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37 Cards in this Set
- Front
- Back
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SHRM |
Strategic Human Resource Management. A focus on the integration of all HR policies with one another and with the overall strategy and direction of the organisation |
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Career planning |
Ongoing process by which an individual sets career goals and develops a plan to achieve them |
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Strike |
Collective action in which union members refuse to work in order to put pressure on an employer during negotiations until certain demands are met |
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Absenteeism |
Failure of an employee to report for work/duty irrespective of the reason |
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Turnover |
Any permanent loss of employees (who have to be replaced) from an organisation |
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Employee wellness programmes |
Programmes that focus on prevention to help employees build healthy lifestyles that will enable them to achieve their full potential |
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Human Resource Information Systems |
HRIS is an electronic system used to acquire, store, manipulate, analyse, retrieve and distribute information regarding an organizations human resources. |
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Strategic HR planning |
The process by which organisational goals, as put forth in mission statements and organizational plans, are translated into HR objectives to ensure that the organisation is not over or understaffed, and that employees with the appropriate talents, skills and desire are available to carry out their tasks/duties in the right jobs at the right times. |
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Work |
Effort directed towards producing or accomplishing particular results |
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Job |
Grouping of tasks, duties and responsibilities that constitute the total work assignment for an employee |
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Job design |
The manipulation of the content, functions and relationships of jobs in a way that both accomplishes organisational goals and satisfies the personal needs of individual job holders |
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Job rotation |
The process of shifting an employee from job to job |
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Job enlargement |
A change in the scope of a job to provide greater variety to an employee. More tasks are added on the same level (horizontal expansion). |
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Job enrichment |
Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying. More tasks are added, but on more advanced levels (vertical expansion) |
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Self-managed work teams |
Teams that control their own work, schedules and tasks and whose members often train one another |
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Virtual teams |
Teams of people who are not in the same geographical area but work together on projects or jobs using technology to accomplish particular goals |
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Total Quality Management (TQM) |
A philosophy aimed towards the continual improvement of the quality of products/services of the organisation and its processes to meet or exceed the expectations of clients |
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Ergonomics |
An approach to designing equipment and systems within work environments to ensure that employees can use them easily and efficiently |
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Productivity |
A measure of the output of goods and services directly relative to the input of labour, material and equipment. |
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Efficiency |
Doing things right |
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Effectiveness |
Doing the right things |
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Job analysis |
A systematic way to gather and analyse information about the content, context and the human requirements of jobs |
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Job description |
A written summary of task requirements for a particular job |
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Job specification |
Statement of the knowledge, skills and abilities required of the person who is to perform the job |
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Recruitment |
The process of acquiring applicants who are available and qualified to fill positions in the organization |
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Selection |
The process of choosing from a group of applicants the individual best suited for a particular position |
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Mentoring |
An on-the-job approach to training and development in which the trainee is given an opportunity to learn on a one-to-one basis from more experienced organisation members |
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Labour Market |
The geographical area from which employees are recruited for a particular job |
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Job posting |
A system in which the employer provides notices of job openings and employees respond to apply |
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Panel interview |
An interview in which a board of interviewers questions and observes a single candidate |
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Onboarding |
A process that starts before the employee joins the organisation, continuing for several months and which aims to develop employee behaviours and knowledge that will ensure the employee's long-term success and commitment to the organization. It aims to enable newcomers to become productive and fully functional employees as soon as possible. |
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Orientation |
The process of integrating the new employee into the organisation and acquainting him or her with the job. Orientation has a shorter time span than onboarding. |
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Job burnout |
A state of physical, mental and emotional exhaustion combined with doubts about one's competency and the worthiness of one's work. |
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EAPs Employment Assistance Programmes |
Programmes designed to help employees overcome personal problems ranging from substance abuse to stress and burnout as well as family and financial problems; may include improving their emotional well-being. |
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Wellness programmes |
Programmes that are designed to assist employees with their overall health, mainly with the aim of preventing health issues in the future, but can also be applied to addressing existing health problems. |
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Leadership |
The process of influencing people within an organisational context to direct their efforts towards particular goals |
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Management |
The attainment of organisational goals in an effective and efficient manner through planning, staffing, directing and controlling organisational resources |
