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82 Cards in this Set
- Front
- Back
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Functions of an HR department |
Attitude surveys, employee handbooks, labour law compliance, and relocation and outplacement services are responsibilities of the employee/labor relations function of an HR department |
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Nine competencies of HR professionals (ethical practice) |
HR professionals need to have nine competencies. The competency of ethical practice core values, integrity, and accountability throughout all organizational and business practices |
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Intangible assets and customer capital |
Intangible assets include human capital, customer capital, social capital, and intellectual capital. Brands, customer loyalty and distribution channels are all examples of customer capital. |
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Employee Engagement |
Employee engagement refers to the degree to which employees are fully involved in their work and the strength of their commitment to their job and the company. Employees who are engaged in their work and committed to the company they work for give the company competitive advantage through higher productivity, better customer service, and lower turnover. |
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Talent Management |
Talent management refers to systematic planned strategic effort by a company to use bundles of human resource management practices including acquiring and assessing employees, learning and development, performance management, and compensation to attract, retain, develop, and motivate highly skilled employees and managers |
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Critical HR indicators of a balanced scorecard |
The balanced scorecard gives managers an indication of the performance of a company based on the degree to which stakeholder needs are satisfied. When considering a balanced scorecard that depicts a company from an internal perspective, the examples of critical HR indicators include training cost per employee, turnover rates, and time taken to fill open positions |
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The Malcolm Baldrige National Quality Award examination categories (results) |
Results as one of the categories for the Malcolm Baldrige National Quality Award examination. It focuses on a company's performance and improvement in key business areas (product, service, and supply quality; productivityoperational effectiveness and related financial indicators, as well as environmental, legal, and regulatory compliance) |
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ISO 9001:2008 |
ISO 9001:2008 is the most comprehensive standard because it provides a set of requirements for a quality management system for all organizations both private and public. It has been implemented by over 1 million organizations in 176 countries |
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The sarbanes-oxley act |
The sarbanes-oxley Act of 2002 sets strict rules for corporate behavior and sets heavy fines and prison terms for non-compliance. The law requires CEOs and CFOs to certify corporate financial reports, prohibits personal loans to officers and directors, and prohibits insider trading during pension fund blackout periods |
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Reshoring |
Reshoring refers to moving jobs from overseas to the United States. Although companies may be attracted to offshoring because of potential lower labor costs, Reshoring is becoming more common |
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Advantages of social networking to human resource management |
Issues that can be addressed by social networking include loss of expert knowledge do to retirement, promotion of innovation and creativity, reinforcement of learning, and the need to identify and connect with promising job candidates. Despite its potential advantages, many companies are uncertain as to whether they should embrace it. They fear that social networking will result and employees wasting time or offending or harassing their coworkers. |
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Work Design |
What design supports high-performance work systems by addressing the issue of increased safety as well as using job rotation to develop skills |
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Staffing |
Staffing supports high-performance work systems by ensuring that employees participate in selecting new employees e.g. peer interviews |
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Managing internal and external environmental factors |
Managing internal and external environmental factors allows employees to make the greatest possible contribution for company productivity and competitiveness. Creating a positive environment for human resources involves designing work that motivates and satisfies the employee as well as maximizes customer service, quality, and productivity |
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Identifying human resource requirements |
Acquiring and preparing human resources deals with identifying human resource requirements - that is, human resource planning, recruiting employees, and selecting employees as well as training employees to have the skills needed to perform their jobs |
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The process of strategic management |
Strategic management is more than a collection of strategic types. It is a process for analyzing a company's competitive situation, developing a company's strategic goals and devising a plan of action and allocation of resources (human, organizational, and physical) that will increase the likelihood of achieving those goals. This kind of strategic approach should be emphasized in human resource management. |
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Strategy implementation |
During strategy implementation, the organization follows through on the chosen strategy. This consists of structuring the organization, allocating resources, ensuring that the firm has skilled employees in place, developing reward systems that align employee behavior with the organization's strategic goals.
