Strategic HR Management Quiz

Human Resource Management

• Human Resources: The people working for an organization.
• Organization: A group of people working together to achieve a common goal.
• Manager: Responsible for achieving the organization's goals by managing the efforts of the organization's people.
• Management Process: The steps involved in planning, organizing, staffing, leading, and controlling.
• HR Management: Managing people/employees to drive successful organizational performance and achievement of the organization's strategic goals.
• Mutual Benefit: A mutually beneficial relationship between organizations and employees.
• Practices: Labor and talent management practices.
• Resource-Based View of the Firm: HR practices contribute to developing embedded knowledge of a firm's culture, history, processes, and context.
• Three HR Practices: Profit sharing, results-oriented performance appraisal, and employment security.
• HR Practices Impact: These practices have a positive impact on accounting measures of performance (e.g., financial, return on equity, and assets).
• High Performance HRM Practices: Comprehensive employee recruitment, selection, incentive-based compensation, performance management systems, employee involvement and training.
• Positive Relationship with Performance: High performance HRM practices are positively related to employee retention, productivity, and corporate finance performance.
• Two Major HR Functions: Operational (day-to-day operations, largely administrative) and Strategic (aligning employee efforts with organizational strategic goals).
• Strategy: A course of action to achieve organizational objectives (mission, objectives, goals).
• Strategic Goals/Objectives: Specific results organizations aim to achieve, potentially with a competitive advantage.
• Strategic Plan: A plan for how a company will match its internal strengths and weaknesses with external opportunities and threats to maintain a competitive advantage.
• Business Model: A company's method for making money in the current business environment (ex: who the company serves and what products it provides).
• Strategic Management: The process of identifying and executing the organization's strategic plan by matching the company's capabilities with the demands of its environment.

Evidence-Based HRM

• Evidence-Based HRM: Using data to support HRM decisions.
• Metrics: Statistics used to measure activities and results.
• Types of Research: Primary and secondary research.
• Variables: Characteristics or features researchers aim to study.
• Experiments: Conducted in controlled settings (e.g., labs).
• Quasi-Experiments: Conducted in real-world settings.

Environmental Influences on HRM

• External Influences: Labour market issues, changes to workforce composition.
• Protected Groups: Members of visible minorities, women, Indigenous People, and persons with disabilities.

Organizational Influences

• Organizational Culture: Core values, beliefs, and assumptions shared by organizational members.
• Values: Basic beliefs about what is right or wrong for a person or entity.
• Organizational Climate: The atmosphere's impact on employee motivation, job performance, and productivity. Influenced by leadership, communication, and HRM policies.
• Employee Perceptions: How employees perceive the work environment.
• Management Practices: Organizational structure and employee empowerment.

Legal Framework for Employment Law in Canada

• Responsibilities: Main responsibilities between employee and employer, including informal and formal expectations.
• Government's Role: Balancing employees' rights with employers' needs.
• Legislation: Protecting the general population, including fundamental rights and freedom.
• Charter of Rights and Freedoms: Guarantees rights and freedoms to all Canadians, takes precedence over other laws.
• Exceptions to Charter: Justified as reasonable limits in a free and democratic society.
• Equality Rights: Found in the Charter, protecting against discrimination.
• Human Rights Legislation: Jurisdiction-specific legislation that prohibits intentional and unintentional discrimination in employment and service delivery.

Employment Standards Legislation

• Employment Standards Legislation (ESA/LSA): Establishes minimum terms and conditions of employment in each jurisdiction (e.g., minimum wage).
• Ordinary Laws: Laws that provide protections in the workplace environment (e.g., occupational health and safety).

Job Analysis and Design

• Job: A collection of related tasks, duties, and responsibilities grouped to accomplish work.
• Position: The collection of tasks and responsibilities performed by a single person.
• Job Analysis: The procedure for determining tasks, duties, and responsibilities, as well as attributes like knowledge, skills, abilities required to perform a job.
• Job Analysis Information Use: Foundation for other HR systems.

Position Analysis Questionnaire (PAQ)

• PAQ: A widely used, standardized method for job analysis.
• Pros: Standardized, easy to administer, personal factors have less impact
• Cons: Functional Job Analysis (FJA), rates a job on responsibilities for data, people, and things.

Competency-Based Job Analysis

• Competencies: Demonstratable characteristics of a person enabling job performance.

Job Design Strategies

• Job Simplification: Assigning narrowly defined tasks to employees.
• Job Rotation: Temporarily moving employees between different jobs or departments.
• Job Enlargement: Adding more activities at the same level within a position (more variety and identity).
• Job Enrichment: Adding activities which increase the depth and complexity of tasks within a position.

Talent Acquisition

• Recruitment: The process of identifying and attracting potential employees.
• Applicant Pool: Candidates interested in a job.
• Recruiters: Specialists in attracting qualified candidates.
• Considerations: Human resource considerations, financial resources, time, and technology needs .

Selection

• Selection: Screening, evaluating, and assessing candidates for a job.
• Selection Process: Multiple hurdles for candidate screening, selection tool (multiple tests), compensatory model.
• Preliminary Screening: Review of applications, resumes, and initial candidate assessment.
• Selection Testing: Evaluating candidates' knowledge, skills, abilities, and other attributes.
• Selection Interviews: Evaluating candidate fit for the job.
• Job Description: Detailed list of the job's primary duties and responsibilities is critical.
• Job Specifications: Human requirements (knowledge, skills, abilities) for the job.
• Background Checks: Conducting comprehensive background checks on candidates.
• Reference Checks: Verifying information provided by candidates or references.
• Statistical Strategy: Used to identify the best candidates for a job by recognizing the most valid predictors and weighing them using statistics.