Human Resources - Chapter 1 And 2

Front 1

downsizing

Back 1

planned elimations of jobs

Front 2

human capital

Back 2

The knowledge , skills and capapilities of individuals that have economic value to an organization

Front 3

outsourcing

Back 3

contracting outside the organzation to have work done that formerly was done by internal employees

Front 4

offshoring

Back 4

the business practice of sending jobs to other countries

Front 5

globalization (GATT; NAFTA; WTO and APEC)

Back 5

The trend toward opening op foreign markets to international trade and investment

Front 6

proactive change

Back 6

change iniitiated to take advnatage of target opportunities

Front 7

reactive change

Back 7

Change that occurs after external forces have already affected performance

Front 8

knowledge workers

Back 8

workers whose responsiblities extend beyond the physical execution of work to include planning, decision making , and problem solving.

Front 9

human resources information system (HRIS)

Back 9

A computerized system that provides current and accurate data for purposess of control and decision making

Front 10

corporate social responsibility

Back 10

the repsonsiblity of the firm to act in the best interest of the people and communities affected by its activities

Front 11

employee leasing

Back 11

the process of dismissing employees who are thenhored by a leasing company and contracting with that company to lease back the employee

Front 12

human resources management (HRM)

Back 12

the process of managing human talent to achieve an organization's objectives.

Front 13

total quality management (TQM)

Back 13

a set of pronciples and practices whose core ideas include undertanding customers need, doing things right the first time, and striving for cntinous improvement

Front 14

six Sigma

Back 14

a processused to translate customer needs into a set of optimal tasks that are performed in concert with one another

Front 15

reengineering

Back 15

fundamental rethinkinnng and radical redesign of business processes to achieve dramatic improvements in cost, quality, service and speed

Front 16

managing diversity

Back 16

being awarte of characterics common to employees , ehike also managing employees as individuals

Front 17

strategic planning

Back 17

proceduress for making decisions about the organization's long term goals and strategies.

Front 18

human resources planning ( HRP)

Back 18

the process of anticipating and providing for the movement of people into, within, and out of an organization

Front 19

strategic human resources management (SHRM)

Back 19

the pattern of human resources deployments and activities the enable an organization to achieve its strategic goals

Front 20

mission

Back 20

the basic purpose of the organization as well as its scope of operations

Front 21

strategic vision

Back 21

a statment about where the company is going and what it can become in the future; clarifies the long term direction of the company and its strategic intent

Front 22

core values

Back 22

the strong and enduring beliefs and principles that the company uses as a foundation for its decision

Front 23

environmetal scanning

Back 23

systematic monitoring of the major external forces influencing the organization

Front 24

cultural audits

Back 24

audits of the culture and quality of work life in an organization

Front 25

core competencies

Back 25

intergrated knowledge sets within an organization that distinguish it from its competitors ans deliver value to customers

Front 26

trend analysis

Back 26

a quantitative approach to forecasting labor demand based on an organizational index such as sales

Front 27

management forecast

Back 27

the opinions of supervisors, department managers, experts, or others knowledgeable about the organization's future employment needs

Front 28

staffing tables

Back 28

graphic reprresentations of all organizational jobs alon with the numbers of employess currently occupying those jobs and future employement regulations

Front 29

Markovs analysis

Back 29

a method for tracking the pattern of employee movement through various jobs

Front 30

skill inventories

Back 30

files of personnel education, experience, interests skills, and so on that allow managers to quickliy match job opening with employee backgrounds

Front 31

replacement charts

Back 31

listings of current jobholders and people who are potential replacements if an opening occurs

Front 32

succession planning

Back 32

the process of identifying developing and tracking key individuals for exective positions

Front 33

SWOT analysis

Back 33

a comparison of strengths,weaknesses opportunitiesm and threats for strategy formulation purposes

Front 34

value creation

Back 34

what the firm adds to a product or service by virtue of making it; the amount of benefits provided by the product ot srviceonce the costs of making it are subtracted

Front 35

benchmarking

Back 35

the process of comparing the organization's processes and proactice with those of other companies

Front 36

balanced scorecards

Back 36

a measurement framework that helps magaers translate strategic goals into operational objectives

Front 37

ogranizational capability

Back 37

the capacity of the organization to act and change in pursuit to sustainable competitive advantage