Human Resource Management (HRM) Multiple Choice Quiz

Human Resource Functions

• Human Resource Management (HRM) has 4 main activities: Human Resource Planning, Recruitment and Selection, Workplace Learning and Development, and Performance Management and Appraisal
• HRM has 2 functions: Basic Functions (recruitment, selection, training, and development) and Operative Functions (performance management, compensation, benefits, and employee relations)
• Features of HRM include: it is a continuous process, it is a strategic function, it is a people-centred function, and it is a diverse function

Recruitment and Selection

• The hiring process involves 3 segments: pre-hiring, hiring, and post-hiring
• Factors addressed in the hiring process include: job analysis, job description, sourcing, screening, testing, and interview
• Talent acquisition process involves: identifying the hiring need, devising a recruitment plan, writing a job description, advertising the position, recruiting the position, reviewing applications, initial screening, interview, applicant's assessment, background checking, decisions (to select or reject), job offer, hiring, and onboarding
• Employee Value Proposition (EVP) includes: compensation, benefits, career development, work-life balance, and recognition

Workplace Learning and Development

• Theories of learning include: Social Learning or Cognitive Theory, Expectancy Theory, Need Theory and Motivation, Equity Theory, Adult Learning Theory, and Self-Esteem Theory
• Methods of delivering training include: on-the-job training, off-the-job training, and a combination of both
• Learning and Development Design involves: Instructional System Design (ISD) which includes analysis, design, development, implementation, and evaluation
• Bloom's Taxonomy of Learning includes: knowledge, comprehension, application, analysis, synthesis, and evaluation

Compensation and Benefits

• Rewards management involves: psychological perspective, criteria, total returns of work, total rewards framework, and total reward system
• Total Rewards Mix of Objectives includes: compensation, benefits, recognition, and work-life balance

Performance Management and Appraisal

• Performance management involves: performance planning, performance execution, performance assessment, and performance review
• Performance management and appraisal involves: identifying performance goals, providing feedback, and evaluating performance

Organizational Theories, Models, and Concepts

• Dimensions of Organizational Design include: organizational structure, organizational culture, organizational technology, and organizational environment

• Types of Organizational Structure include: functional, divisional, matrix, and hierarchical

• Organizational Culture includes: mechanistic vs. organic structures, and hierarchical culture### Organizational Culture and Performance Management

• Adhocracy Organizational Culture: a type of organizational culture

• Performance Management Process: involves Performance Planning and Commitment, Criteria in Writing Objectives, Success Criteria, and Common Complaints about Performance Management

• Performance Planning and Commitment: a crucial step in the Performance Management Process

• Criteria in Writing Objectives: includes Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) criteria

• Success Criteria (Performance Measures): used to evaluate performance

• Common Complaints about Performance Management: includes issues with the process

Organizational Structure

• Line-Staff Organizational Structure: a type of organizational structure
• Project Task Force (Project-Based Organizational Structure): a temporary organizational structure formed for a specific project
• New Design Options: alternatives to traditional organizational structures
• Consequences of a Poor Structure: can lead to inefficiencies and failures

Societal/National Culture

• Five Dimensions of Societal/National Culture: includes Individualism vs. Collectivism, Power Distance, Masculinity vs. Femininity, Uncertainty Avoidance, and Long-Term vs. Short-Term Orientation
• Individualism vs. Collectivism: a dimension that reflects the importance of individual goals vs. collective goals
• Power Distance: a dimension that reflects the acceptance of power inequality
• Masculinity vs. Femininity: a dimension that reflects the emphasis on masculine or feminine values
• Uncertainty Avoidance: a dimension that reflects the tolerance for uncertainty and risk
• Long-Term vs. Short-Term Orientation: a dimension that reflects the focus on long-term or short-term goals

Performance Appraisal

• Performance Appraisal: a process used to evaluate employee performance
• Dimensions Targeted in Appraisal: includes job knowledge, quality of work, and communication skills
• Uses of Performance Appraisal: includes employee development, career planning, and salary administration
• Performance Appraisal Process: includes Establishing Performance Criteria, Performance Appraisal Techniques, and Performance Appraisal Biases
• Establish Performance Criteria (Standards): used to evaluate employee performance
• Performance Appraisal Techniques: includes rating scales, behavioral checklists, and critical incidents
• Performance Appraisal Biases: includes biases that can affect the appraisal process

