Mngt 361

Front 1

Human Resource Management (HRM)

Back 1

the design of formal systems in an organization to manage human talent for accomplishing organizational goals.

Front 2

Human Capital (Intellectual Capital)

Back 2

the collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organizational workforce.

Front 3

Intellectual Capital (Human Capital)

Back 3

reflects the thinking, knowledge, creativity, and decision making that people in organizations contribute.

Front 4

Core Competency

Back 4

a unique capability that creates high value at which an organization excels.

Front 5

Productivity

Back 5

measure of the quantity and quality of work done, considering the cost of the resources used.

Front 6

Unit Labor Cost

Back 6

computed by dividing the average cost of workers by their average levels of output; a way of measuring productivity of human resources.

Front 7

Organizational Culture

Back 7

consists of the shared values and beliefs that give members of an organization meaning and provide them with rules for behavior.

Front 8

Expatriate

Back 8

a citizen of one country who is working in a second country and employed by an organization headquartered in the first country.

Front 9

Host-Country National

Back 9

a citizen of one country who is working in that country and employed by an organization head-quartered in a second country.

Front 10

Third-Country National

Back 10

a citizen of one country who is working in a second country and employed by an organization headquartered in a third country.

Front 11

HR Generalist

Back 11

a person who has responsibility for performing a variety of HR activities.

Front 12

HR Specialist

Back 12

a person who has in-depth knowledge and expertise in a limited area of HR.

Front 13

concerned with clerical duties, payroll, employee records, legal policies and procedures, costs, planning, implications of strategies, mergers and acquisitions, outsourcing, and managing vendors.

Back 13

HR Departments and what they do:

Front 14

FALSE, every business has HR duties, but in smaller business it may be unnecessary to have a full department; many managers or owners will take on those duties.

Back 14

True or False: Every organization has an HR department.

Front 15

1. Physical assets

2. Financial assets

3. Intellectual property assets

4. Human assets

Back 15

4 types of assets organizations manage:

Front 16

Physical Assets

Back 16

buildings, land, furniture, computers, vehicles, equipment, and so on.

Front 17

Financial Assets

Back 17

cash, financial resources, stocks, bonds and debt, and so on.

Front 18

Intellectual Property Assets

Back 18

Specialized research capabilities, patents, information systems, designs, operating processes, copyrights, and so on.

Front 19

Human Assets

Back 19

individuals with their talents, capabilities, experience, professional expertise, relationships, and so on; "glue" that holds all other assets together.

Front 20

TRUE

Back 20

True or false: the way HR practices are implemented affects results.

Front 21

TRUE

Back 21

True or false: Small businesses employ more than half of all private-sector employees and generate many new jobs each year.

Front 22

Not having enough qualified workers, increasing costs of employee benefits, payroll taxes, and compliance with government regulations.

Back 22

Concerns in small organizations:

Front 23

FALSE; HR needs to relate with the operating management to communicate about employees.

Back 23

True or false: HR should not remain "attached" to the operating management of the organization.

Front 24

FALSE; but, HR may be seen as this.

Back 24

True or false: HR is more concerned about activities than results.

Front 25

1. Productivity

2. Customer service/quality

3. Organizational culture

Back 25

3 ways employees can be core competencies:

Front 26

1. Organizational restructuring

2. Redesigning work

3. Aligning HR activities

4. Outsourcing analyses

Back 26

4 ways to increase employee productivity:

Front 27

Organizational Restructuring

Back 27

eliminating layers of management and changing reporting relationships as well as cutting staff through downsizing, layoffs, and early retirement buyout programs.

Front 28

Redesigning Work

Back 28

having fewer employees who perform multiple job tasks, replacing workers with capital equipment or making them more efficient by technology.

Front 29

Aligning HR Activities

Back 29

making HR efforts consistent with organizational efforts to improve productivity; includes ensuring that staffing, training, and development, performance management, compensation, and other HR activities are not working to offset productivity.

Front 30

Outsourcing Analyses

Back 30

HR conducting cost-benefit analysis to examine the impact of outsourcing.

Front 31

Shared Values

Back 31

how the organization and their members view themselves, define opportunities, and plan strategies.

Front 32

Culture of an organization

Back 32

seen in norms of expected behaviors, values, philosophies, rituals, and symbols used by its employees; culture evolves over a period of time; tells people how to behave (or not to behave).

Front 33

FALSE; cultures change over time depending on what new management thinks and how the world changes around them

Back 33

True or false: Organizational cultures are static and tend to remain almost identical to the culture established by the founder.

Front 34

Formal Systems

Back 34

used to manage people in a work organization, something that is agreed upon and written down for all to see.

Front 35

1. Strategy and Planning

2. Equal Employment Opportunity

3. Staffing

4. Talent Management

5. Rewards

6. Risk Management and Worker Protection

7. Employee and Labor Relations

Back 35

7 HR Functions:

Front 36

Strategy and Planning

Back 36

using effectiveness, metrics, technology, planning, and retention to achieve organizational competitiveness.

Front 37

Equal Employment Opportunity

Back 37

consists of compliance, diversity, and affirmative action.

Front 38

Staffing

Back 38

Using job analysis, recruiting, and selection to provide a sufficient supply of qualified individuals to fill jobs in an organization.

Front 39

Talent Management

Back 39

Orientation, training, development, career planning, and performance management for employees and managers.

Front 40

Rewards

Back 40

compensation, incentives, and benefits.

Front 41

Risk Management and Worker Protection

Back 41

health and wellness, safety, security, and disaster and recovery planning to ensure protection of workers, meet legal requirements, and respond to concerns

Front 42

Employee and Labor Relations

Back 42

Employee rights and privacy, hr policies, and union/management relations must be handled between managers and their employees legally and effectively.

Front 43

1. Administrative

2. Operational and employee advocate

3. Strategic

Back 43

3 roles of an HR group:

Front 44

Administrative Role

Back 44

focuses on clerical administration and recordkeeping, including legal paperwork and policy implementation; typically the dominant role for HR in the past.

Front 45

Operational and Employee Advocate Role

Back 45

managing most HR activities in keeping with the strategies and operations that have been identified by management and serving as employee "champion" for employee issues and concerns; "company morale officers".

Front 46

Strategic Role

Back 46

Helping to define the business strategy relative to human capital and it contribution to organizational results.

Front 47

TRUE

Back 47

True or false: Typical operational HR functions include legal compliance, processing applications, training supervisors, and answering questions about wages and salaries.

Front 48

TRUE

Back 48

True or false: HR is involved in devising strategy in addition to implementing strategy.

Front 49

increased workloads, some loss of employee loyalty, and turnover

Back 49

Human cost associated with downsizing: