Managing Human Resources

Front 1

What is HR management?

Back 1

Productive use of people in achieving the organisations strategic objectives and satisfaction of individual employees needs

Front 2

Seven dimensions of effective people management (Pfeffer)

Back 2

Employment security; rigorous selection; self-managed teams and decentralized decision making; comparatively high remuneration linked to individual and organisational performance; extensive training; reduced status distinctions; and extensive sharing of financial and performance info throughout the organisation.

Front 3

Human capital

Back 3

The knowledge, skills and abilities present in the orgs human resources. Product of learning, training and education

Front 4

Social capital

Back 4

The strength of personal relationships existing within an organisation. Promotes knowledge sharing, motivation, teamwork, collaboration, willingness to get things done

Front 5

KSAs

Back 5

Knowledge, skills and abilities

Front 6

To develop a sustainable competitive advantage...

Back 6

HR activities must be viewed strategically with representation at top management level

Front 7

Two extreme theoretical approaches to HRM

Back 7

Instrumental and humanistic

Front 8

Instrumental HRM

Back 8

Stresses the rational, quantitative, and strategic aspects of HRM. Performance improvement and improved competitive advantage are highlighted

Front 9

Humanistic

Back 9

Recognises the need for integration of HR policies with the orgs strategic objectives, but places emphasis on employee development, collaboration, participation, trust and informed choice

Front 10

HR managers as strategic partners

Back 10

Essential part of the management team, translating business strategy into action

Front 11

HRM as functional experts

Back 11

Effective management of HR issues to create value

Front 12

HRM as employee advocate

Back 12

The employees voice in management decisions

Front 13

HRM as a change agent

Back 13

Acts as a catalyst for change

Front 14

FASTFACT: most employees slack off because management fail to recognise their long hours, extra effort, or achievement

Front 15

Job Analysis

Back 15

Defines the job in terms of specific tasks and responsibilities and identifies the skills, abilities, knowledge and qualifications needed to perform it successfully. Used to develop job description and job specification

Front 16

Job Description

Back 16

Describes the job

Front 17

Job specification

Back 17

Describes the type of person needed for the job

Front 18

HR planning/employment planning

Back 18

the process by which an org attempts to make sure there are the right number of qualified people in the right job at the right time

Front 19

IR/Employee relations/employment relations

Back 19

Employee attitudes and behaviour, tribunals/unions/associations

Front 20

Total-/multi-factor productivity

Back 20

Total outputs:total inputs from labour, capital, materials, technology and energy

Front 21

Single factor productivity

Back 21

Total outputs:labour input (or other input category

Front 22

HPWS

Back 22

High performance work system

Front 23

Discretionary effort

Back 23

Effort employees voluntarily make in excess of the minimum required

Front 24

Work intensification

Back 24

Making employees work harder

Front 25

Strategy

Back 25

Defines the direction in which an org wants to move and establishes the framework to get there

Front 26

Strategic intent

Back 26

Sustained obsession to achieve a challenging long-term objective

Front 27

Conscript vs volunteer mindset

Back 27

Externally motivated (coerced) vs internally motivated

Front 28

Strategy formulation

Back 28

Selecting an orgs mission and key objectives, analysing the orgs internal and external environments, and selecting business strategies

Front 29

Strategy Implementation

Back 29

designing the orgs structure and control systems and evaluating the selected strategy

Front 30

Mission statement

Back 30

The operational, ethical and financial reason for an orgs existence

Front 31

Growth strategy

Back 31

Expansion through internally generated growth or merger/acquisition. May involve sticking to core strengths or exploring other areas

Front 32

Retrenchment strategy

Back 32

Performance improvement through cost-cutting, increased productivity, downsizing, re-engineering, selling or shutting down

Front 33

Stability strategy

Back 33

Neutral strategy of maintaining status quo, usually used to consolidate after rapid growth/restructuring

Front 34

International strategies

Back 34

Global, multi-domestic, transnational

Front 35

HRM strategies are functional strategies because...

Back 35

they guide the actions to be taken within a specific function

Front 36

Strategic objectives must:

Back 36

Be measurable

Have Deadlines

Identify key stakeholders for collaboration

Nominate those responsible for implementation

Front 37

HRM policies are:

Back 37

general guidelines that serve to guide decisionmaking

Front 38

HRM procedures detail:

Back 38

precisely what actions will be taken in specific situations

Front 39

Distributive justice

Back 39

whether scare resources are allocated fairly

Front 40

Procedural justice

Back 40

How the HR process is administered

Front 41

Interactional justice

Back 41

How managers interact with employees