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The two phases of the strategic management process |
The strategic management process has two distinct yet interdependent phases: strategy formulation and strategy implementation. This process entails a constant cycling of information and decision making. |
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Administrative linkage |
In administrative linkage, the HRM function's attention is focused on day to day activities. In this level of integration, the HRM department is completely divorced from any component of the strategic management process in both strategy formulation and strategy implementation. The department simply engages in administrative work unrelated to the company's core business needs. |
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One way administrative linkage |
In one-way linkage, the firm's strategic business planning function develops the strategic plan and then informs the HRM function of the plan. Many believe this level of integration constitutes strategic HRM |
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Two-way administrative linkage |
Two-way linkage allows for consideration of human resource issues during the strategy formulation process. The strategic planning function and the HRM function are interdependent In two way linkage |
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Integrative administrative linkage |
Integrative linkage is dynamic and multifaceted, based on continuing rather than sequential interaction. Rather than an iterative process of information exchange, companies with integrated linkage have their HRM functions built right into the strategy formulation and implementation processes. |
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A mission statement |
A mission is a statement of an organization's reason for being; it usually specifies the customer served, the needs satisfied And/Or the values received by customers, and the technology used. A statement of a company's vision and/or values often accompanies the mission statement. |
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Opportunities |
Examples of opportunities are customer market's that are not being served, technological advances that can aid the company, and labor pools that have not been tapped. |
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Vertical Alignment |
Vertical alignment means that the hr practices and processes are aimed at addressing the strategic needs of the business |
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Subjective performance evaluations |
Companies that are not diversified tend to have evaluation systems that call for subjective performance assessments of managers. This stems from the fact that those above the first level managers in the hierarchy have extensive knowledge about how the work should be performed |
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Labor and employee relations |
In labor and employee relations, companies can choose to treat employees as an asset that requires investment of resources or as an expense to be minimized. They have to make choices about how much employees can and should participate in decision making, What rights employees have, and what the company's responsibility is to them |
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Cost vs differentiation strategy |
Companies engaged in a cost strategy require employees to have a high concern for quantity and a short term focus, to be comfortable with stability, And to be risk-averse. On the other hand, employees in companies with a differentiation strategy needs to be highly creative and cooperative; to have only a moderate concern for quantity; a long term focus, and a tolerance for ambiguity; and to be risk takers. |
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Downsizing |
Downsizing or right sizing is the planned elimination of large numbers of personnel. This strategy is observed among companies facing serious economic difficulties and seeking to pare down their operations |
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Emergent strategies |
Emergent strategies consist of the strategies that evolve from the grass roots of the organisation and can be thought of as what organizations actually do, as opposed to what they intend to do. Most emergent strategies are identified by those lower in the organizational hierarchy. It is often the rank and file employees who provide ideas for new markets, new products, and new strategies |
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The civil rights movement and labor laws |
During the civil rights movement of the early 1960's, the legislative branch moved to ensure that various minority groups received equal opportunities in many areas of life. One of these areas was employment, and thus Congress enacted title 4 of the Civil Rights Act. similar perceived societal needs have brought about labor laws such as the Occupational Safety and Health Act, the Employee Retirement Income Security Act, the Age Discrimination in Employment Act and more recently the Americans with Disabilities Act of 1990 and the Civil Rights Act of 1991. |
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The executive branch |
The executive branch consists of the President of the United States and the many regulatory agencies the president oversees. Although the legislative branch passes laws, the executive branch effects these laws in many ways. The president can propose bills to Congress that if passed would become laws. The president has the power to veto any law passed by Congress thus ensuring that few laws are passed without presidential approval which allows the president to influence how laws are written |
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The Judicial Branch |
The judicial branch consists of the federal court system, which is made up of three levels. |
