Hr Ch 1

Front 1

Human Resources Management

Back 1

Designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals

Front 2

Core Competency

Back 2

A unique capability that creates high value and differentiates an organization from its competition.

Front 3

HR Management Functions

Back 3

Front 4

HR Management Functions

Back 4

Strategic HR Management
Compliance
Staffing
Talent Management and Development
Total Rewards: Compensation & Benefits
Risk Management and Worker Protection
Employee and Labor Relations

Front 5

Organizational Culture

Back 5

:Are the shared values and beliefs in an organization.
:Is the internal “climate” of the organization that employees, managers, customers, and others experience.
:Positively affects service and quality, productivity, and financial results when aligned with HR values and organizational goals.
:Is affected by differences in cultural dimensions from country to country and even within countries.

Front 6

Productivity

Back 6

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

Front 7

Unit Labor Cost

Back 7

A measure of HR productivity computed by dividing the average cost of workers by their average levels of output.

Front 8

Improving Organizational Productivity

Back 8

Front 9

Ethical Behavior and Culture

Back 9

:Written code of ethics and standards of conduct
:Employee training on ethical behaviors
:Advice to employees on ethical situations
:Confidential reporting of ethical problems

Front 10

Current HR Challenges

Back 10

1. Organizational Cost Pressures and Restructuring
2. Economics and Job Changes
:Talent management
:Occupational shifts
:Workforce availability and quality
:Growth of contingent workforce
3. Globalization of Organizations and HR
4. Workforce Demographics and Diversity

Front 11

Hourly Compensation Costs for Manufacturing Production Workers

Back 11

Front 12

Human Resource Management System (HRMS)

Back 12

:An integrated system providing information used by HR management in decision making.
:PeopleSoft, Oracle, Kronos,

Front 13

Purposes of HRMS Data Collection

Back 13

:Administrative and operational efficiency in :
Automation of payroll and benefit activities
EEO/affirmative action tracking
Web-based communication with employees
:Availability of data for HR strategic planning & decision making
Succession Planning
Talent Management

Front 14

HR Management Roles Administrative

Back 14

Practices and procedures
Compliance, forms, record keeping

Front 15

HR Management Roles Strategic

Back 15

Organizational/business strategy
HR strategic planning
HR effectiveness

Front 16

HR Management Roles Operational

Back 16

Employee/labor relations
Employee advocate

Front 17

Strategy

Back 17

The proposition that an organization follows for how to compete successfully and thereby survive and grow.

Front 18

Strategic HR Planning

Back 18

Providing input into organizational strategic planning and developing specific HR initiatives to help achieve the firm’s goals

Front 19

SWOT Analysis

Back 19

An assessment of the firm and the environmental forces: an analysis of its internal strengths and weaknesses, its external opportunities and threats.

Front 20

HR & Organizational Effectiveness

Back 20

Training & Development
Compensation (incentive / flexible compensation)
Employee engagement
Staffing
Talent management
Flexible work arrangements

Front 21

Environmental Scanning

Back 21

The assessment of internal and external environmental conditions that affect the organization

Front 22

Workforce Demographics

Back 22

Age
Seniority

Front 23

Turnover analysis

Back 23

Exit interviews

Front 24

Employee engagement

Back 24

Surveys
Focus groups

Front 25

Succession Planning

Back 25

The process of identifying a plan for the orderly replacement of key employees.

Front 26

Cultural Compatibility

Back 26

The extent to which such factors as decision-making styles, levels of teamwork, information-sharing philosophies, and the formality of the two organizations are similar.

Front 27

HR’s Role in Mergers and Acquisitions

Back 27

Communicating decisions
Revising the organization structure
Merging HR activities

Front 28

HR Activities during Mergers and Acquisitions

Back 28

Front 29

Managing a Talent Surplus

Back 29

Front 30

Legal Considerations for Workforce Reductions

Back 30

Severance Benefits
COBRA Coverage
OWBPA
Warn Act

Front 31

Managing a Talent Shortage

Back 31

Front 32

Technology Challenges

Back 32

Effect on Work and Organizations
Effect on Work Processes
Effect on Communication
Effect on HR Activities
Rewards and Recognition
Staffing and Selection
Training and Development

Front 33

HR Metrics

Back 33

Specific measures tied to HR performance indicators.
Development and use of metrics that can better demonstrate HR’s value and track its performance.

Front 34

Benchmarking

Back 34

Comparing specific measures of performance to an industry standard or best practices in other “best-in-class” organizations.

Front 35

HR Audit

Back 35

A formal research effort that evaluates the current state of HR management in an organization
Audit areas:
Staffing
Compensation
Health and safety
Legal compliance
Administrative processes and recordkeeping
Employee retention
Benefits