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Flashcards in HRM Deck (78)
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1

Why is Hrm important?

1.Increased productivity

2.Enhanced group learning

3.Reduced staff turnover

4.Encouragement of initiative

2

HRM Armstrong definition:

Strategic approach to the (ADMD):

1.Acquisition

2.Motivation

3.Development

4.Management of the org 's HR 

3

Bratton and Gold definition for Hrm:

1.Employees crucial to achieve competitive advantage .

2.Hr practices should be integrated in corporate strategy .

3.HR specialists help org controllers to meet both efficiency and equity objectives-should be professionals.

4

Objectives of HRM:

1.Develop effective human component-respond to change (development)

2.Obtain ,develop Human resources /use and motivate effectively (acquistion,motivation)

3.Create maintain cooperative climate/disputes (Management)

4.Meet org 's social and legal responsibilities related to Hr (management)

5

Tyson and Fell-4 major roles for Hrm which illustrate the shift in emphasis to the strategic viewpoint (also Bratton and Gold referred to this)

1.Represent orgs culture.

2.Maintain the boundaries of the org (id and flow of people)

3.Stability and continuity (planned succession)

4.Adapt the org to change

6

HR cycle-Devanna -(explains nature and significance.)

1.Selection

2.Performance

3.Appraisal

4.Rewards/training and development

Pg 280 old book

Mnemonic(Spart(a))

7

The Guest model relationship between Hrm activities and hrm strategy. What are the 6 components?

1 Hrm strategy (differentiation ,focus ,cost)

2 Hrm practices (selection ,training ,appraisal rewards ,job redesign ,involvement ,status and flexibility)

3 Hrm outcomes (commitment ,quality ,flexibility)

4 Behavioural outcomes (effort ,motivation ,cooperation, involvment ,org citizenship)

5 Performance outcomes (high productivity ,quality ,innovation, low: absenteism ,turnover, conflict cust complaints .

6 Financial outcomes (profits ROI)

8

Limitations of HRM models:

(eg Devana and Guest) -factors that hamper the success

1.External factors: competition ,technol political legal economic social cultural

2.Internal factors :org structure and culture

9

What is ability?

1)Skill

2)Knowledge

3)Capability

To fulfill the obj of the org.

10

Principles of scientific mgt-Taylor:

1) Development of a true science of work- Mgt to utilize and record the gathered knowledge

2)Scientific selection and progressive dvlp of workers

3)The bringing together of science and the scientifically trained men-max productivity

4) Constant and intimate cooperation between mgrs and workers

11

Examples of scientific management:

1.work study techniques(one best way,each job into smaller components,worker no discretion)

2.planning the work and doing the work separated(workers no control over the task)

3.workers paid incentives(basis:acceptance of new method and output)

4.All aspects of work environment tightly controlled

12

Weber: bureaucracy,rational form:

Theory

1)Org divided in jurisdictional areas with specified duties

2)Officials in charge are given the authority (rules and regulations)-mgrs things done as orders are legitimate and justified

3)Natural evolution to this rational form

13

Lawrence and Lorsch : Contigency theory

NO BEST way to manage-the org s structure and mgt approach must be tailored to the situation.

  • Stable environment-detailed procedures and more centralised decision making process .
  • Unstable env .-decentralisation,employee participation,less emphasis on rules.

14

Definition for HR planning:

Establishment of OBJECTIVES

and the formulation ,evaluation and selection of :

  • policies
  • Tactics
  • Actions

Required to achieve them.

15

HR planning- what does it deal with?

1 budgeting and cost control

2 downsizing

recruitment

4 retention

5 training and retraining to enhance the skills base

6 dealing with changing circumstances

16

Process of Hr planning

  1. STRATEGIC ANALYSIS OF
  • environment
  • org s manpower strength weakn oppor thr
  • org s use of employees.
  • org s objectives

​​​    2. FORECASTING

  • internal demand supply
  • ext supply

   3. JOB ANALYSIS

  • investigating tasks performed in each job
  • identifying the skills required

   4 RECRUITMENT AND TRAINING 

  • recruiting and selecting required staff
  • training and developing existing staff

17

Forecasting demand future Hr needs: (Accurate forecasts for turnover and productivity)

1)New venture details

2)New markets

3)New products

4)New technology (new skills)

5)Divestment (ending investment)

6)Org restructuring

7)Cost reduction plans

18

Estimating HR supply:

 

  • Internal labour market-stocks and flows analysis
  • External Labour market:
  1. measures potential employee s awareness of the org
  2. Attitudes of potential empl towards the org
  3.  suggests possible segments for advertising purposes
  4. analysis population trends for long term forecasting

19

HR plan -prepared on which basis?

  • Of staffing requirements and the implications of productivity and costs.
  • It should include budgets targets and standards and it should allocate responsibilities for implementation and control.

20

Hr plan broken to which subsidiary plans?

1 Recruitment plan (numbers,types of people,when required,recruitment programme)

2 Training plan

3 Redevelopment plan (transferring retraining employees)

4 Productivity plan (improving product ,reducing manp costs setting productivity targets)

5 Redudancy plan

6 Retention plan

21

Tactical plans -to cover all aspects of Hrm tasks:

1 Pay and productivity bargaining

2 Physical conditions of employment

3 Mgt and technical dvlt and career dvt

4 Recruitment and Redudancies

5 Training and retraining

6 Staffing costs

22

Labour shortage-dealing with it:

  1. Internal transfers and promotions
  2. Overtime External recruitment
  3. Reducing labour turnover
  4. New equipment and training to improve productivity

23

Dealing with Labour surplus

  1. Natural wastage
  2. Restricting recruitment
  3. Part time working
  4. Redundancies as last resort

24

Stages in Human resources planning -Mullins

(diagram pg 304 old book)

                           Corporate Objectives

Analysis of existing Recods  Design org struct 

Estimated changes by target date

Supply forecast                        HR plan                          Demand forecast

Hr mngt action plan 

  • Recruitment And selec.
  • Training Mgt dvt
  • Redepl
  • Redud

Reconciliation of S and D

25

3 elements to ethics:

I Individ s prof responsibility to act

Do real world practical actions an ind can take

Best choices between diff courses of action

26

Corporate social responsibility policies:

Explain the approach to helping the community and reducing the environmental impact of the org.

27

Corporate responsibility reports

Figures and statistics :

  • carbon footprint ,
  • impact on environment,
  • staff turnover

28

Fundamental principles of Cima ethical Guidelines:

  1. Professional behaviour
  2. Integrity 
  3. Confidentiality
  4. Objectivity 
  5. Professional competence and due care

(picop)

29

Systematic approach to recruitment and selection -steps:

  1. Detailed personnel planning
  2. Job analysis
  3. Identification of vacancies
  4. Evaluation of sources of labour
  5. Review of applications
  6. Notifying applicants of the results
  7. Preparing the employment contracts ,induction, training

30

Job analysis steps:

  1. Purpose of the job
  2. Content of the job
  3. Performance criteria
  4. Responsibility Organisational factors (reporting line) 
  5. Accountabilities(results)
  6. Developmental factors
  7. Environmental factors