Podcast
Questions and Answers
Explain why relationship building and engagement are important in both human resource management and your personal life.
Explain why relationship building and engagement are important in both human resource management and your personal life.
Strong relationships and engagement foster a positive and productive environment, both within organizations and in personal lives. In HRM, it promotes employee satisfaction, collaboration, and retention. In personal life, it enhances connections, support systems, and overall well-being.
Identify the difference between the traditional view of human resource management (HRM) and the present view.
Identify the difference between the traditional view of human resource management (HRM) and the present view.
Traditionally, HRM was seen as primarily administrative and clerical support. The present view emphasizes HRM as a strategic business partner that uses data and analytics to make informed decisions to achieve organizational goals.
Identify the major challenges that HR managers face in a modern organization.
Identify the major challenges that HR managers face in a modern organization.
- Traditional HR practices vs. modern HR trends.
- Addressing workplace diversity and inclusion.
- Upskilling the workforce to manage the AI revolution and extracting value from big data (correct)
- Finding and retaining top talent in a competitive market.
Four critical dependent variables that managers must control in order to compete in a modern organization:
Four critical dependent variables that managers must control in order to compete in a modern organization:
Four major HRM skill sets:
Four major HRM skill sets:
Line manager's six HRM responsibilities:
Line manager's six HRM responsibilities:
Eight major HRM discipline areas:
Eight major HRM discipline areas:
Explain the five parts of the practitioner's model for HRM
Explain the five parts of the practitioner's model for HRM
What are business skills?
What are business skills?
What are conceptual and design skills?
What are conceptual and design skills?
What is a cost center?
What is a cost center?
Explain the difference between effectiveness and efficiency.
Explain the difference between effectiveness and efficiency.
What is employee engagement?
What is employee engagement?
What is employee experience?
What is employee experience?
What are human resources (HR)?
What are human resources (HR)?
What are interpersonal skills?
What are interpersonal skills?
Who are knowledge workers?
Who are knowledge workers?
What are line managers responsible for?
What are line managers responsible for?
What is productivity?
What is productivity?
What is a Productivity Center?
What is a Productivity Center?
What are Revenue Centers?
What are Revenue Centers?
What are staff managers?
What are staff managers?
What is a sustainable competitive advantage?
What is a sustainable competitive advantage?
What is technical skill?
What is technical skill?
Identify the major components of the external environment.
Identify the major components of the external environment.
The three types of strategy are:
The three types of strategy are:
The two methods of strategic analysis are:
The two methods of strategic analysis are:
What is the writing objective model?
What is the writing objective model?
Major components of organizational structure
Major components of organizational structure
Discuss how organizational culture affects the members of the organization.
Discuss how organizational culture affects the members of the organization.
Identify areas of HRM where data analytics and other HR technologies can have an effect on organizational success.
Identify areas of HRM where data analytics and other HR technologies can have an effect on organizational success.
Describe human resource management systems (HRMS)
Describe human resource management systems (HRMS)
Identify the common measurement tools for strategic HRM
Identify the common measurement tools for strategic HRM
Discuss the role of culture, technology, and globalization in HRM
Discuss the role of culture, technology, and globalization in HRM
What is centralization?
What is centralization?
What is complexity in organizational structure?
What is complexity in organizational structure?
What is data analytics?
What is data analytics?
What is Economic Value Added (EVA)?
What is Economic Value Added (EVA)?
What is formalization in an organizational structure?
What is formalization in an organizational structure?
What are high-performance work practices?
What are high-performance work practices?
What are objectives?
What are objectives?
What is organizational culture?
What is organizational culture?
What is Return on Investment (ROI)?
What is Return on Investment (ROI)?
What is a strategy?
What is a strategy?
What is a vision?
What is a vision?
Describe the OUCH test and its four components, and provide an example of when it is useful in an organizational setting.
Describe the OUCH test and its four components, and provide an example of when it is useful in an organizational setting.
Flashcards
Employee Engagement
Employee Engagement
A combination of job satisfaction, ability, and willingness to perform for the organization.
Human Resources (HR)
Human Resources (HR)
The people within an organization.
Strategic HRM
Strategic HRM
Transforms HR from clerical support to a strategic business partner.
