Hrm Ch. 1-4

Front 1

Title VII of the Civil Rights Act

Back 1

Ensures that equal opportunity would be available to everyone. Illegal to discriminate in any way when it comes to hiring, or firing employees.

Front 2

Human Relations Era

Back 2

Supplanted Scientific management as the dominant approach to management during the 1930's

Front 3

Scientific Management

Back 3

Concerned with structuring individual jobs to maximize efficiency and productivity.

Front 4

Theory X

Back 4

Safety and Security needs, and physiological needs

Front 5

Theory Y

Back 5

Love/Social needs, Esteem needs, and Self-Actualization needs

Front 6

Knowledge Workers

Back 6

Employees whose job's are primarily concerned with the acquisition and application of knowledge and they contribute to an organization through what they know and how they can apply what they know.

Front 7

Goals of HRM

Back 7

1. Facilitating organizational competitiveness
2. enhancing productivity&
quality
3. Complying with legal & social obligations
4. Promoting individual growth & Development

Front 8

Psychological Contract

Back 8

overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide the individual in return.

Front 9

Staff Function

Back 9

responsible for an indirect or support function that would have costs but whose bottom line contributions were less direct.

Front 10

Line Function

Back 10

directly responsible for creating goods and services.

Front 11

Social and Legal Obligations

Back 11

Civil rights act, child labor, pollution, charitable foundations, etc...

Front 12

Organizational System

Back 12

The HR Function--> Operations function -->marketing function --> finance function --> other fundamental organizational function.

Front 13

Outsourcing

Back 13

process of hiring outside firms to handle basic HRM functions, presumably more efficiently then the organization

Front 14

EEO

Back 14

Equal Employment Opportunity: intended to protect individuals firm being illegal discrimination.

Front 15

Disparate Treatment

Back 15

discrimination exists when individuals in similar situations are treated differently because of race, religion, sex etc..

Front 16

BFOQ

Back 16

Bona fide occupational qualification: states that a condition like race, sex, or other personal characteristics legitimately affects a persons ability to perform the job and therefore can be used as a legal requirement for selection.

Front 17

Protected Class

Back 17

Consists of all individuals who share one or more common characteristics as indicated by that law.

Front 18

Types of Sexual Harassment

Back 18

1. Quid pro Quo: harasser offers to exchange something of value for sexual favors
2. Hostile Work Environment: produces sexual harassment because of a climate or culture that is punitive toward people of different gender.

Front 19

Equal Pay Act 1963

Back 19

requires that organizations provide the same pay to men and women who are doing equal work.

Front 20

Age Discrimination and Employment Act

Back 20

prohibits discrimination against employees 40 years of age or older.

Front 21

Americans with Disabilities Act

Back 21

Requires that the organization make reasonable accommodation for disabled employees as long as they do not pose undue burden on the organization.

Front 22

Fair Labor Standards Act

Back 22

Established a minimum wage, a standard workweek, and protects persons 18 and under.

Front 23

National Labor Relations (Wagner) Act

Back 23

passed in effort to control and legislate collective bargaining between organizations and labor unions.

Front 24

Global Issues in HRM

Back 24

1. Developing an international HRM strategy
2. developing an understanding in the political and legal environment of HRM
3. developing an understanding of the cultural environment of HRM

Front 25

Ethnocentric Staffing

Back 25

primarily uses parent country nationals to staff higher level foreign positions

Front 26

Polycentric staffing

Back 26

calls for the dominant use of host country nationals throughout the organization

Front 27

Geocentric Staffing

Back 27

puts parent country, host country, and third country nationals all in the same category with the firm attempting to always hire the best person available for the position.

Front 28

Five Dimensions of culture

Back 28

1. power distance
2. Individualism vs. Collectivism
3. Masculinity vs. Femininity
4. Uncertainty Avoidance
5. Time Orientation

Front 29

Political and Legal Issues in international Business

Back 29

1. government stability
2. trade incentives
3. trade controls
4. economic communities

Front 30

Fundamental Challenges of international business

Back 30

1. Differences in culture, level of development, and legal systems
2. working conditions, compensation and cost of living
3. determination of the most appropriate source of employees

Front 31

Exporting

Back 31

process of making a product in the firm's domestic market, and then selling it in another country

Front 32

licensing

Back 32

involves one company granting its permission to another company in a foreign country to manufacture or market its products in its local market.

Front 33

Direct Foreign Investment

Back 33

occurs when a firm headquartered in one country builds or purchases operating facilities or subsidiaries in a foreign country

Front 34

Joint Venture (Strategic Alliance)

Back 34

two or more firms cooperate in the ownership or management of an operation on an equity basis.

Front 35

Local Issues

Back 35

1. Training Issues
2. Compensation Issues
3. Recruiting and Selection Issues

Front 36

Expatriates

Back 36

employees who are sent by a firm to work in another country; they may be either parent country, or third party nationals

Front 37

Selecting Expatriates

Back 37

3 criteria: 1. managerial competence 2. Language training 3. adaptability to new situations

Front 38

Training Expatriates

Back 38

training is instruction directed at enhancing specific job related skills and abilities. Can be as simple as language training or much more complicated.

Front 39

Compensating Expatriates

Back 39

Salary and Non Salary Items; managers are reimbursed for short term living expenses, meals, and local transportation; Cost-of-living allowance.

Front 40

Repatriation

Back 40

Bringing the Expatriate manager back home. A great deal of adjustment is often required. Loss of status, Job security uncertainty, lack of value for experience.

Front 41

Strategic Perspective

Back 41

all firms exist in a competitive environment. Firms are competing for the same customers for the same products.

Front 42

Purpose of an organization

Back 42

Organizations basic reason for existance

Front 43

Mission of an organization

Back 43

Organizations statement of how it intends to fulfill its purpose.

Front 44

Corporate Strategy

Back 44

deals with determining what businesses the corporation will operate

Front 45

Business Strategy

Back 45

deals with how the firm will compete in each market where it conducts business

Front 46

Function Strategy

Back 46

deals with how the firm will manage each of its major functions such as marketing finance, and human resources.

Front 47

Growth Strategy

Back 47

focuses growing and expanding the businesses it can be pursued internally by opening additional locations or externally through mergers, joint ventures, or the acquisition of other businesses.

Front 48

Retrenchment Strategy

Back 48

Occurs when an organization finds that its current operations are not effective and major changes are usually needed to rectify the problem. usually involves rightsizing the organization, closing operations, shutting down factories, and terminating employees in order to get back on the right track.

Front 49

Diversification Strategy

Back 49

adding new products, product lines, or businesses to their existing core products, product lines, etc...

Front 50

Related Diversification

Back 50

achieve synergy among the various businesses it owns

Front 51

Unrelated Diversification

Back 51

when a firm attempts to operate several unique businesses in different unrelated markets