Org

Front 1

Function that involves the management of people

Back 1

Human resource Management

Front 2

back in __ year og the HR function was born w/ the 1st disciplines textbook __

Back 2

1920, Personal Administration

Front 3

in the 70s, the name Personal Development replaced by __

Back 3

Human resource department

Front 4

beginning year_ shift in the terminology, people are not just assets they are rather a __

Back 4

2000,vital investment

Front 5

people focused

Back 5

HRD

Front 6

system focused

Back 6

HRM

Front 7

The recipients of all HRD interventions are__

Back 7

people

Front 8

right side ensures that there are strong system and internal process

Back 8

HRM

Front 9

HRD SIDES (4)

Back 9

career development, performance management, employee relations, learning and development

Front 10

Hr functions that tracks an employees career

Back 10

Career development

Front 11

Performance of an employee is regularly appraised as basis

Back 11

Performance Management

Front 12

promotes employee engagement and commitment to the org through efforts at relating well

Back 12

employee relations

Front 13

employees are provided training and development through various intervention

Back 13

learning and development

Front 14

HRM SIDES(4)

Back 14

organization design, workforce planning, recruitment, selection, and placement, rewards and recognition

Front 15

employee life cycle 5,

Back 15

recruit, select, orientation,, setting in, monotony, disengagement

Front 16

Why modern people management more critical at the present time (4)

Back 16

changing mix of the workforce, changing values of the workforce, changing demands of employers,

changing demands of government

Front 17

His book in ___ called___ who is he__

Back 17

1997, Human resource champions, Dave ulrich

Front 18

he talked about the 4 toles of HR

Back 18

employee champion, administrative expert, change event, strategic partner

Front 19

term strategic hr emanated from the

Back 19

strategic partner

Front 20

4 roles

Back 20

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)

Front 21

in order to set the right pespective__

Back 21

a strategic hrm role guves opputinity to have voice for business growth

Front 22

Leading bs Managing by__

Back 22

Simon coopcer

Front 23

Managing:(5)

Back 23

command others, task focused, provides direction, high control, trust self

Front 24

leading :(5)

Back 24

inspires others, vision focused, provides context, low control, trust others

Front 25

managing employs quote

Back 25

command and control

Front 26

leading generates

Back 26

people empowerment

Front 27

What does it take to be a strategic business partner

Back 27

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

Front 28

pay recruitment, training which csn be outsourced

Back 28

transaction work

Front 29

the focus should be more on

Back 29

translation work

Front 30

hr confronts a no. of opportunities and challenges, by:

Back 30

Worl federation of people managemnt association

Boston consulting group

Front 31

recruiting and retaining talent worldwide

Back 31

talent management

Front 32

developing leaders who are capable of thinking, inspiring, and acting in the global arena

Back 32

Leadership development

Front 33

increasing hrs role as strategic business partner

Back 33

strategic Hr

Front 34

The___was introduced in the 1980

Back 34

70-20-10 model of training

Front 35

70% of the learning source is from

Back 35

on-the-job/actual training

Front 36

20%

Back 36

interaction w/ others

Front 37

10%

Back 37

classroom training/ education

Front 38

mostly dependent on the individual z have the full Concentration is largely dependent on themselves

Back 38

classroom training

Front 39

allows trainee to learn from someone like a coach/mentor. More effective than classroom trainibg

Back 39

training through interaction w/others

Front 40

classroom training quote

Back 40

"I hear and a I forget"

Front 41

interaction w/ others quote

Back 41

"I see and I remember"

Front 42

on the job training quote

Back 42

I do and I understand

Front 43

one way of designing a reward system is to consider the

Back 43

basic org design

Front 44

rewards can be both

Back 44

monetary and non monetary

Front 45

more on money rewards/ cash

Back 45

monetary

Front 46

more on certificates ish rewards

Back 46

non monetary

Front 47

allows the manager to detect deviations from the plan in time to take corrective action

