Bus 3657 Chp 2

Front 1

What are some of the Watson Wyatt HCI (human capital index) Conclusions?

Back 1

The link between superior human capital management and superior shareholder returns has been proven. Good HR practices drives shareholder value.

Front 2

Whate are 3 Dimensions of a people strategy?

Back 2

1. Vertical Alignment
2. Horizontal Alignment
3. Action

Front 3

Vertical Alignment

Back 3

The alignment between the business goals and the people strategy. HR policies and practices should reflect, reinforce & support the organization's business aims and objectives

Front 4

What happens when vertical alignment is weak? What should a strategic HR director do?

Back 4

When weak: viewed as a non-integrated appendage (liable to be chopped off...)

Fixes:
- get quick wins
- Create reputational effectiveness
- build a business focused HR team
- Look up and out

Front 5

Horizontal Alignment

Back 5

The internal alignment between the set of HR policies making up the people strategy. An internally coherent and consistent approach to managing people should permeate all HR policies

Front 6

What happens when horizontal alignment is weak? What should a strategic HR director do?

Back 6

when weak: HR policies seem disconnected from one another (or may even undermine each other)

Fixes:
- Get the balance right
- Foster creative dialog
- Think systematically

Front 7

Action

Back 7

The degree to which HR policies are are effectively enacted. HR polices and practices should be implemented as demonstrated by the experience of employees and the values and behaviors of managers.

Front 8

What happens when action is weak? What should a strategic HR director do?

Back 8

When weak: HR policies are not put into action or reflected in the experiences of employees

Fixes: Move from rhetoric to reality
- Build a complete picture of the organization's HR
- Take bold actions
- Keep the best
- Focus on doing

Front 9

Internal Labor force

Back 9

An organization's workers (its employees and the people who have contracts to work at the organization)

Front 10

External labor Market

Back 10

Individuals who are actively seeking employment

Front 11

* What are some changes in the labor force?

Back 11

An aging workforce, A diverse workforce, skill deficiencies of the workforce,

Front 12

What is the fastest-growing age group in the workforce? What are some of the consequences of this?

Back 12

55+
HR will spend more time on concerns related to planning retirement, retaining older workers, and motivating control the rising costs of health care and other benefits

Front 13

What are some benefits of recruiting and retaining older workers?

Back 13

their talents and experience

Front 14

What is the turnover rate of workers 50+

Back 14

1/10 the turnover of employes under 30

Front 15

* What are some of the HR implications of immigrant workers?

Back 15

1. Supply of and demand for labor (demanding work that is low paid, or a need for technical jobs= employers are pressing for immigration laws for greater supply)

2. Need to comply with laws

Front 16

How does diversity affect staffing?

Back 16

it is important to ensure that tests used to select employees are not unfairly biased against minority groups

Front 17

How does diversity affect work design?

Back 17

Employees need flexible schedules that allow them to meet nonwork needs.

Front 18

How does diversity affect training?

Back 18

employees must be made aware of the damage that stereotypes can do

Front 19

How does diversity affect compensation?

Back 19

organizations are providing benefits such as elder care and day care as a way to accommodate needs

Front 20

* High-performance work systems

Back 20

Organizations that have the best possible fit between their social system (people and how they interact) and technical system (equipment and processes)

Front 21

* What are 3 trends occurring in high-performance work systems?

Back 21

1. reliance on knowledge workers
2. empowerment of employees to make decisions
3. Use teamwork

Front 22

* Knowledge workers

Back 22

employees whose main contribution to the organization is specialized knowledge, such as knowledge of customers, a process, or a profession

Front 23

* Employee Empowerment

Back 23

Giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service. Employees are then held accountable for products and services. In return, they share the resulting losses and rewards.

Front 24

* Explain the role of employee empowerment in the modern organization

Back 24

- Selection decisions should provide to the organization people who have the necessary decision-making and interpersonal skills.
- HRM must design jobs to give employees latitude for decision making and train employees to handle their broad responsibilities.
- Feedback and reward must be appropriate for the work of empowered employees.
-HRM can also play a role in giving employees access to the information they need.

