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HR Process And Trends Flashcards

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1
Q

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

A

Human Resource Management (HRM)

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2
Q

What is the objective of HRM

A

To manage, hopefully improve, the employment relationship

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3
Q

How was HRM traditionally seen

A

Personnel/administrative focus

Seen as a necessary expense

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4
Q

Contemporary HRM

A

HR practices as source of value to organizations

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5
Q

Effective HRM practices affect (5)

A 
Profitability
Customer sat
Productivity
Job satisfaction
Innovation
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6
Q

Labor forces skill deficiencies in the past vs. today

A

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)

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7
Q

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

A

Companies competing for employees

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8
Q

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

A

HRIS/e-HRM

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9
Q

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

A

e-Business

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10
Q

Allow for geographically dispersed talent to work interdependently on a task

A

Virtual teams

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11
Q

Expatriates

A

Moving employees abroad

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12
Q

Offshoring

A

Moving operations abroad

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13
Q

Describes what employees and employers expect from the employment relationship

A

Psychological contract

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14
Q

Independent contractors, on-call workers, and temporary workers

A

Contingent workers

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15
Q

What is human resource management? (HRM)

A

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

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16
Q

HRIS/e-HRM

A

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

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17
Q

e-Business

A

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

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18
Q

Virtual teams

A

Allow for geographically dispersed talent to work interdependently on a task

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19
Q

Contingent workers

A

Independent contractors, on-call workers, and temporary workers

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20
Q

Psychological contract

A

Describes what employees and employers expect from the employment relationship

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21
Q

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

A

Strategic management

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22
Q

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

A

Strategic HRM

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23
Q

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

A

Sustained competitive advantage

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24
Q

Linkage (4 types)

Study These Flashcards
A 
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
31
HPWPs: Pfeffer's 9 "Best Practices"
1. Employment security 2. Selective hiring and promotion from within 3. High compensation based on performance 4. Greater autonomy and challenge 5. Extensive use of training & skill development 6. Reduction of Status differences 7. Aggressively Sharing Information 8. Encourage a Long-Term Perspective & Evaluation 9. HR as an Overarching Philosophy
32
Strategic HRM
The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals
33
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
34
1. Internal career opportunities 2. Formal training systems 3. Appraisal measures 4. Profit sharing 5. Employment security 6. Voice mechanisms 7. Job definition
HPWPs: Delery & Doty's 7 Universalistic "Best Practices"
35
Vertical fit for HR practices
Alignment of HR practices and strategy (integrative link)
36
Horizontal fit for HR practices
Internally consistent HR practices
37
1. Employment security 2. Selective hiring and promotion from within 3. High compensation based on performance 4. Greater autonomy and challenge 5. Extensive use of training & skill development 6. Reduction of Status differences 7. Aggressively Sharing Information 8. Encourage a Long-Term Perspective & Evaluation 9. HR as an Overarching Philosophy
HPWPs: Pfeffer's 9 "Best Practices"
38
Uniqueness vs. strategic value
Uniqueness: is the skill set for this job easy to find? Strategic: does it add value?
39
Human Capital Characteristics and Employment Modes Axes | Lepak & Snell
X: strategic value Y: uniqueness
40
Quadrant 1: High strategic value, high uniqueness
Knowledge-based employment | Commitment-based HR configuration
41
Quadrant 2: high strategic value, low uniqueness
Job-based employment | Productivity-based HR configuration
42
Quadrant 3: low strategic value, low uniqueness
Contractual Work Arrangements | Compliance-based HR configuration
43
Quadrant 4: low strategic value, high uniqueness
Alliances/partnerships | Collaborative-based HR configuration
44
Quadrant 1 When human capital is both valuable and unique, it represents the knowledge base around which firms are likely to build their strategies Firms rely on a knowledge-based employment mode that focuses on internal development and long-term employee commitment for their core employees
Knowledge-based work
45
Knowledge-based work examples
Software developers or engineers
46
Quadrant 2 Workers within this quadrant are able to make significant contributions to a firm while possessing skills that are widely transferable HR configuration is likely to emphasize staffing and deploying skills for immediate contribution, with little attempt to develop employees
Job-based work
47
Job-based work examples
CPAs or UPS drivers
48
Quadrant 3 Generic skills that can be purchased easily on the open labor market, and, therefore, can be treated essentially as a commodity HRPs focus on the work to be done, the results to be accomplished, the terms of the contract, and virtually nothing else
Contractual work arrangements
49
Contractual work arrangements examples
Outsourced factory workers, custodians
50
Quadrant 4 Unique human capital that is less codified and transferable than generic skills, yet more widely available than firm-specific skills HR configuration focus on mutual investment and build trust, while still protecting own investments and gaining access to each other's talents
Alliances/partnerships
51
Alliances/partnerships examples
Outside R&D labs or legal consultants
52
Knowledge-Based Work
Quadrant 1 When human capital is both valuable and unique, it represents the knowledge base around which firms are likely to build their strategies Firms rely on a knowledge-based employment mode that focuses on internal development and long-term employee commitment for their core employees
53
Job-based work
Quadrant 2 Workers within this quadrant are able to make significant contributions to a firm while possessing skills that are widely transferable HR configuration is likely to emphasize staffing and deploying skills for immediate contribution, with little attempt to develop employees
55
Contractual work arrangements
Quadrant 3 Generic skills that can be purchased easily on the open labor market, and, therefore, can be treated essentially as a commodity HRPs focus on the work to be done, the results to be accomplished, the terms of the contract, and virtually nothing else
56
Why is it difficult to implement HR strategically? (4)
HR managers and specialists often do not understand the business HR employees need: interpersonal skills, decision-making skills, leadership skills, technical (HR) skills Managers are enslaved by short-term processes A one-in-eight chance of success
57
Why are managers enslaved by short-term processes
Evaluations are a year or less (Ratings, Stock) - Yet you cannot change culture < 1 year Putting out fires
58
Alliances/partnerships
Quadrant 4 Unique human capital that is less codified and transferable than generic skills, yet more widely available than firm-specific skills HR configuration focus on mutual investment and build trust, while still protecting own investments and gaining access to each other's talents
59
One-in-Eight chance of success
1 in 2 firms will not believe relationship between HRM and Profits exists 1 in 2 firms that do see the relationship will try piecemeal changes (change pay without changing training, recruitment, selection, job design) 1 in 2 firms will not persist long enough
60
Four skills HR employees need
Interpersonal skills Decision-making skills Leadership skills Technical (HR) skills

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