Employee Experience
Employee Experience
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Employee Rights
Employee Rights
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Organization Culture
Organization Culture
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Return on Investment (ROI)
Return on Investment (ROI)
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Job Description
Job Description
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Sexual Harassment Types
Sexual Harassment Types
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Regulation of Discrimination
Regulation of Discrimination
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Forecasting Human Resources
Forecasting Human Resources
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Knowledge Workers
Knowledge Workers
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Cost Center
Cost Center
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Job Analysis
Job Analysis
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Skill Variety
Skill Variety
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Quantitative Methods
Quantitative Methods
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Functional Responsibilities of HRM
Functional Responsibilities of HRM
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Upskilling Workforce
Upskilling Workforce
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Job Simplification
Job Simplification
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Bona Fide Occupational Qualification (BFOQ)
Bona Fide Occupational Qualification (BFOQ)
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Job Characteristics Model
Job Characteristics Model
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Goal Setting in HRM
Goal Setting in HRM
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Disparate Treatment
Disparate Treatment
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Employee Safety Practices
Employee Safety Practices
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Analysis of Labor Surplus
Analysis of Labor Surplus
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High-Performance Work Practices
High-Performance Work Practices
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Labor Shortage Solutions
Labor Shortage Solutions
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Retaliation in Workplace Law
Retaliation in Workplace Law
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Data Analytics in HRM
Data Analytics in HRM
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Line Managers' HR Responsibilities
Line Managers' HR Responsibilities
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Economic Value Added (EVA)
Economic Value Added (EVA)
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Study Notes
Human Resource Management (HRM)
- HRM is transitioning from clerical support to a strategic business partner, making data-driven decisions.
- HRM faces challenges like upskilling the workforce for the AI revolution and extracting value from big data.
- Key dependent variables for organizational competitiveness are productivity, employee engagement, turnover, and absenteeism.
- Critical HRM skill sets include technical, interpersonal, conceptual/design, and business skills.
- Line managers have responsibilities including legal considerations, labor cost control, leadership/motivation, training/development, appraisal/promotion, and employee safety/security.
- HRM discipline areas include legal, staffing, training/development, employee relations, compensation/benefits, safety, ethics, and analytics.
- The practitioner's model for HRM has five tiers: critical organizational items, job identification/recruitment/selection, human resource management, reward/maintenance, and minimizing turnover/dissatisfaction.
HRM Skills and Concepts
- Business skills: Analytical/quantitative skills, understanding the business's profitability.
- Conceptual/design skills: Evaluating situations, identifying solutions, and making decisions.
- Cost center: A department not generating revenue or profit, only costs.
- Effectiveness: Completing the work, regardless of resources used.
- Efficiency: Minimizing resources used to complete work.
- Employee engagement: Job satisfaction, ability, and willingness to perform.
- Employee experience: Overall interactions between employees and the workplace (positive or negative).
- Human resources (HR): The people within an organization.
- Interpersonal skills: Understanding, communicating, and collaborating effectively.
- Knowledge workers: Information gatherers and interpreters improving products/processes.
- Line managers: Responsible for creating, managing, and maintaining the processes that create the business's products/services.
- Productivity: Output per unit input (e.g., hours worked).
- Productivity center: Enhancing organization profitability via employee productivity.
- Revenue center: A department generating monetary returns.
- Staff managers: Advising line managers in their fields of expertise.
- Sustainable competitive advantage: An uncopiable advantage from competitors.
- Technical skills: Using methods/techniques to complete tasks.
- External environment components: Customers, competition, suppliers, labor force, shareholders, society, technology, economy, and government.
- Strategic analysis methods: Five-force analysis (external competition) and SWOT analysis (internal environment).
- Strategic objectives: "To (+action verb) + singular, specific, and measurable result + target date."
- Organizational structure components: Complexity, formalization, centralization.
- Organizational culture: Shared assumptions, values, and beliefs shaping employee behavior.
- Common strategic HRM measurements: Economic Value Added (EVA) and Return on Investment (ROI).
- Factors influencing HRM: Culture, technology, and globalization.
- Centralization: Decisions centralized within the organization.
