human resource management mid term Flashcards
(63 cards)
1
Q
traditional HRM that includes administrative responsibilities (payroll,selection, compensation)
A
operational HRM
2
Q
contemporary HRM participates on setting up a strategic plan for organizations (designing startegies that attract top talent to gain competitive advantage)
A
strategic HRM
3
Q
a clearly defined action plan with target achievements dates otherwise it will be a exercise on paper
A
strategic analysis
4
Q
analysis of organizational character and culture
A
- less tangible and difficult to see
-character is everything that makes sense
- industry graphic locations employees
-culture is the shared belief and assumptions of organizational members
5
Q
the leadership management of people within an organization, using systems methods process and procedures to motivate and enable employee
A
human resource management
6
Q
the process of vertically intergrading the strategic direction of an organization into the organizations choice of human resource management systems
A
strategic human management
7
Q
the five steps of the human resource management model
A
- organizational mission and strategic analysis
- environmental scan
- analysis of organizational character and culture
- choice and implement of human resource management
- review evaluation and audit of human resource strategies
8
Q
- organizational mission vision and strategic analysis
A
- mission statement specific what activities the organization intend to pursue
9
Q
- environmental scan
A
- economic, social, labour market trends and government positions can see potential threats and opportunities
10
Q
- analysis of organizational charter and culture
A
- organizational structure is the product of an organization features and how they are arranged
- organizational culture is the core beliefs and assumptions that are widely shared
11
Q
- choice and implementation of human resource strategies
A
- involves identifying securing of human resource strategies
12
Q
- review evaluation and audit of human resource strategies
A
- contextual factors technology environment government policies
- internal factors memberships characteristics role definitions and internal produces
- an organizations intention of identifying and correcting defined is a human resource audit
13
Q
job analysis
A
refers to the process of collecting information about jobs
- provides description of the job and profiled the characteristics to be successful
14
Q
what are the 3 phases of job analysis process
A
prep, collection of information, use of job analysis information
15
Q
phase 1: prep
A
- familiarize with the organization and the job
- determine use of job analysis
-identify jobs to be analyzed
16
Q
phase 2: collection of job information
A
- determine source of job data
- data collection instrument design
- choice of method for data collection
17
Q
phase 3: use of job analysis information
A
- recruitment
- selection
- job performance standards
- job redesign
- designing HRIS
18
Q
critical incidents to job specifications
A
- knowledge
- abilities
- skills
- other attributes
19
Q
a document that lists the tasks duties and responsibilities of a job to be performed
A
writing job descriptions
20
Q
what are the parts of writing job descriptions
A
- job identification
- job summary
- relationships
- duties and responsibilities
- authority
- performance standards
- physical demand analysis
- human rights legislation consideration
21
Q
problems with job descriptions
A
- become out of date quickly
- poorly written
- non specific
22
Q
job description
A
- the recruitment process by screening resumes conducting phone screen cordination interviews and extending job offers
23
Q
hr planning
A
- process used to determine future human resource requirements
(analyzes impacts, determines availability, provides strategic value)
24
Q
allows you to train and develop future managers
A
hr plan
25
what are the 4 types of hr planning
1. familiarizes yourself with he organization
2. forecasts demand
3. forecast supplies
4. develop replacement charts and act on your hr plan
26
familiarize your self with the organization
- learn about the organizations structures
- structure and performance management process
27
forecast demand
- economic cycle changes in competition government regulations
- internal analysis (historical turnover organizational plans and goals)
28
forecast supply
internal supply
- existing human capital performance assessment
external supply
- economic cycle current job marker historical recruitment experiences
29
HR planning
- replacement chart is an evolving document
30
labour surplus
- how do you supply to an over supply of labour
31
unsolicited or unwelcome sex or gender based conduct that has advservse consequences
sexual harassment
32
when a member of an organzation treats an employee in a disparate manner
harassment
33
interview/applicant questions
- were you born in Canada?
- what's your first language?
34
direct discrimination or prohibited grounds
- race or ethnicity
- religion
- physical or mental disability
- age
- martial status
35
direct discrimination
- different/ unequal treatment
- indirect/ third discrimination
- discrimination by association
36
systemic discrimination
- minimum height and weight requirements
- internal word of mouth hiring policies
- requirements to work on specific days of the week
37
bona fide occupational requirements
- a legal justifiable reason for discrimination on a protect ground
38
employees have a duty to accolade up to the point of undue hardships depends on a story teller of factors
duty to accomadte
39
federal law to employment barriers to promote equality
emyployeement equity
40
pay equity
equal pay for work or equal value
41
employment equity
- developed by employees to undo a employment discrimination or to ensure equal employment opportunity
42
competitive advantage improved diversity and the people in the organizations are all reasons we care about
recruitment
43
recruitment methods
- walk in and outs
- employees
- job ads
- employment and social development Canada
- employment agencies
- professional search forms
- education
- professional and labour associations
- temp agencies
- job fairs
- contract work
- recruitment abroad
44
advantage in strategic e-recuitmnt
- games virtual worlds
- pseudo social networks
- automated text mining
45
the strategic dignifance of a secelection
- an organizations strategy depends on employees
46
steps in the selection process
1. preliminary reception
2. applicant screening
3. employment tests
4. contiengent assessment
5. realistic job previews
6. verification of references
7. hiring decisions
47
validity and readability
things must be reliable and valid
48
reliability
- will we get the same result every time
49
validity
- is it job related
50
applicant screening
- weighted application banks
(cost effective and useful in predicting performance turnover abesntism and accident rates)
- biographical information blanks (bio data also useful in predicting various work outcomes may not be face valid)
51
employment tests
personality (NEO-PI-R), ability(GMA), knowledge (math specific laws weather), performance (assessment center) integrity
52
unstructured interviews
- all questions planned ahead of time and asked to all candidates
53
unstructured interview/ bias errors
- snap judgements
- conformation bias
- negative emphasis
- halo effect
54
what are the two types on interview questions
1. behavioural questions
2. situational questions
55
behavioural questions
- uses star method (situation risk actin result)
- pas behaviour is predictive of future behaviour
- useful for senior roles
56
situational interview
- posed as a possible
- useful for junior
57
realistic job preview
- showing the candidates the type of work equipment and working conditions on the job before hiring decision
58
verification of references
prospectivw employers contact past employees colleagues teachers subordinate customers
ONLY INFORMATION THAT "IS RESONABLY REQUIRED" IN ORDER TO ESABLISH MANGE OR TERMINAITE AN EMPLOYEMENT RELATIONSHIP SHOULD BE COLLECTED
59
contingent assessments
- conducted after a job offer has been made
60
subjective approach
- a decision marker looks at the scores ricked by the various applicants on predictors information and comes to an overall judgement
61
multiple cut off approach
- scores are set for predictions and each applicant is evaluated on a pass fail basis
62
63
compensatory approach
- a higher score on one predictor can compensate for lower score on another
