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Flashcards in HR Process And Trends Deck (59)
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1

The policies, practices, and systems that influence employees' behavior, attitudes, and performance

Human Resource Management (HRM)

2

What is the objective of HRM

To manage, hopefully improve, the employment relationship

3

How was HRM traditionally seen

Personnel/administrative focus
Seen as a necessary expense

4

Contemporary HRM

HR practices as source of value to organizations

5

Effective HRM practices affect (5)

Profitability
Customer sat
Productivity
Job satisfaction
Innovation

6

Labor forces skill deficiencies in the past vs. today

Past: employees performed routine tasks requiring physical strength or specific task-mastery (e.g. Factory workers)

Today: employees have a variety of task and responsibilities requiring general abilities (e.g. Interpersonal)

7

The gap between skills needed and skills available has increased, resulting in

Companies competing for employees

8

Anytime access information on training, benefits, compensation, policies, job listings, etc.

HRIS/e-HRM

9

Affects labor laws, job requirements, employee motivation, and recruiting

e-Business

10

Allow for geographically dispersed talent to work interdependently on a task

Virtual teams

11

Expatriates

Moving employees abroad

12

Offshoring

Moving operations abroad

13

Describes what employees and employers expect from the employment relationship

Psychological contract

14

Independent contractors, on-call workers, and temporary workers

Contingent workers

15

What is human resource management? (HRM)

The policies, practices, and systems that influence employees behavior, attitudes, and performance

16

HRIS/e-HRM

Anytime access information on training, benefits, compensation, policies, job listings, etc.

17

e-Business

Affects labor laws, job requirements, employee motivation, and recruiting

18

Virtual teams

Allow for geographically dispersed talent to work interdependently on a task

19

Contingent workers

Independent contractors, on-call workers, and temporary workers

20

Psychological contract

Describes what employees and employers expect from the employment relationship

21

Process of analyzing a company's competitive situation, developing strategic goals, devising a plan of action, and allocating resources that will increase the likelihood of achieving goals

Strategic management

22

The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals

Strategic HRM

23

A value creating strategy not simultaneously being implemented by any current or potential competitors and other firms are unable to duplicate the benefits of this strategy
-valuable, rare, inimitable, and no substitutes

Sustained competitive advantage

24

Linkage (4 types)

Between Strategic Planning and HR Function
Administrative
One-way
Two-way
Integrative

25

Sustained competitive advantage

A value creating strategy not simultaneously being implemented by any current or potential competitors and other firms are unable to duplicate the benefits of this strategy
-valuable, rare, inimitable, and no substitutes

26

HRM practices vs HRM systems (imitable vs unique)

Individual HRM practices may be imitable but HRM systems and routines, which develop over time, may be unique to a particular firm and contribute to the creation of specific human capital skills

27

Strategic management

Process of analyzing a company's competitive situation, developing strategic goals, devising a plan of action, and allocating resources that will increase the likelihood of achieving goals

28

Who tested whether HR policies and practices contribute to firm performance (1995) and won the AMJ best paper award and 1996 scholarly achievement award

Huselid

29

What did Huselid link?

He linked "high performance work practices" (HPWPs) to intermediate employee outcomes (turnover and productivity) and both partially mediate the relationship between those practices and corporate performance

30

HPWPs: Delery & Doty's 7 Universalistic "Best Practices"

1. Internal career opportunities
2. Formal training systems
3. Appraisal measures
4. Profit sharing
5. Employment security
6. Voice mechanisms
7. Job definition