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The Appellate Court's |
If neither party to a suit is satisfied with the decision of the court at the first level, the parties can appeal the decision to the US. Courts of Appeals. These courts were originally set up to ease the Supreme Court's caseload, so appeals generally go from the federal trial level to one of the 13 appellate courts before they can be heard by the highest level, the Supreme Court. |
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The Thirteenth Amendment |
The Thirteenth Amendment of the Constitution abolished slavery in the United States. Though one might be hard-pressed to cite an example of race-based slavery in the United States today, the Thirteenth Amendment has been applied in cases where the discrimination involved the "badges" (symbols) and "incidents" of slavery. |
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The Fourteenth Amendment |
The Fourteenth Amendment forbids the states from taking life, liberty, or property without due process of law and prevents the states from denying equal protection of the laws. |
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Title 7 Of The Civil Rights Act |
The Title VII of CRA forbids discrimination based on race, color, religion, sex, or national origin. |
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The Vocational Rehabilitation Act |
The Vocational Rehabilitation Act of 1973 requires affirmative action in the employment of individuals with disabilities. |
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The Equal Employment Opportunity Commission |
An independent federal agency, the Equal Employment Opportunity Commission (EEOC) is responsible for enforcing most of the EEO laws, such as Title VII, the Equal Pay Act, and the Americans With Disabilities Act. The EEOC has three major responsibilities: investigating and resolving discrimination complaints, gathering information, and issuing guidelines. |
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Title VII |
Title Vll of the Civil Rights Act of 1964 states that employers cannot retaliate against employees for either "opposing" a perceived illegal employment practice or "participating in a proceeding" related to an alleged illegal employment practice |
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Hiring Practices And Eliminating Discrimination |
To eliminate discrimination in the workplace, many organizations have affirmative action programs to increase minority representation. Over the years, many organizations have resorted to quota-like hiring to ensure that their workforce composition mirrors that of the labor market. Sometimes these organizations act voluntarily; in other cases, the quotas are imposed by thecourts or by the EEOC. Whatever the impetus for these hiring practices, many white and/or male individuals have fought against them, alleging what is called reverse discrimination. |
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The Office of Federal Contract Compliance Programs |
The Office of Federal Contract Compliance Programs is the agency responsible for enforcing theexecutive orders that cover companies doing business with the federal government. |
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Disparate Treatment |
Disparate treatment exists when individuals in similar situations are treated differently and the different treatment is based on the individual's race, color, religion, sex, national origin, age, or disability status. |
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Reasonable Accommodation |
Reasonable accommodation places a special obligation on an employer to affirmatively do something to accommodate an individual's disability or religion. Often individuals with strong religious beliefs find that some observations and practices of their religion come into direct conflict with their work duties. Although Title VII forbids discrimination on the basis of religion just like race or sex, religion also receives special treatment requiring employers to exercise an affirmative duty to accommodate individuals' religious beliefs and practices. |
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Occasional Safety and Health Act |
Occupational Safety and Health Act (OSHA) inspections are conducted by specially trained agents of the Department of Labor called compliance officers. These inspections usually follow atight "script." Typically, the compliance officer shows up unannounced. For obvious reasons,OSHA's regulations prohibit advance notice of inspections. |
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Job Analysis And Job Design |
Job analysis has focused on analyzing existing jobs to gather information for other humanresource management practices such as selection, training, performance appraisal, andcompensation. Job design, on the other hand, has focused on redesigning existing jobs to makethem more efficient or more motivating to job holders. |
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The Work Flow Analysis |
Identifying an output or set of outputs and specifying the standards for the quantity or quality of these outputs is the first step. Once the outputs of the work unit have been identified, it is possible to examine the work processes used to generate the output. The final stage in work flow analysis is to identify the inputs used in the development of the work units product. |
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Developing a Work Unit Activity Analysis |
While developing a work unit activity analysis, an organization focuses on the tasks that are required in the production of the output during the activity stage. The remaining questions answered during the output stage, raw inputs stage, equipment stage, and the human resources} |
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What Efficiency Expert's Look For |
