Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
101 Cards in this Set
- Front
- Back
|
• Human Resource Strategy
|
firms deliberate use of HR to help it gain or maintain an edge against its competitors in the marketplace. The grand plan or general approach an organization adopts to ensure that it effectively uses its people to accomplish its mission.
|
|
|
• HR tactic
|
particular HR policy or program that helps to advance firms strategic goal
|
|
|
• Total Quality Management (TQM
|
organization-wide approach to improving the quality of all the processes that lead to a final product/service
|
|
|
• Decentralization
|
Transferring responsibility/decision-making authority from central office to people and locations closer to situation that demand attention
|
|
|
• Empowerment
|
providing workers with the skills and authority to make decisions that would traditionally be made by managers
|
|
|
• Brain Drain
|
loss of high-talent people to competitors or start-up ventures
|
|
|
• Corporate Strategy
|
mix of businesses a corporation decides to hold and the flow of resources among those businesses
|
|
|
• Business unit Strategy
|
formulation and implementation of strategies by a firm that is relatively autonomous, even if it is part of a larger corporation.
|
|
|
• HR Audit
|
Periodic review of the effectiveness with which a company uses its human resources. Frequently includes an evaluation of the HR department itself.
|
|
|
Line Employee
|
directly involved in producing/delivering goods/services. Line managers employees
|
|
|
Exempt (salaried) Employees
|
don’t receive extra pay for overtime work
|
|
|
f high on 4 dimensions
|
need HR strategies that promote flexibility, adaptivity, quick response, transferability of skills, the ability to secure external talent when needed, and risk sharing with employees (variable pay)
|
|
|
If low on the 4 dimensions
|
need HR strategies that allow for an orderly, rational, and routine approaches to dealing with a relatively predictable and stable environment
|
|
|
4 dimensions
|
Degree of Uncertainty
-Magnitude of change -Complexity -Volatility |
|
|
• Business Process Reengineering (BPR
|
A fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.
|
|
|
• Job enrichment
|
process of putting specialized tasks back together so one person is responsible for producing a whole product or entire service.
|
|
|
Bureaucratic Organization
|
a pyramid-shaped organizational structure that consists of hierarchies with many levels of management. Characterized by top down command & control, many levels of management, highly specialized jobs. Works best in predictable, stable environments. Ex. US army
|
|
|
Flat Organization
|
Organizational structure that has only a few levels of management and emphasizes decentralization. Workers empowered to make decisions when needed, often divided into cross-functional units or teams. Works best in rapidly changing environments. Ex. Typical law firm
|
|
|
Boundaryless Organization
|
Organizational structure that enables relationships with external stakeholders. Often used when collaborating with customers or suppliers, when entering a market for the first time, or they want to manage the risk of developing an expensive new technology
|
|
|
Self-managed team (SMT
|
a team responsible for producing an entire product, a component, or an ongoing service. Members usually cross-trained
|
|
|
Two-Factor motivational theory
|
Motivators (responsibility, achievement), Hygiene factors (working conditions, pay)
|
|
|
Work Adjustment motivational theory
|
Fit between employee needs and abilities and the job
|
|
|
• Equal Employment Opportunity Commission (EEOC
|
Federal agency responsible for enforcing EEO laws
|
|
|
• Quid pro quo sexual harassment
|
harassment that occurs when sexual activity is required in return for getting or keeping a job or job-related benefits
|
|
|
• Adverse Impact
|
discrimination occurring when the same standard is applied to all, but that standard affects a protected class more negatively
|
|
|
Civil rights act of 1964
|
Title VII mandates employment decisions not be based on race, color, religion, sex, or national origin. Four-fifths rule. Discrimination (Disparate treatment/adverse impact)
|
|
|
Civil rights act of 1991
|
Employer bears burden of proof, prohibits quotas, allow payment of punitive damages
|
|
|
Age discrimination in Employment Act of 1967
|
Protects employees over age 40
|
|
|
• Glass Ceiling
|
intangible barrier in an organization that prevents female/minority employees from rising to positions above a certain level/
|
|
|
Universal concept of management
|
a management concept holding that all management practices should be standardized
|
|
|
Cultural relativity concept of management
|
calls for molding management practices to the workforce’s different sets of values, beliefs, attitudes, and patterns of behaviors
|
|
|
Content (Concurrent) validity
|
assesses the degree to which the content of the selection method is representative of job content
|
|
|
Empirical (predictive) validity
|
- demonstrates the relationship between the selection method and job performance
|
|
|
Socialization
|
orients new employees to the organization and to the units in which they will be working
|
|
|
Cost of employee separations
|
Recruitment costs- advertising, campus visits, recruiter time
Selection costs- interviewing, testing, reference checks, relocation Training costs- orientation, direct training costs, trainer’s time Separation costs- separation pay, benefits, exit interview |
|
|
Downsizing
|
reduce size and scope of business
|
|
|
Rightsizing
|
reorganizing company’s employees
|
|
|
WARN
|
Workers Adjustment Retraining Notification act- 60 day notice. (applies to employers with 100 or more employees)
|
|
|
Outplacement
|
Program for separated employees offering emotional support and job search assistance.