Back 47

Measuring Results

Front 48

compares actual acts w/ the planned acts, actual results w/ the planned results

Back 48

measuring results

Front 49

Increasing and decreasing of gow fast the products are being sold

Back 49

Quantitative aspect

Front 50

if u were mr chua u will probably determined several things

Back 50

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

Front 51

consumer satisfaction

Back 51

qualitative aspect

Front 52

primary interest in the qualitative aspect

Back 52

customer service

Front 53

Spf

Back 53

strategic planning framework

Front 54

adaptation from the bsc by_

Back 54

kaplan and norton

Front 55

4 perspective of comprehensive biew of the business

Back 55

costumer perspective

internal org (process) ""

innovation and learning (people) ""

financial(shareholder) ""

Front 56

how do customer see us

Back 56

costumer perspective

Front 57

what must we excel at

Back 57

internal org (process) ""

Front 58

can we continue to improve and create value

Back 58

innovation and learning (people) ""

Front 59

how do we look to the shareholders

Back 59

financial (shareholders) ""

Front 60

management author, expands the strategy mgnmng concept of kaplan and norton

Back 60

D. Ulrich

Front 61

By defining balanced results as follows:

Back 61

achieving "customer" results

"" org (process)

"" people

"" shareholders (owners)

Front 62

customer value/ benefits to customers

Back 62

achieving customer results

Front 63

focuses on structure/ system and core competencies

Back 63

achieving org process

Front 64

Business managers must ensure the orgs capabilities in 4 critical areas:

Back 64

learning, speed, seamlessness, accountability

Front 65

"humans capital"

Back 65

achieving people

Front 66

basic idea to Capitalize an employee commitment to achieve

Back 66

productivity, climate and commitment

Front 67

meeting the expectations if shareholders and investots

Back 67

achieving shareholders

Front 68

company overall measures must be translated to_

Back 68

departmental/unit measures

Front 69

performance measures may be expressed in terms of qualitative but observable behaviors

Back 69

For service and support people

Front 70

"trait based" performance appraisal system may be replaced e/ a best practice in people management -- competency

Back 70

for job specifications/ qualifications guides

Front 71

involves managing hard and shift skills requirements for achieving superior performance

Back 71

competency based evaluation

Front 72

author used analogy of an iceberg

Back 72

payos and zorilla

Front 73

use data and other quantitative tools to monitor data(charts, etc)

Back 73

qualitative control methods

Front 74

focused on overall control of performance

Back 74

non quantitative methods

Front 75

2 fundamental control methods

Back 75

qualitative control method

non quantitative ""

Front 76

applying mngmnt control in accounting &othrr functional arras (3)

Back 76

managemt control system

"" accounting

"" control

Front 77

gathers & uses info to evaluate the performance

Back 77

managemnt contol system

Front 78

collection of practices

Back 78

"" accounting

Front 79

various techniques --, act baded costing

Back 79

"" control

Front 80

hardskills(3)

Back 80

skills, knowledge, abilities

Front 81

things a person knows how to do

Back 81

skills

Front 82

what a person knows about a particular substantive areas

Back 82

knowledge

Front 83

person can be expected to do/have potential to do given an opportunity

Back 83

abilities

Front 84

softskills(3)

Back 84

values, attitudes, behavior

Front 85

important to a person; person's moral judgement /compass

Back 85

values

Front 86

condition to repsond in a characteristic way to given stimukus

Back 86

attitudes

Front 87

person's observable conduct sction

Back 87

behavior

Front 88

underlying broad based characteristics

Back 88

competency

Front 89

distinguishing control methods and systems (3)

Back 89

feedforward control

concurrent ""

feedback ""

Front 90

discover probs before they occur

Back 90

feedforward control

Front 91

corrections as they care / are needed

Back 91

concurrent""

Front 92

tries to fix a problem after an incifent

Back 92

feedback""