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20 Cards in this Set

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  • Back
Describe the link between business strategy and strategic HRM
1. business strategy involves formulation of company's mission, goals, and action plans
2. part of any busimess strategy is to be competetive; to be competetive an organization needs to think about it's people as part of it's "competetive advantage".
3.Strategic HRM focuses on linking and aligning the HRM processes to the business strategy
Explain the importance of HRM to the line manager
1. line manager is key link between the employee and the organization
2. helps you understand roles and responsibilities in managing employees
3. people have always been central to organizations but importance increased in knowledge based industries
Define Human Resources Management (HRM)
integrated set of processes, programs and systems that focus on the effective deployment and development of employees
Explain the relationship between the line manager and the HR practitioner.
1. every managers job is managing people.
2. successful organizations equip their line managers with a thorough understanding of HRM.
3. HR professionals help the line manager be a good people manager by providing advice as well as direct services.
4.combining expertise of HR proessionals with the experience of the line managers can develop and utilize the talents of employees to their greatest potential
Identify the key demographic and employee concerns.
1. Diverse and aging workforce with an increased participation of females.
2. canadian labour force is more educated
3. less full-time work, more part-time work.
4. employees have more rights
5. employees want a balance between work and family.
Describe current business challenges that are forcing organizations to put more emphasis on people in organizations.
1. supervisors are expected to find more ways to increase productivity.
2. globalization is creating pressure for managers to effectively manage people.
3. technology has shifted work and skills form manual labour to knowledge workers.
4. Forces of change are making organizations find better ways to help employees learn new skills.
5. Managers need to have a style that encourages people to develop.
6. Responding to customer needs ha le to total-quality management (TQM) re-engineering programs, ISO 9000, and benchmarking.
7. Since employee costs are typically the single biggest item in any company's operation, managers are expected to find ways to contain costs.
7. human resources management (HRM)

An integrated set of processes, programs, and systems in an organization that focus on the effective deployment and development of its employees
8. strategic human resources management

Identifying key HR processes and linking those to the overall business strategy
9. globalization

Trend toward opening up markets to international trade and investment
10. knowledge workers

Workers whose responsibilities extend beyond the physical execution of work to include decision making, problem solving, and troubleshooting
11. human resources information system (HRIS)
Computerized system that provides current and accurate data for purposes of control and decision making
12. reactive response to change

Change response that occurs after external forces have already affected performance
13. proactive response to change

Change response initiated to take advantage of targeted opportunities
14. human capital

The individual's knowledge, skills, and abilities that have economic value to an organization
15. total-quality management (TQM )

A set of principles and practices whose core ideas include understanding customer needs, doing things right the first and striving for continuous improvement
16. ISO 9000

Worldwide quality standards program
17. benchmarking

Finding the best practices in other organizations that can be brought into a company to enhance performance
18. re-engineering

Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed
19. downsizing

planned elimination of jobs
20. outsourcing

Contracting outside the organization for work that was formerly done by internal employees_ The small-business owner saves money, time, and resources by outsourcing tasks such as accounting and payroll