Certified Human Resource Associate Review: Set A

Certified Human Resource Associate (CHRA) Review Material - Set A: Human Resource Theories

• Table of Contents: Includes sections on Introduction to Human Resource Management, Training and Development, Personnel Planning and Recruitment, Performance Appraisal, Job Analysis and Talent Management Process, Employee Testing and Selection, and Definition of Terms.

• Disclaimer: The review material is for educational purposes only. Accuracy and reliability are not guaranteed, and the material may become outdated. Don't rely solely on this booklet. Consult other resources.

• Introduction to Human Resource Management (Page 3-8):

  • Basic management functions: Planning, Organizing, Leading, and Outsourcing are mentioned.
  • The manager is responsible for accomplishing organizational goals through managing people.
  • Planning is the function of establishing goals and developing rules and procedures.
  • Delegation is a key aspect of organizing
  • Controlling involves using metrics to assess performance and developing strategies for corrective action.
  • Motivating subordinates is a leading function activity.
  • Personnel activities associated with human resource management include orienting and training new employees, appraising employee performance, building employee commitment, and developing customer relationships (excluding the latter).
  • Line manager responsibilities include maintaining department morale, controlling labor costs, protecting employees' health, and marketing products/services (excluding the latter).
  • Yuki, working for job applicants, is a recruiter.
  • Human resource managers exert both line and staff authority.
  • Wilmer, focused on compensation, is most likely a compensation manager.
  • HR generalists often provide assistance as needed at different departments within a firm, often using embedded HR teams
  • Dedicated HR team members help top management with long-term strategic plans for personnel
  • Definitions of workforces such as freelancers, independent contractors or in the case of company Uber
  • On-demand workers
  • The term for knowledge, skills and abilities of workers is human capital.
  • In situations with high-tech and low unemployment, the imbalance of qualified candidates is described as an unbalanced labor force.
  • Companies are using technologies to aid HRM including websites for posting open positions and the use of gaming features to enhance training and performance appraisal

• Training and Development (Page 9-13):

  • Letitia's first-day activities best fit with Employee orientation.
  • Employee orientation programs vary in length and formality.
  • Hiring highly skilled workers doesn't eliminate the need for orientation and training.
  • Methods for skill development are called training.
  • Competency modeling identifies the training employees need related to future job functions.
  • Acquiring training materials is a step in the ADDIE training process.
  • Methods for determining training needs include conducting analysis of job descriptions, reviewing performance standards and questioning current job holders.
  • A half/three-fourths day session is more efficient than spending a full day training

• Personnel Planning and Recruitment (Page 14-19):

  • Recruitment process begins with deciding what positions the firm needs to fill.
  • Identifying appropriate positions that need to be filled is the critical step for personnel planning.
  • Succession planning is the process of identifying and training employees with potential for executive positions to fill positions.
  • Analyzing past employment needs can forecast future needs.
  • Calculating how many new hires are needed is often done via ratio analysis

• Performance Appraisal (Page 20-24):

  • Performance appraisal is the process of evaluating an employee's performance, relative to performance standards and objectives.
  • The primary purpose of employee feedback in appraisals is to motivate employees towards removing performance deficiencies.
  • The most common responsibility for appraisal is an employee's direct supervisor.
  • Methods for appraisal include giving feedback, setting standards, planning training, and assessing performance.
  • Alternative methods for appraisal include 360 degree feedback, use of qualitative opinions and rating scales
  • In small organizations, some duties may be handled by line employees instead by dedicated HR staff.

• Job Analysis and Talent Management Process (Page 25-29):

  • An effective talent management systems begins with Performance appraisal.
  • The critical first step in the job analysis is to determine how the data will be utilized.
  • Skills inventories, job descriptions, job specifications, and job contexts are information types used by human resources specialists in job analysis.
  • Methods for job analysis include diaries, interviews, and observations.
  • An HR manager should confirm data validity for job analysis.
  • Moving employees from one job to another is termed job rotation.

• Employee Testing and Selection (Page 30-33):

  • Reliability of a test is consistent throughout several different administrations to the same person. Validity is the extent to which the test measures what it is designed to measure.
  • Tests which use weights and physical activities likely are designed to test for motor ability.
  • Performance appraisals can determine what training or development might be required
  • The reasons for background checks for job applicants is to uncover false information.
  • Firms use management assessment centers (e.g., multiple-day simulations) for evaluation purposes.

• Definition of Terms (Page 34-51):

  • Various techniques used for performance appraisal are explained.
  • Definitions of several types of HRM and human resources concepts, roles and processes are outlined
  • Definitions of various competencies are noted, such as competency models, contingent personnel and talent specialists.

• Additional Information:

  • Contact Information for the organization is included

This quiz covers essential human resource theories as part of the Certified Human Resource Associate (CHRA) review material. It explores various topics including HR management principles, training, recruitment, and performance appraisal. Ideal for those preparing for CHRA certification and seeking to solidify their understanding of the field.