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92 Cards in this Set
- Front
- Back
Function that involves the management of people |
Human resource Management |
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back in __ year og the HR function was born w/ the 1st disciplines textbook __ |
1920, Personal Administration |
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in the 70s, the name Personal Development replaced by __ |
Human resource department |
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beginning year_ shift in the terminology, people are not just assets they are rather a __ |
2000,vital investment |
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people focused |
HRD |
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system focused |
HRM |
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The recipients of all HRD interventions are__ |
people |
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right side ensures that there are strong system and internal process |
HRM |
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HRD SIDES (4) |
career development, performance management, employee relations, learning and development |
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Hr functions that tracks an employees career |
Career development |
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Performance of an employee is regularly appraised as basis |
Performance Management |
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promotes employee engagement and commitment to the org through efforts at relating well |
employee relations |
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employees are provided training and development through various intervention |
learning and development |
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HRM SIDES(4) |
organization design, workforce planning, recruitment, selection, and placement, rewards and recognition |
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employee life cycle 5, |
recruit, select, orientation,, setting in, monotony, disengagement |
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Why modern people management more critical at the present time (4) |
changing mix of the workforce, changing values of the workforce, changing demands of employers, changing demands of government |
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His book in ___ called___ who is he__ |
1997, Human resource champions, Dave ulrich |
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he talked about the 4 toles of HR |
employee champion, administrative expert, change event, strategic partner |
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term strategic hr emanated from the |
strategic partner |
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4 roles |
1. Hr prof are expected to bring to tops management attention. 2. Hr prof responsibility to hanfle administrative functions 3. Hr prof should lead in the org change efforts 4.Hr work is now split into 2 pros (transaction and translation work) |
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in order to set the right pespective__ |
a strategic hrm role guves opputinity to have voice for business growth |
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Leading bs Managing by__ |
Simon coopcer |
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Managing:(5) |
command others, task focused, provides direction, high control, trust self |
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leading :(5) |
inspires others, vision focused, provides context, low control, trust others |
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managing employs quote |
command and control |
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leading generates |
people empowerment |
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What does it take to be a strategic business partner |
1. facilitating org diagnosis 2. hr should focus on balance scorecard 3.hrs plans should be aligned w/ the business plan 4.hr should not use the info as a standard but only as a baseline 5.hr should be able to build core competencies/ capabilities within the comp |
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pay recruitment, training which csn be outsourced |
transaction work |
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the focus should be more on |
translation work |
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hr confronts a no. of opportunities and challenges, by: |
Worl federation of people managemnt association Boston consulting group |
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recruiting and retaining talent worldwide |
talent management |
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developing leaders who are capable of thinking, inspiring, and acting in the global arena |
Leadership development |
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increasing hrs role as strategic business partner |
strategic Hr |
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The___was introduced in the 1980 |
70-20-10 model of training |
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70% of the learning source is from |
on-the-job/actual training |
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20% |
interaction w/ others |
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10% |
classroom training/ education |
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mostly dependent on the individual z have the full Concentration is largely dependent on themselves |
classroom training |
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allows trainee to learn from someone like a coach/mentor. More effective than classroom trainibg |
training through interaction w/others |
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classroom training quote |
"I hear and a I forget" |
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interaction w/ others quote |
"I see and I remember" |
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on the job training quote |
I do and I understand |
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one way of designing a reward system is to consider the |
basic org design |
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rewards can be both |
monetary and non monetary |
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more on money rewards/ cash |
monetary |
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more on certificates ish rewards |
non monetary |
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allows the manager to detect deviations from the plan in time to take corrective action |
Measuring Results |
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compares actual acts w/ the planned acts, actual results w/ the planned results |
measuring results |
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Increasing and decreasing of gow fast the products are being sold |
Quantitative aspect |
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if u were mr chua u will probably determined several things |
a. may not be selling right products b. have to offer bugger quantity of certain products decide to pull out certain commodities and replace w/ new ones |
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consumer satisfaction |
qualitative aspect |
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primary interest in the qualitative aspect |
customer service |
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Spf |
strategic planning framework |
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adaptation from the bsc by_ |
kaplan and norton |
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4 perspective of comprehensive biew of the business |
costumer perspective internal org (process) "" innovation and learning (people) "" financial(shareholder) "" |
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how do customer see us |
costumer perspective |
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what must we excel at |
internal org (process) "" |
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can we continue to improve and create value |
innovation and learning (people) "" |
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how do we look to the shareholders |
financial (shareholders) "" |
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management author, expands the strategy mgnmng concept of kaplan and norton |
D. Ulrich |
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By defining balanced results as follows: |
achieving "customer" results "" org (process) "" people "" shareholders (owners) |
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customer value/ benefits to customers |
achieving customer results |
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focuses on structure/ system and core competencies |
achieving org process |
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Business managers must ensure the orgs capabilities in 4 critical areas: |
learning, speed, seamlessness, accountability |
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"humans capital" |
achieving people |
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basic idea to Capitalize an employee commitment to achieve |
productivity, climate and commitment |
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meeting the expectations if shareholders and investots |
achieving shareholders |
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company overall measures must be translated to_ |
departmental/unit measures |
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performance measures may be expressed in terms of qualitative but observable behaviors |
For service and support people |
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"trait based" performance appraisal system may be replaced e/ a best practice in people management -- competency |
for job specifications/ qualifications guides |
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involves managing hard and shift skills requirements for achieving superior performance |
competency based evaluation |
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author used analogy of an iceberg |
payos and zorilla |
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use data and other quantitative tools to monitor data(charts, etc) |
qualitative control methods |
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focused on overall control of performance |
non quantitative methods |
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2 fundamental control methods |
qualitative control method non quantitative "" |
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applying mngmnt control in accounting &othrr functional arras (3) |
managemt control system "" accounting "" control |
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gathers & uses info to evaluate the performance |
managemnt contol system |
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collection of practices |
"" accounting |
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various techniques --, act baded costing |
"" control |
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hardskills(3) |
skills, knowledge, abilities |
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things a person knows how to do |
skills |
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what a person knows about a particular substantive areas |
knowledge |
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person can be expected to do/have potential to do given an opportunity |
abilities |
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softskills(3) |
values, attitudes, behavior |
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important to a person; person's moral judgement /compass |
values |
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condition to repsond in a characteristic way to given stimukus |
attitudes |
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person's observable conduct sction |
behavior |
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underlying broad based characteristics |
competency |
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distinguishing control methods and systems (3) |
feedforward control concurrent "" feedback "" |
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discover probs before they occur |
feedforward control |
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corrections as they care / are needed |
concurrent"" |
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tries to fix a problem after an incifent |
feedback"" |