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L2 Flashcards

1
Q

In the past, human resource management (HRM) was called
the _____

A

personnel department

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2
Q

More recently, however, the personnel department has divided
into _____ and_____ , as these functions have evolved over the
century.

A

human resource management
human resource
development

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3
Q

____ is not only crucial to an organization’s success, but it
should be part of the overall company’s strategic plan,
because so many businesses today depend on people to earn
profits.

A

HRM

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4
Q

_____ plays an important role in how
productive the organization is.

A

Strategic planning

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5
Q

Administering of
policies

A

Personnel
Management
Focus

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6
Q

Helping to
achieve strategic
goals
through people

A

HRM Focus

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7
Q

Stand-alone
programs,
such as training

A

Personnel
Management
Focus

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8
Q

HRM training
programs that are
integrated with
company’s mission
and values

A

HRM Focus

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9
Q

Personnel
department
responsible for
managing people

A

Personnel
Management
Focus

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10
Q

Line managers
share joint
responsibility in all
areas of people
hiring and
management

A

HRM Focus

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11
Q

Creates a cost
within an
organization

A

Personnel
Management
Focus

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12
Q

Contributes to
the profit
objectives of
the organization

A

HRM Focus

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13
Q

While ______
mostly involved activities
surrounding the hiring
process and legal compliance,
human resources involves much
more, including
strategic planning,

A

personnel management

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14
Q

_______ is
an elaborate and systematic
plan of action developed by a
human resource department.

A

Human resource strategy

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15
Q

______ now understand that the
human side of the business is the most
important asset in any business
(especially in this global economy),
and therefore HR has much more
importance than it did twenty years
ago.

A

Companies

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16
Q

Examples of
the Dynamic
External Environment
of HRM

A

Labor market
changes
Customers
Shareholders
Technology
Economic
Society

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17
Q

The Ulrich Model (Common
view of the role of HRM)

A

Strategic partner
Change agent
Administrative expert and functional expert.
Human capital developer.
Employee advocate

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18
Q

Partnership with the entire organization to ensure
alignment of the HR function with the needs of the organization.

A

Strategic partner

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19
Q

The skill to anticipate and respond to change within
the HR function, but as a company as a whole.

A

Change agent

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20
Q

The ability to
understand and implement policies, procedures, and processes that
relate to the HR strategic plan.

A

Administrative expert and functional expert.

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21
Q

Means to develop talent that is projected
to be needed in the future.

A

Human capital developer

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22
Q

Works for employees currently within the
organization

A

Employee advocate

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23
Q

The Ulrich Model (Common
view of the role of HRM)
According to ___, 4 implementation of this model must happen with an
understanding of the overall company _____, ______, _____,
and _____.

A

Ulrich
objectives, problems, challenges, opportunities

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24
Q

the HR professional must understand
the dynamic nature of the _____ , such as changes in labor
markets, company culture and values, customers, shareholders, and the
economy. O

A

HRM environment

25
Q

Once this occurs, HR can determine how best to meet the
___ of the organization within these five main areas.

A

needs

26
Q

HRM as a Strategic Component
of the
Business

A

● Make it applicable.

27
Q

Often people spend an _______
of time developing plans, but the plans sit in a file somewhere
and are never actually used.

A

inordinate amount

28
Q

A ____ plan should be
the guiding principles for the HRM function.

A

good strategic

29
Q

It should be
reviewed and changed as aspects of the business change.
___444 of all members in the HR department (if it’s a
larger department) and communication among everyone within
the department will make the plan better.

A

Involvement

30
Q

HRM as a Strategic Component
of the
Business

A

● Be a strategic partner

31
Q

Alignment of _____
in the HRM strategic plan should be a major
objective of the plan.

A

corporate values

32
Q

HRM strategic
plan should be aligned with the ______ of the organization as a whole.

A

mission and
objectives

33
Q

if the mission of the organization is to
promote social responsibility, then the HRM
strategic plan should address this in the __4__

A

hiring
criteria.

34
Q

HRM as a Strategic Component
of the
Business

A

Involve people

35
Q

An HRM strategic plan cannot be ____. The plan
should involve everyone in the organization.

A

written alone

36
Q

HRM as a Strategic Component
of the
Business

A

Understand how technology can be used.

37
Q

________
oftentimes do not have the money or the inclination to research
software and find budget-friendly options for implementation.

A

Organizations

38
Q

People are sometimes nervous about ______.
However, the best organizations are those that embrace
technology and find the right technology uses for their
businesses.

A

new technology

39
Q

There are thousands of HRM software options
that can make the HRM processes faster, easier, and more
effective. ______ address this aspect.

A

Good strategic plans

40
Q

The Steps to Strategic Plan
Creation

A
  1. Conduct a Strategic Analysis
    - Understanding of the company mission and values.
    - Understanding of the HRM department mission and
    values.
    - Understanding of the challenges facing the
    department.
41
Q

Life cycle Stages

A

Introduction
Growth
Maturity
Decline

42
Q

Lifecycle Stages and HRM

A

Life Cycle
Stage Strategy
Staffing
Compensation
Training and
Development
Labor /
Employee
Relations

43
Q

Introduction
Attract best technical
and professional
talent.

A

Staffing

44
Q

Introduction
Meet or exceed
labor market rates
to attract needed
talent.

A

Compensation

45
Q

Introduction
Define future skill
requirements and
begin establishing
career ladders.

A

Training and
Development

46
Q

Introduction
Set basic
Employee
relations
philosophy of
organization.

A

Labor /
Employee
Relations

47
Q

Growth
Recruit adequate
numbers and mix of
Qualifying workers.
Plan management
succession. Manage
rapid internal labor
Market movements.

A

Staffing

48
Q

Growth
Meet external
market but consider
internal equity
effects.
Establish formal
compensation
structures.

A

Compensation

49
Q

Growth
Mold effective
management team
through
management
development and
organizational
development.

A

Training and
Development

50
Q

Growth
Maintain labor
peace, employee
motivation, and
morale.

A

Labor /
Employee
Relations

51
Q

Maturity
Encourage sufficient
turnover to minimize
layoffs and provide
new openings.
Encourage mobility
as reorganizations
shift jobs around.

A

Staffing

52
Q

Maturity
Control
compensation
costs.

A

Compensation

53
Q

Maturity
Maintain
flexibility and
skills of an aging
workforce.

A

Training and
Development

54
Q

Maturity
Control labor costs and
maintain
labor peace.
Improve
productivity.

A

Labor / Employee
Relations

55
Q

Decline
Plan and implement
workforce reductions
and reallocations;
downsizing and
outplacement may
occur during this
stage.

A

Staffing

56
Q

Decline
Implement tighter
cost control.

A

Compensation

57
Q

Decline
Implement
retraining and
career
consulting
services.

A

Training and
Development

58
Q

Decline
Improve productivity and
achieve flexibility in work
rules.
Negotiate job security
and employment
adjustment policies

A

Labor / Employee
Relations

59
Q

The Steps to Strategic Plan
Creation
2. Identify Strategic HR Issues

A

... (4 decks)

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