Organizational Development

• Organizational Development (OD): a process used to improve organizational effectiveness
• Features of OD: includes a focus on organizational improvement, a systems approach, and a collaborative approach
• Organizational Development Process: includes Entering and Contracting, Diagnosing Organizations, Groups, and Jobs, Collecting, Analyzing, and Feedbacking Diagnostic Information, Designing Interventions, and Leading and Managing Change
• Entering and Contracting: the initial stage of the OD process
• Diagnosing Organizations, Groups, and Jobs: involves analyzing the organization's strengths and weaknesses
• Collecting, Analyzing, and Feedbacking Diagnostic Information: involves collecting and analyzing data to identify areas for improvement
• Designing Interventions: involves developing strategies to address identified areas for improvement
• Leading and Managing Change: involves implementing and managing change initiatives

Job Analysis and Design

• Job Analysis: a process used to gather information about a job
• Job Analysis, Definition, and Basic Concepts: includes the three main products of job analysis: Job Description, Job Specification, and Job Evaluation
• 3 Main Products of Job Analysis: Job Description, Job Specification, and Job Evaluation
• Job Description: a written summary of the job
• Job Specification: a list of the job's responsibilities and requirements
• Job Evaluation: a process used to determine the value of a job
• Importance of Job Analysis: includes its use in recruitment, training, and performance management
• Elements of Job Analysis: includes job duties, tasks, and responsibilities
• Who Will Conduct Jas?: includes HR personnel, supervisors, and job analysts
• Types of Info via the Job Analysis: includes information about the job's duties, tasks, and responsibilities
• Uses of Job Analysis Information: includes recruitment, training, and performance management

Organizational Change

• Organizational Change: a process used to improve organizational effectiveness
• Kurt Lewin: a pioneer in the field of organizational change
• Purpose of Oc: to improve organizational effectiveness
• Drivers of Changes in an Organization: includes external and internal factors
• A Typology of Change Strategies (Dunphy & Stace): includes a framework for understanding change strategies
• Oc Is a Series of Activities that Comes in Phases: includes a series of stages
• Condition for Success: includes a clear understanding of the need for change
• Barriers to Change: includes resistance to change and lack of resources
• Culture: a critical factor in the success of organizational change
• People: a critical factor in the success of organizational change
• Methods for Data Collection: includes surveys, interviews, and focus groups
• Technique for Analyzing Data: includes statistical analysis and content analysis
• Interventions: includes strategies to address identified areas for improvement
• Types of Od Interventions and Organizational Issues: includes a framework for understanding interventions
• Diagnosing Organizations, Groups, and Jobs: involves analyzing the organization's strengths and weaknesses
• Major Interventions for Organizational Transformation: includes strategies for large-scale change

