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3-13. BA 33C > Lesson 1 > Flashcards

Lesson 1 Flashcards

(52 cards)

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1
Q

The knowledge, skills, abilities and other attributes of (KSAOs) that
have economic value to the firm

A

Human capital and HRM

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2
Q

Competitive challenges

A
  • Cost containment
  • Globalization
  • Technology
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3
Q

Human Resources

A
  • Planning
  • Recruitment
  • Staffing
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4
Q

Employee concerns

A
  • Job security
  • gender issues
  • retirement issues
  • healthcare issues
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5
Q

being able to adapt to capture opportunities and overcoming
obstacles both domestically and abroad

A

Strategic and Global Challenges

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6
Q
  • Link change to business strategy
  • Shows how the change creates quantifiable benefits
  • Engages key employee, customers and suppliers early when making
    the change
  • Makes investment in implementing and sustaining the change
A

To successfully engineer change

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7
Q
  • The responsibility of the firm to act in the best interest o the people
    and communities affected by its activities
  • Help avoid lawsuits and improve earnings
A

Corporate Social Responsibility

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8
Q

does not harm environment;
depletes as few natural
resources as possible

A

Sustainability

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9
Q

Technology challenges

A
  • Information explosion
  • Cloud computing
  • Collaborative software
  • Vlogs, social media
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10
Q

a central use of technology ; employee records, payroll;
online information in matching specific skill sets

A

HRMIS

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11
Q

Productivity and Cost Challenges

A
  • Maximizing Productivity
  • Managing the size of workforce
  • Managing Pay and Benefits
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12
Q

Responding to the demographic and diversity challenges of
the workforce

A

Employee Challenges

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13
Q

Responsibilities of HRManagers

A
  • Strategic advice to counsel
  • Service
  • Policy formulation and implementation
  • Employee advocacy
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14
Q

Competencies HRManagers require

A
  • Business Mastery
  • HR mastery
  • Personal credibility
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15
Q

understanding of an organizations customers and 1economic and financial capabilities; good problem
solving skills; innovative and creative

A

Business Mastery

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16
Q

the organizations behavioral science experts; knowledge on staffing, development, appraisals, rewards, team building, performance measurement, communication; interpersonal skills

A

HR mastery

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17
Q

credibility and trusts by developing good relationships; values; equitable ; code of ethical and professional standards

A

Personal Credibility

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18
Q

involves set of procedures for making decisions about the organization’s long-term goals and strategies

A

Strategic planning

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19
Q

is anticipating and providing for
the movement of people into, within, and out of an organization;
purpose: help managers deploy their Human Resources as possible,
where and when they are needed, to accomplish the organizational
goals

A

Human Resources Planning (HRP)

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20
Q

combines strategic planning
and HR planning.

A

Strategic Human Resource Planning

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21
Q

The pattern of Human Resources deployments and activities that enable an organization to achieve its strategic goals.

Study These Flashcards
A

Strategic Human Resource Planning

22
Q

> what is the possible

> types of people, number of people available to pursue a given
strategy

23
Q

> make resource allocation decisions to implement
the strategy
firms structure, processes, human capital

Study These Flashcards
A

Implementation

24
Q

➢business strategy along with with company’s purpose, goals and
values establishes the context of its HR strategy

25
> HR to focus on practices that encourages employees to look for better, faster, nd more efficient ways for the company to do business
Efficiency
26
> HR strategies will encourage and incentivize employees to be creative and innovative
Innovation
27
the basic purpose of the organization as well as it scope of operations
Mission
28
the strong and enduring beliefs nd principles that the company uses s a foundation for its decisions
Core values
29
a statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent
Strategic vision
30
Systematic monitoring of the major external forces influencing the organization
Environmental Scanning
31
External factors in the general environment that a firm cannot directly control but that can affect its strategy
Business Environment
32
Forces that generally affect most, it not all, firms, such as the economy and technological, demographic, and legal and regulator changes
Remote environment
33
consist of a firms specific industry , including the industry’s customers, rival firms, new entrants, substitutes and suppliers
Competitive Environment
34
information –published documents; chamber of commerce, state development, consulting firms, gouging talent in your own industry-competitive environment for labor
HR External Analysis
35
Five forces of framework
1. Customers 2. Suppliers 3. Substitutes 4. New Entrants 5. Rival Firms
36
Internal Analysis
a. Core capabilities b. Sustaining competitive advance through people c. Types of Talent and their composition in the workforce d. Corporate Culture e. Forecasting
37
have unique skills linked to company’s skills and are difficult to replace ; works with considerable autonomy; with long-term commitment, investing on training and development; equity stake (i.e. R&D – scientists, software developer)
Strategic Knowledge Workers
38
have skills that are valuable but not unique or difficult too replace ; traditional jobs
Core Employees
39
have skills but are less central in creating customer value; scope of work is limited; employment relationship is transaction-based; focused on rules and procedures
Supporting workers
40
with skilled that’s are unique and specialized but not directly related to a company’s core strategy; long-term alliances (lawyer, consultants..)
External Partners
41
The process of outlining the behaviors that exemplify firm’s corporate culture and then hiring people who are a fit for them
Value-based hiring
42
Audits on the culture nd quality of work life in n organization ; prevent legal and ethical breaches; determine offering groups nd sub-cultures
Conduct a cultural audit
43
based on organizational index such as sales; other advanced forecasting methods
Trend Analysis
44
the opinions (judgements) of supervisors, department managers, experts, or others knowledgeable about the organization’s future employment needs
Management Forecasts
45
Forecasting a firm’s demand for employees
1. Quantitative approaches 2. Qualitative approaches
46
Forecasting the supply of employees
1. Staffing tables 2. Markov Analysis 3. Quality of fill 4. Skills inventories and management inventories 5. replacement charts and succession planning
47
graphic representations of all organizational jobs, long with number employees currently occupying those jobs
Staffing tables
48
a method of tracking the pattern of employees movements through various jobs
Markov Analysis
49
a metric designed to measure how well new hires that fill positions are performing on the job
Quality of fill
50
files of personnel education, experience , interests, skills, ...to match job openings
Skills Inventories and management inventories
51
replacement charts (listing of current job holders...potential replacement)
Replacement charts and succession planning
52
succession planning (processing of identifying developing nd tracking key individuals for executive positions
Replacement charts and succession planning

3-13. BA 33C (2 decks)

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