Front 25

Total quality Management

Back 25

A companywide effort to continually improve the ways people, machines, and systems accomplish work.

Front 26

Name 6 business strategy issues affecting HRM

Back 26

1. Downsizing
2. Outsourcing
3. Total Quality Management
4. Mergers and Acquisitions
5. Reengineering
6. International Expansion

Front 27

What's the role of HRM in a merger or acquisition.

Back 27

Training efforts should include development of skills in conflict resolution (differences between the business can-->conflict)

Front 28

* What challenges/opportunities does downsizing present for HRM?

Back 28

- HMR must "surgically" reduce the workforce by cutting only the workers who are less valuable in heir performance
- boost the morale of employees who remain
- provide downsized employees with outplacement services to help them find new jobs.

Front 29

Reengineering

Back 29

A complete review of the organization's critical work processes to make them more efficient and able to deliver higher quality

Front 30

* How does reengineering affect HRM (2)?

Back 30

1. The way the HR department itself accomplishes its goals may change dramatically

2. The fundamental change throughout the organization requires the HR department to help design and implement change so that all employees will be committed to the success of the reengineered organization.

Front 31

Outsourcing

Back 31

The practice of having another company (a vender, third-party provider, or consultant) provide services.

Front 32

Offshoring

Back 32

Moving operations from the country where a company is headquartered to a country where pay rates are lower but the necessary skills are available

Front 33

Expartriates

Back 33

Employees who take assignments in other countries

Front 34

Human Resource Information System (HRIS)

Back 34

A computer system used to acquire, store, manipulate, analyze, retrieve, and distribute information related to an organization's HR

Front 35

Electronic Human Resource Management (e-HRM)

Back 35

The processing and transmission of digitized HR information, especially using computer networking and the internet.

Front 36

Self-Service

Back 36

System in which employees have online access to information about HR issues and go online to enroll themselves in programs and provide feedback through surveys.

Front 37

*Psychological Contract

Back 37

A description of what an employee expects to contribute in an employment relationship and what the employer will provide the employee in exchange for those contributions

Front 38

Alternative work arrangements

Back 38

Methods of staffing other than the traditional hiring of full-time employees (for example, use of independent contractors, on-call workers, temporary workers, and contract company workers).

Front 39

What are 4 methods of alternative work arrangements?

Back 39

1. Independent contractors
2. On-Call
3. Temporary workers
4. Contract company workers

Front 40

** Explain how the nature of the employment relationship is changing

Back 40

The employment relationship takes the form of a "psychological contract" that describes what employees and employers expect from the employment relationship. It includes unspoken expectations that are widely held. In the traditional version, organizations expected their employees to contribute time, effort, skills, abilities, and loyalty in exchange fro job security and opportunities for promotion. Today, modern organizations' needs are constantly changing , so organizations are requiring top performance and longer work hours but cannot provide job security. Instead employees are looking for flexible work schedules, comfortable working conditions, greater autonomy, opportunities for training and development, and performance-related financial incentives. For HRM, the changes require planning for flexible staffing levels.

Front 41

How can HRM support organizations expanding internationally?

Back 41

- have knowledge of differences in culture and business practices. Understand and train employees to deal with differences in cultures
- help organizations select and prepare employees for over-seas assignments
- To support efficiency and growth HR staff can prepare companies for offshoring.
- HR can help determine whether workers in offshore locations can provide the same or better skills, how offshoring will affect motivation and recruitment of employees needed US, and whether managers are prepared to manage offshore employees.

Front 42

How are technological developments affecting HRM?

Back 42

- Info Systems have become a tool for more HR Professionals (often with internet)
- Organizations search for talent globally using online job postings and by screening candidates online
- Organizations websites feature info for potential employees
- Online info can be used for employee self service for HR needs: training modules, company policies, and benefits