Human Resources Management In Perspective

Front 1

Human resources management

Back 1

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

Front 2

Human capital

Back 2

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

Front 3

What capital is intangible and cannot be managed the way organizations manage jobs products and technologies

Back 3

Human capital

Front 4

Changes in the marketplace and economy, globalization, technology cost containment, leveraging employee differences

Back 4

What are competitive challenges

Front 5

What resources include planning, recruitment, staffing, job design, training, development, appraisal, communications, compensation, benefits, and labor relations?

Back 5

Human resources

Front 6

What are employee concerns

Back 6

Job security health care issues age and generational work issues retirement issues gender issues educational levels employee rights privacy issues work attitude and family concerns

Front 7

What are examples of the means organizations use to modify the way they operate in order to be more successful

Back 7

Total quality improvements TQM reengineering downsizing outsourcing

Front 8

Six Sigma quality

Back 8

A set of principles and practices whose core ideas include understanding customer needs doing things right the first time and striving for continuous improvement

Front 9

Reengineering

Back 9

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

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Downsizing

Back 10

Planned elimination of jobs

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Outsourcing

Back 11

Contracting outside the organization to have work done that formerly was done by internal employees

Front 12

Change management

Back 12

Change management is a systematic way of bringing about and managing both organizational changes and changes on the individual level

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Reactive change

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Change that occurs after external forces have already affected performance

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Proactive change

Back 14

Change initiated to take advantage of targeted opportunities

Front 15

Six Sigma

Back 15

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

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Globalization

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

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Gatt/ general agreement on tariffs and trade of 1948

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Established rules and guidelines for global Conyers dreamnation in groups of Nations

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Corporate social responsibility

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The responsibility of the firm to act in the best interest of the people in communities affected by its activities

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Knowledge workers

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Workers whose responsibilities extend beyond the physical execution of work to include planning decision making and problem solving

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Human Resources Information System HRIS

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

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What are the hidden costs of downsizing

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Severance and rehiring costs accrued vacation and sick day payouts potential lawsuits from aggrieved workers the loss of institutional memory and trust in management a lack of staffers when the economy rebounds survivors who are risk-averse paranoid and focused on corporate politics

Front 22

Furloughing

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A situation in which an organization asks or requires employees to take time off for either no pay or reduced pay

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Offshoring

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The business practice of sending jobs to other countries

Front 24

Employee leasing

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The process of dismissing employees who are then hired by a leasing company which handles all HR related activities and contracting with that company to lease back the employees

Front 25

Hiring someone outside the company to perform tasks that could be done internally is referred to as

Back 25

Outsourcing

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Total quality management

Back 26

Set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement.

Front 27

Human capital

Back 27

Represents the knowledge, skills, and capabilities of individuals that have economic value to an organization.

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Managing diversity

Back 28

Being aware of characteristics common to employees, while managing employees as individuals.

Front 29

Line managers

Back 29

Non HR managers who are responsible for overseeing of other employees.