Group and Organizational Issues

• Communication in the Workplace: a critical factor in organizational effectiveness
• The Communication Process: includes the sender, message, channel, and receiver
• The Flow of Communication in Work Organizations: includes downward, upward, and lateral communication
• Barriers to Effective Workplace Communication: includes language barriers and information overload
• Communication Networks: includes formal and informal communication channels
• Formal and Informal Lines of Communications in the Workplace: includes official and unofficial communication channels
• Communication in Employee Engagement: includes the importance of communication in employee engagement
• Group Processes in Work Organizations: includes cooperation, competition, and conflict
• Defining Work Groups and Teams: includes a framework for understanding groups and teams
• Role: a critical factor in group dynamics
• Organizational Socialization: Learning Group Roles and Norms: includes the process of learning group roles and norms
• Basic Group Processes: includes cooperation, competition, and conflict
• Cooperation and Competition in Work Groups: includes the importance of cooperation and competition
• Conflict in Work Groups and Organization: includes the causes and consequences of conflict
• Levels of Conflict: includes interpersonal, intragroup, and intergroup conflict
• Sources of Conflict: includes communication breakdowns and resource conflicts
• Conflict Outcomes: includes positive and negative outcomes
• Managing Conflict: includes strategies for managing conflict
• Group Decision-Making Processes: includes brainstorming and groupthink
• Brainstorming: a technique for generating ideas
• Groupthink: a phenomenon where group members prioritize consensus over critical thinking
• Teams and Teamwork: includes the importance of teamwork in organizational effectiveness
• Guidelines for Effective Functioning of Work Teams: includes strategies for effective teamwork
• Leadership: a critical factor in organizational effectiveness
• Universalist Theories: includes a framework for understanding leadership
• Behavioral Theories: includes a framework for understanding leadership
• Ohio State Leadership Studies: includes a framework for understanding leadership
• University of Michigan Leadership Studies: includes a framework for understanding leadership
• Fiedler’s Contingency Model: a framework for understanding leadership
• Path-Goal Theory: a framework for understanding leadership
• The Decision-Making Model: a framework for understanding leadership
• Leader-Member Exchange Model (Lmx): a framework for understanding leadership
• Impact Theory: a framework for understanding leadership
• Charismatic and Transformational Theories: a framework for understanding leadership### Human Resource Management
• Human Resource Management (HRM) involves various functions and activities to manage an organization's human resources effectively.
• Key persons involved in HRM include:
  • HR Managers: responsible for overseeing the entire HR function, developing HR strategies, policies, and programs, and managing employee relations.
  • HR Specialists: focus on specific areas within HR, such as recruitment, training and development, compensation and benefits, or employee relations.
  • Recruiters (Talent Attraction & Acquisition / Sourcers): responsible for sourcing, attracting, and selecting candidates to fill job vacancies.
  • Training and Development Professionals: design and implement training programs to enhance employees' skills, knowledge, and performance.
  • Compensation and Benefits Specialists: design and manage compensation structures, benefits packages, and incentive programs.

HR Functions and Activities

• Talent Management:
  • Focuses on attracting, developing, retaining, and maximizing the potential of talented individuals to achieve the organization's goals and objectives.
  • Key elements include:
    • Talent Acquisition
    • Talent Development
    • Performance Management
    • Succession Planning
    • Career Pathing
    • Retention
    • Workforce Analytics
• 4 main activities of HRM:
  1. Acquisition: involves attracting, sourcing, selecting, and hiring qualified individuals for various job roles.
  2. Development: focuses on enhancing the skills, knowledge, and abilities of employees to improve their performance and contribute effectively to the organization.
  3. (Not mentioned in the provided text)
  4. (Not mentioned in the provided text)

HR Roles and Responsibilities

• HR Roles and Titles:
  • HR Managers
  • HR Specialists
  • Recruiters (Talent Attraction & Acquisition / Sourcers)
  • Training and Development Professionals
  • Compensation and Benefits Specialists
  • Employee Relations Specialists
  • Performance Managers
  • Labor Relations Managers
  • HR Analysts
  • HR Associate, Assistants, and Coordinators
  • CHRO (Chief Human Resources Officer)
• HR Responsibilities:
  • HR Managers: develop HR strategies, policies, and programs, manage employee relations, and ensure alignment between HR practices and organizational goals.
  • HR Specialists: bring specialized expertise to specific areas within HR, such as recruitment, training and development, compensation and benefits, or employee relations.
  • Recruiters: source, attract, and select candidates to fill job vacancies.
  • Training and Development Professionals: design and implement training programs to enhance employees' skills, knowledge, and performance.
  • Compensation and Benefits Specialists: design and manage compensation structures, benefits packages, and incentive programs.

Other HR-Related Concepts

• Employee Engagement: involves motivating employees to achieve their full potential, promoting work-life balance, and fostering positive relationships between employees and the organization.
• Organizational Commitment: involves three components: affective commitment, continuance commitment, and normative commitment.
• Job Satisfaction: involves evaluating employee satisfaction with their job, including aspects such as job design, work environment, and rewards.
• Leadership Theories: include Transformational Leadership, Dimensions Of Organizational Commitment, Job Satisfaction, Approaches To The Study Of Job Satisfaction, and more.
• Influence, Power, and Politics: involve understanding how individuals and groups influence others, exercise power, and engage in organizational politics.
• Risk Management: involves identifying, assessing, and mitigating risks to the organization, including legal and regulatory compliance, employee relations, and workplace safety and health.