When efficiency experts first come into a company, they are looking for three different kinds of waste, (1) movement that creates no value, (2) the overburdening of specific people or machines, and (3) inconsistent production that creates excessive inventories. |
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Types of Operational Structures (Divisional Structures) |
Divisional structures are most appropriate in unstable, unpredictable environments, where it is difficult to anticipate demands for resources, and coordination requirements between jobs are not consistent over time. This type of structure also helps support organizations that compete on differentiation or innovation because flexible responsiveness is central to making this strategy work. |
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The Process Of Job Evaluation |
The process of job evaluation involves assessing the relative dollar value of each job to the organization to set up internally equitable pay structures. To put dollar values on jobs, it is necessary to get information about differentjobs to determine which jobs deserve higher pay than others. |
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Human Resource Selection |
Human resource selection identifies the most qualified applicants for employment. To identify which applicants are most qualified, it is first necessary to determine the tasks that will be performed by the individual hired and the knowledge, skills, and abilities the individual must have to perform the job effectively. This information is gained through job analysis. |
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Performance Appraisals |
Performance appraisal deals with getting information about how well each employee is performing in order to reward those who are effective, improve the performance ofthose who are ineffective, or provide a written justification for why the poor performer should be disciplined |
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Job Specification |
Job specification is a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform the job. |
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Job Context |
Job context covers the physical and social contexts where the work is performed. |
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The PAQ Job Analysis |
The PAQ is a standardized job analysis questionnaire containing 194 items. These items represent work behaviors, work conditions, and job characteristics that can be generalized across a wide variety ofjobs. |
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The O*NET |
The 0*NET was also designed to help job seekers. Individuals who want to improve their ability to find employment can obtain relatively accurate information about what jobs they are qualified for given their current literacy level from the 0*NET. They can also see how much their literacy skills would have to improve if they wanted to apply for higher level jobs characterizedby higher levels of complexity. |
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The Mechanistic Approach To Job Design |
Specialization, skill variety, and work methods autonomy are the major elements of the mechanistic approach to job design. The mechanistic approach focuses on designing jobs around the concepts of task specialization, skill simplification, and repetition. |
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The Motivational Approach To Job Design |
The motivational approach to job design focuses on increasing the meaningfulness of jobs through such interventions as job enlargement, job enrichment, and the construction of jobs around sociotechnical systems. The mechanistic approach focuses on designing jobs around the I concepts of task specialization, skill simplification, and repetition. |
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The Perceptual Motor Approach To Job Design |
The goal of the perceptual-motor approach is to design jobs in a way that ensures they do not exceed people's mental capabilities. The perceptual—motor approach to job designing has roots in human factors literature. It focuses on human mental capabilities and limitations. |
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Forecasting |
Forecasting, on both the supply and demand sides, can use either statistical methods or judgmental methods. Statistical methods are excellent for capturing historic trends in a company's demand for labor, and under the right conditions, they give predictions that are much more precise than those that could be achieved through subjective judgments of a humanforecaster. |
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Determining the internal labor supply and transitional matrices |
Determining the internal labor supply refers to a detailed analysis of how many people are currently in various job categories, or who have specific skills within the organization. Transitional matrices show the proportion (or number) of employees in different job categories at different times. Typically, these matrices show how people move in one year from one state (outside the organization) or job category to another state or job category. |
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Goal setting and strategic planning |
The second step in human resource planning is goal setting and strategic planning. |
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Determining if there is a labor shortage or surplus |
Once forecasts for labor demand and supply are known, the planner can compare the figures to ascertain whether there will be a labor shortage or labor surplus for the respective job categories. When this is determined, the organization can determine what it is going to do about these potential problems. |
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Resolving labor shortages and surplus |
Whereas downsizing has been a popular method for reducing a labor surplus, hiring temporary workers and outsourcing has been the most widespread means of eliminating a labor shortage |
