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Front 1

HRM Strategies that Lead to Organizational Effectiveness

Back 1

Employment security, selective hiring, self-managed teams and decentralization as basic elements of organizational design, comparatively high compensation contingent on organizational performance, extensive training, reduction of status differences, sharing information.

Front 2

Employment Security

Back 2

Fundamental to implementation of most other high performance management practices. Keeping more employees for longer saves the firm money.

Front 3

Selective Hiring

Back 3

Large applicant pool, clear about critical skills and attributes needed in applicant pool, skill need to be carefully considered and consistent, screen primarily on important attributes that are difficult to change through training.

Front 4

Self-Managed Teams and Decentralization as Basic Elements of Organizational Design

Back 4

All people in the firm feel accountable for success of entire business, better and more creative solutions.

Front 5

Comparatively High Compensation Contingent on Organizational Performance

Back 5

High performance work systems.

Front 6

Extensive Training

Back 6

Competitive advantage, though hard to say whether it has a positive impact on ROI.

Front 7

Reduction of Status Differences

Back 7

Make all members feel important and committed, accomplished symbolically through use of language, labels, etc and substantively in reduction of organization's degree of wage inequality.

Front 8

Sharing Information

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Conveys to people that they are trusted.

Front 9

Barriers to Implementing Effective HRM Strategies

Back 9

Managers are enslaved by short term pressures, organizations tend to destroy competencies, managers don't delegate enough, perverse norms about what constitutes good management.

Front 10

Five Stakeholders

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Organization members (good pay and benefits, good quality of work life, job security), other organizations (trustworthiness, reliability, collaboration), customers (quality, speed, low prices, innovation, convenience), society (legal compliance, social responsibility, ethical practices), and owners and investors (financial returns, corporate reputation, long-term survival).

Front 11

HRM Functions

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Performance management, employee-management relations, staffing, health and safety, rewards and benefits, and training and development.

Front 12

Resources that Provide a Competitive Advantage

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Physical capital, organizational capital, and human capital.

Front 13

Components of Comparative Advantage

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Value, rareness, imitability, and organization.

Front 14

Major Cultural Dimensions

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Assertiveness, future orientation, gender differentiation, uncertainty avoidance, power distance, institutional emphasis on collectivism, in-group collectivism, performance orientation, and humane orientation.

Front 15

Components of Company Cultures

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Mission statement, vision statement, and values statement.

Front 16

Mission Statement

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Explains company's reason for existence, what it does, and its overall intention.

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Vision Statement

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Describes organization as it would appear in a future successful state.

Front 18

Values Statement

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Describes what the organization believes in and how it will behave.

Front 19

Efficiency Approach

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Work divided into relatively simple and specialized tasks. Managers urged to define precisely the limited tasks of workers, reduce the need to bring human skills to bear on production, minimizing mistakes and inefficiencies.

Front 20

Theory X

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Pessimistic assumption about human motivation, encourages efficiency approach.

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Theory Y

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Workers are capable of self-directed effort toward shared managerial goals.

Front 22

Motivational Model

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Job enlargement, job rotation, job enrichment, empowerment, and working in teams.

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Job Enlargement

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Workers are given more tasks to do of similar difficulty.

Front 24

Job Enrichment

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Staff are given more interesting and challenging tasks.

Front 25

Empowerment

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Staff are given the authority to make decisions about how they do their jobs.

Front 26

Federal Laws Prohibiting Discrimination

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Title 7 of the civil rights act of 1964, americans with disabilities act, age discrimination in employment act of 1967, and section 1981 of the civil rights act of 1866.

Front 27

Steps of a Successful Recruitment Strategy

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Anticipate the need, specify the job, develop the pool, assess the candidates, close the deal, integrate the newcomer, and audit and review.

Front 28

Labor Pools

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Inside-outsider, outside-insider, insider, and outsider.

Front 29

Recruitment Methods

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Job postings, talent inventory, promotions, transfers, walk-ins, electronic media, job fairs, referrals, and agencies.

Front 30

Types of Employee Selection Methods

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Resume, cover letter, job apps, telephone screens (screening), cognitive tests, personality tests, integrity tests, work samples, job knowledge tests, simulations (evaluative), and reference checks, background checks, and drug tests (contingent).

Front 31

Types of Selection Fits

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Person-job, person-group, and person-organization.