around which a persons career swings; require self -awareness of talents and abilities,motives and needs, and attitudes and values. A concern or value that you will not give up if a (career) choice hasto be made.

Carrot & Stick Approach: Reward or punishment offered in order to get people to do a certain task

Competency Based Management: Competency-based management refers to the functional knowledge andbehavioral skills essential for sound managerial performance. Competency-based management appeals to a widevariety of people including: organizational members assuming greater work responsibilities, supervisors advancingto higher managerial positions, team leaders dealing with a broader range of leadership roles and responsibilities,and professionals who want to become more proficient in supervising and managing functions and processes.

Conflict Resolution Strategies: There are 5 strategies to resolving conflict. The appropriate style may fallsomewhere in between any of these extremes such as assertiveness and cooperation and can actually change atdifferent moments in the process. Strategies such as competing, accommodating, avoiding, compromising andcollaborating are used to solve

Corporate Governance: Corporate governance is a field in economics that investigates how to secure/motivateefficient management of corporations by the use of incentive mechanisms, such as contracts, organizationaldesigns and legislation. This is often limited to the question of improving financial performance, for example, howthe corporate owners can secure/motivate that the corporate managers will deliver a competitive rate of return.

Delphi Technique: Delphi technique is to elicit information and judgments from participants to facilitate problem-solving, planning, and decision-making. It does so without physically assembling the contributors.

Eustress: Eustress can be defined as a pleasant or curative stress. Eustress is the amount of positive energy thatmotivates, excites and moves you to achieve something. It's the opposite of distress.

Empowerment: Putting employees in charge of what they do.

EEO: (Equal Employment Opportunity) Where all personnel activities are conducted so as to assure equal access inall phases of the employment process. Employment decisions are based solely on the individual merit and fitness of applicants and employees related to specific jobs, without regard to race, color, religion, sex, age, national origin,

handicapping conditions, marital status or criminal record

Expertise Power: Influence based on special skills or knowledge

Exit Management: The term exit management is defined as anticipating the needs of people in the organisation

Flexi Time working : Employees work during a common core time period each day but have discretion in formingtheir total workday from a flexible set of hours outside the core.

Gain sharing Plans: An incentive plan that engages employees in a common effort to achieve productivityobjectives and share the gains.

Generation X: The term Generation X is now popularly associated with the people born between the early to mid-1960s and the early 1980s, although this is disputed. Generation X has also been described as a generationconsisting of those people whose teen years were touched by the 1980s, a lthough many who are considered part of this genration had their teenage years stretching into the 1990s.

Generation Y: Generation Y is generally considered to be the last generation of Americans wholly born in the 20thcentury, whose birth years have now concluded. Using the broadest definition commonly cited, Generation Ycurrently includes

Americans in their mid and early 20s, teenagers, and children over the age of 5

Glass Ceiling Effect: Glass ceiling effects implies that gender (or other) disadvantages are stronger at the top of the

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hierarchy than at lower levels and that these disadvantages become worse later in a person's career

Golden Offering:

Grapevine: The organizations informal communication network.

Graphology Test: Testing a persons p ersonality trait by analyzing his handwriting.

Grievance : A complaint of one or more workers with respect to wages and allowances, conditions of work andinterpretations of service stipulations, covering such areas as overtime, leave, transfer, promotion, seniority, jobassignment and termination of services.

Halo Effect: Drawing a general impression about an individual on the basis of a single characteristics

Hiring Freeze: Freezing all classified, administrative and bargaining units refers to employment actions. All currentopenings are frozen except those where an offer has been tendered.

In basket: The term in basket can be defined as the decision making technique in which the real time situations aregiven to analyse, the ability to take decisions according to the given situation

Informal Organisation: The term informal organization refers to the unplanned, informal set of groups, friendships,and attachments that inevitably develop when people are placed in regular proximity to one other. Theserelationships, which grow out of the personal needs of members, are not fully accounted for by the formalorganization; in fact, they are sometimes designed to protect the members from the demands of the formalorganizations. The behaviors and sentiments that constitute the informal aspects of organization have no place inthe formal plan

Intrinsic Motivation: This can be described as a motivation to engage in activities that enhance or maintain apersons self -concept. Intrinsic motivation is when a person is motivated by internal factors, as opposed to theexternal drivers of extrinsic motivation. Intrinsic motivation drives a person to do things just for the fun of it orbecause he believes it is good or right thing to do.

Job Enrichment: Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

Knowledge Management: A process of organizing and distributing an organizations collective wisdom so the rightinformation gets to the right people at the right time.

Layoff: A situation in which there is a temporary shortage of work and employees are told there is no work forthem but that management intends to recall them but when work is again available.

Learning Organisation: An Organisation that has developed the continuous capacity to adapt and change.

Lockout: A refusal by the employer to provide opportunities to work.

Macro Manpower Planning: Manpower Planning- a conceptual Framework; Macro and Micro Manpower Planning;Method of Measuring General and Special Abilities and Aptitude; Evaluating Transfer of Learning to the job; Followup of Evaluation Corporate Planning and Manpower Planning; Technological changes and Manpower Planning;Redeployment; Manpower Planning Practices; Manpower Planning Models; Career and succession Planning;Personal Inventory and Audit; Controlling Manpower Costs; Manpower Information System; Use of computer inManpower Planning; Linking training with Manpower Planning; Competency Mapping; Manpower Redeployment

Managerial Grid: A nine-by-nine matrix outlining 81 different leadership styles.

MBWA: (Management By Walking Around) Managers getting away from their desks and starting to talk to individualemployees. The idea is that they should learn about problems and concerns at first hand. At the same time theyshould teach employees new methods to manage particular problems. The communication goes both ways.

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Succession Planning: The process through which senior-level openings are planned for and eventually filled.

Theory X: The assumption that employees dislike work, are lazy, dislike responsibility, and must be corrected toperform.

Theory Y: The assumption that employees like work, are creative, seek responsibility, and can exercise s elf-direction.

Type A behavior: Aggressive involvement in a chronic, incessant struggle to achieve more and more in less andless time and, if necessary, against the opposing efforts of other things or other people.

Type B behavior: Rarely harried by the desire to obtain a wildly increasing number of things or participate inendless growing series of events in an ever-decreasing amount of time.

Whistle Blowing: Individuals who report unethical practices by their employer to outsiders.

Wild Cat Strike: An unauthorized strike occurring during the term of a contact.

Group Discussions

1. Graphology is a valid selection tool

2. Polygraphs help interviewers

3. 360 Degree appraisals are error free

4. Balance Score Cards Provide a Comprehensive Evaluation

5. Quid Pro Quo harassment- who is responsible?

6. Whistle blowers are social misfits

7. Women employees are hindrances in the work place

8. Who is more stressed? Generation X or Y?

9. Performance Appraisals are not reliable

10. Jobs to people with disabilities is not a social responsibility

11. Bargaining Impasse- who is responsible

12. Providing employment to the sons of the soil

13. ESOP is not a motivator

14. How effective is training effectiveness

15. Workers participation in management is a humbug

16. Trade Union Leader- should be an insider or outsider

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17. Labour legislations are not amended to tackle present day crisis.

18. EEO is impossible

19. HRD is the same old wine in a new bottle

20. Its CRS not VRS

21. Strikes are unwanted

22. The Acts are obsolete

23. Pink slips affect the Self Esteem of an employee

24. Industrial Relations is the sole responsibility of HR Dept

25. Employees can effect organizational change

26. Small changes are easy to implement

27. What can be the new agenda for organizational development?

28. Third Wave has influenced HR practices