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Temporary Employment |
Temporary employment affords firms the flexibility needed to operate efficiently in the face of swings in the demand for goods and services |
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Outsourcing |
Whereas a temporary employee can be brought in to manage a single job, in other cases a firm may be interested in getting a much broader set of services performed by an outside organization; this is called outsourcing. Outsourcing Is a logical choice when a firm simply does not have certain expertise and is not willing to invest time and effort into developing it. |
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Outsourcing |
And organizations use of an outside organisation for a broad set of services is called outsourcing |
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Disadvantages to Employing Temporary Worker's |
Certain disadvantages to employing temporary workers need to be overcome to effectively use of labor. For example, there is often tension between a firm's temporary employees full-time employees. Surveys indicate that 33% of full-time employees perceive the temporary help as a threat to their own job security. This can lead to low levels of cooperation in some cases, outright sabotage if not managed properly. |
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The Workforce Utilization Review |
Human resource planning is an important function that should be applied to an organization's entire labor force. It is also important to plan for various subgroups within the labor force. The proportion of workers in these subgroups can then be compared with the proportion that each subgroup represents in the relevant labor market. This type of comparison is called a workforce utilization review. This process can be used to determine whether there is any subgroup whose proportion in the relevant labor market is substantially different from the proportion in the job category. |
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Human Resource recruitment |
The role of human resource recruitment is to build a supply of potential new hires that theorganization can draw on if the need arises. Thus, human resource recruitment is defined as anypractice or activity carried on by the organization with the primary purpose of identifying andattracting potential employees. |
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Vacancies and Promotion |
One desirable feature of a vacancy is that it provides ample opportunity for advancement and promotion. One organizational policy that affects this is the degree to which the company "promotes from within"—that is, recruits for upper-level vacancies internally rather thanexternally. |
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Employment at will |
Employment-at-will policies state that either party in the employment relationship can terminate that relationship at any time, regardless of cause. |
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Private and public employment agencies |
In contrast to public employment agencies, which primarily serve the blue-collar labor market, private employment agencies provide much the same service for the white-collar labor market. Worker's interested in finding a job can sign up with a private employment agency whether or not they are currently unemployed. |
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Reliability |
Reliability refers to the measuring instrument (a ruler versus a visual guess) rather than to the characteristic itself. |
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Validity |
Validity is defined as the extent to which performance on the measure is related to performance on the job |
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Concurrent Validation |
Concurrent validation assesses the validity of a test by administering it to people already on the job and then correlating test scores with existing measures of each person's performance. The logic behind this strategy is that if the best performers currently on the job perform better on the test than those who are currently struggling on the job, the test has validity. |
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In general.. |
In general, the more reliable, valid, and generalizable the selection method is, the more utility it will have In general, the more reliable, valid, and generalizable the selection method is, the more utility it will have |
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Compliance with executive orders |
Executive orders allow the government to suspend all business with a contractor while an investigation is being conducted (rather than waiting for an actual finding), which puts a great deal of pressure on employers to comply with these orders. |
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Situational Interviews |
Situational interviews can be particularly effective when assessing sensitive issues dealing withthe honesty and integrity of candidates. Clearly, simply asking people directly whether they haveintegrity will not produce much in the way of useful information. However, questions that poseethical dilemmas and ask respondents to discuss how they dealt with such situations in the pastare often revealing in terms of how different people deal with common dilemmas. |
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Quantitative Ability |
Quantitative ability concerns the speed and accuracy with which one can solve arithmetic problems of all kinds. The software firm is trying to test James's quantitative ability. |
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Dimensions of Personality |
Qualities like being sociable, gregarious, assertive, talkative, and expressive are examples of Eggfiroversion dimension of personality. like being dependable, organized, preserving, thorough, and achievementeggg‘g‘fiting curious, imaginative, artistically sensitive, g |