|
|
|
Dimension
|
aspect of performance that determines effective job performance
|
|
|
Management by objectives (MBO)-
|
foal-directed approach to performance appraisal which workers and supervisors set goals together for upcoming evaluation period
|
|
|
Situational/System Factors
|
wide array of organizational characteristics that can positively or negatively influence performance.
|
|
|
Actor/observer bias
|
supervisors tend to blame workers when they observe poor performance, while workers tend to blame external factors
|
|
|
Four characteristics of effective managers
|
Direct attention to cause of problem
-Develop action plan -Empower workers to reach a solution -Direct communication at performance |
|
|
Encounter
|
– the new hire has started work and is facing the reality of the job
|
|
|
- Settling-in phase
|
new workers begin to feel like part of the organization
- Mentors can help new employees settle in |
|
|
• Career Development
|
– ongoing organized and formalized effort that recognizes people as a vital organizational resource. Creates more capable workers.
|
|
|
• Succession Planning
|
a career development activity that focuses on preparing people to fill executive positions
|
|
|
Development
|
enhancing skills and potential
|
|
|
Advancement
|
positioning yourself to move ahead in the organization
|
|
|
• Total compensation
|
the package of quantifiable rewards that an employee receives for his or her work. Three components: base compensation, pay incentives, and indirect compensation/benefits.
|
|
|
• Internal equity
|
the perceived fairness of the pay structure within a firm
|
|
|
• External equity
|
the perceived fairness in pay relative to what other employers are paying for the same type of labor
|
|
|
• Individual equity
|
– the perceived fairness of individual pay decisions
|
|
|
• Pay grades
|
groups of jobs that are paid with in the same pay range
|
|
|
• Benchmark or key job
|
a job that is similar or comparable in content across firms
|
|
|
• Pay policy
|
a firms decision to pay above, below, or at the market rate for its jobs
|
|
|
• Job banding
|
the process of replacing narrowly defined job descriptions with broader categories of related jobs
|
|
|
• Fair Labor Standards Act
|
fundamental compensation law in U.S. Requires employers to record earnings and hours worked by all employees and report it to the department of labor
|
|
|
• Comparable worth
|
a pay concept or doctrine that calls for comparable pay for jobs that require comparable skills, effort and responsibilities
|
|
|
• International Revenue Code
|
the code of tax laws that affects how much of their earnings employees can keep and how benefits are treated for tax purposes
|
|
|
Job based pay system
|
technology is stable, jobs don’t change often, a lot of training is required, turnover is low (exp. Automobile industry)
|
|
|
Individual based pay system
|
firm has relatively educated work force, technology and structure change frequently, teamwork encouraged, limited options of promotions (exp. Manufacturing)
|
|
|
Egalitarian pay system
|
most employees under the same compensation plan, exception rather then the norm
|
|
|
Elitist pay system
|
different compensation plans based on organizational level and/or employee group
|
|
|
• Piece-rate system
|
a compensation system in which employees are paid per unit produced
|
|
|
• Merit pay
|
an increase in base pay, normally given once a year
|
|
|
• Gainsharing
|
– a plant wide pay-for-performance plan in which a portion of the company’s cost savings is returned to workers, usually in the form of a lump-sum bonus
|
|
|
• Prerequisites
|
non-cash incentives given to a firm’s executives
|
|
|
• Coinsurance
|
payments made to cover health care expenses that are split between the employers insurance company and the insured employees
|
|
|
• Workers Comp
|
a legally required benefit that provides medical care, income continuation, and rehabilitation expenses for people who sustain job-related injuries or sickness. Provides income to survivors of the deceased
|
|
|
• Family and Medical Leave act of 1993
|
requires employers to provide up to 12 weeks unpaid leave to eligible employees for the birth or adoption of a child, to care for sick relative, or take care of health problems
|
|
|
• Consolidated Omnibus Budget Reconciliation Act
|
legislation that gives employees the right to continue their health insurance coverage for 18 to 36 months after their employment is terminated.