- Complexity: Differentiation within the organization (i.e., three aspects).
- Data analytics: Using data for optimal decisions/statistical analyses.
- Economic Value Added (EVA): Profits after capital costs are deducted.
- Formalization: Standardization of jobs (policies, procedures, rules).
Employment Law and Practices
- EEOC functions: Investigating/resolving discrimination complaints, compiling statistics, and providing education.
- Employee rights: Filing complaints, EEOC participation, arbitration rights, and suing employers.
- Employer responsibilities: Avoiding retaliation & creating safe working conditions, avoiding constructive discharge.
- Sexual harassment types: Quid pro quo and hostile work environment.
- Reducing harassment risk: Develop, communicate, implement policies regarding harassment, maintain fair procedures, and take disciplinary action.
- Evolving legislation: Sexual harassment, gender identity.
- Adverse employment actions: Firings, demotions, and schedule/work changes harmful to the employee.
- Bona fide occupational qualification (BFOQ): Essential qualification for performing a job.
- Business necessity: Necessity of a work practice for safe/efficient operations.
- Compensatory damages: Monetary awards for injuries/damages.
- Constructive discharge: Working conditions so intolerable that leaving work is acceptable.
- Disability: Loss, absence, impaired physical/mental function.
- Discrimination: Unfair/negative treatment towards groups.
- Disparate impact: Seemingly fair actions negatively impacting protected classes (unintentional).
- Disparate treatment: Intentional discrimination based on protected class.
- Essential functions: Primary job requirements, with/without reasonable accommodations.
- Four-Fifths Rule: Minority hiring rate less than 4/5ths of the majority group's rate (discrimination indicator).
- Hostile work environment: Sexually related behavior creating a hostile workplace.
- Illegal discrimination: Unfair/different treatment within a protected class.
- Job relatedness: Job requirement relation to successful job performance.
- Marginal job functions: Incidental/ancillary job duties.
- Pattern or practice discrimination: Class-wide discrimination similar to disparate treatment.
- Punitive damages: Monetary awards to punish and deter future misconduct.
- Quid pro quo harassment: Exchange of employment benefits for sexual favors.
- Race norming: Different passing scores on employment tests for different groups.
- Reasonable accommodation: Employer adjustments to enable qualified employees (disabilities).
- Retaliation: Returning an injury or wrong.
- Reverse discrimination: Favoring individuals from previously discriminated-against groups.
- Right-to-sue: Notice allowing individuals to directly sue employers after EEOC doesn't pursue the case.
- Sexual harassment: Unwelcome sexual comments.
- Undue hardship: Excessive/substantial accommodation expense or disruption.
Forecasting and Workforce Planning
- Quantitative forecasting: Using mathematics to forecast employment needs based on past data (trend analysis, ratio analysis, regression analysis).
- Qualitative forecasting: Using expert opinions to project future employment.
- Workflow analysis: Identifying steps needed to produce a desired output.
- Job analysis options: Questionnaires, interviews, diaries, observations, and SME panels.
- Job analysis outcomes: Job descriptions and specifications.
- Job design approaches: Mechanistic, biological, perceptual-motor, and motivational.
- Job characteristics model (JCM) components: Skill variety, task identity, task significance, autonomy, and feedback.
- Motivational job design tools: Job simplification/expansion, team-based design, and flexible work arrangements.
- HR forecasting outcomes: Estimating workforce supply/demand; anticipating needs within the organization.
- Labor surplus/shortage options: Surplus: layoffs, reduction in pay, work sharing, natural attrition, hiring freeze, retraining, early retirement. Shortage: overtime, temporary workers, retraining, outsourcing, hiring new employees, technology innovations.
- Impact of current trends on workforce management: AI predicts employee turnover/engagement.
- Biological job design focus: Minimizing physical strain on workers.
Job Analysis and Design
- HR forecasting: Estimating future human resource needs (quantitative & qualitative).
- Job analysis: Systematic process to collect information about a job.
- Job design: Determining how work is performed and required tasks.
- Job description: Summarizes the job and its tasks (what and why).
- Job expansion: Widening job scope with less repetition.
- Job simplification: Reducing job tasks to improve efficiency.
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