|
|
|
• Health Maintenance Organization (HMO)
|
a health care plan that provides comprehensive medical services for employees and their families at an annual flat fee
|
|
|
• Vesting
|
a guarantee that accrued retirement benefits will be given to retirement plan participants when they retire or leave the employer
|
|
|
• Legally required benefits
|
Social security, workers comp, unemployment, and medical leave
|
|
|
• Voluntary benefits
|
health insurance, retirement benefits, insurance plans, paid time off, employee services that improve the employees quality of life
|
|
|
• Downward communication
|
allows managers to implement their decisions and to influence employees lower in the organizational hierarchy
|
|
|
• Upward communication
|
allows employees lower levels to communicate their ideas and feelings to higher-level decision makers
|
|
|
• Information dissemination
|
the process of making information available to decision makers wherever they are located
|
|
|
• Nepotism
|
– the practice of favoring relatives over others in the workplace
|
|
|
• Employment Assistance program
|
– a company-sponsored program that helps employees cope with personal problems that are interfering with their job performance
|
|
|
• Progressive Discipline
|
– a series of management interventions that gives employees opportunities to correct undesirable behaviors before being discharged
|
|
|
• Positive Discipline
|
a procedure that encourages employees to monitor their work behaviors and assume responsibility for their actions
|
|
|
• Hot-stove rule
|
model that says discipline should be immediate, provide ample warning, and be consistently applied to all
|
|
|
• Taft-Hartley Act
|
designed to limit some of the power acquired by unions under the Wagner act, adjusted the regulation of labor management relations to ensure a level playing field for both parties.
|
|
|
• Union shop clause
|
union arrangement the requires new employees to join the union 30 – 60 days after their date of hire
|
|
|
• Right-to-work law
|
a state law which makes it illegal within that state for a union to include a union chop clause in its contract
|
|
|
• Labor contract
|
– a union contract that spells out the conditions of employment and work rules that affect employees in the unit represented by the union
|
|
|
• Codetermination
|
the representation of workers on a corporations board of directors – used in Germany
|
|
|
• Enterprise Union
|
– a labor union that represents workers in only one large company rather then in a particular industry – used in Japan
|
|
|
• Union substitution/proactive HR management
|
– an avoidance strategy in which management becomes so responsive to employees needs that it removes incentives for joining a union
|
|
|
• Union suppression
|
management uses hardball tactics to prevent union from organizing its workers or to get rid of a union
|
|
|
• Distributive bargaining
|
– bargaining that focuses on convincing the other party that the cost of disagreeing with the proposed terms would be very high
|
|
|
• Integrative bargaining
|
bargaining the focuses on convincing the other party that the benefits of agreeing with the proposed terms would be very high
|
|
|
• Wildcat strike
|
spontaneous work stoppage that occurs under a valid contract
|
|
|
• Grievance procedure
|
a systematic step-by-step process designed to settle disputes regarding the interpretation of a labor contract
|
|
|
• Union steward
|
an advocate dedicated to representing an employees case to management in a grievance procedure.
|
|
|
• Negligent Hiring
|
– hiring an employee with a history of violent or illegal behavior without conducting background checks or taking proper precautions
|
|
|
• Cumulative Trauma Disorder
|
an occupational injury that occur from repetitive physical movements, like assembly line
|
|
|
OSHA
|
develops workplace standards, performs inspections, gives out citations and penalties, and offers a free consultations service
|
