Operative & Strategic Human Resource Management Flashcards
(76 cards)
1
Q
HRM
A
A company should only grow as much as it is able to attract suitable employees
2
Q
What are „Human Resources“?
A
-Human capital is the economic value of people with task-related skills, knowledge, ideas, energy and
engagement
- Human Resources Management is the process of attracting, developing, and maintaining a talented
workforce
3
Q
Human Resources Management
A
Attracting talented employees –> Developing talented
employees –> Retaining talented employees
4
Q
Strategic versus operative HRM
A
Strategic HRM is about setting the right goals and direction, while operative HRM is about implementing them effectively.
5
Q
Strategic HRM
A
- «Doing the right things»
-Establishing measures to ensure survival
-Entire company
6
Q
operative HRM
A
«Doing things right»
-Strategy is translated into actions
-Individual business area
7
Q
HR Recruitment: Personnel Advertising & Candidate Selection
A
- Personal Advertising
- Candidate Selection
8
Q
Personnel Advertising
A
Limited job availability
Poor employer image
–> Signaling the company as a
potential employer in the labor
market
–> Informational function, especially relevant for
SMEs (Small and Medium-sized Enterprises)
9
Q
Candidate Selection
A
Abundant job availability
Good employer image
–> Identification of the candidates
with the biggest potential («right
potentials»)
–> Selection function, especially relevant for
large companies (example Simens)
10
Q
HR Recruitment - Person-Job Fit
A
-Describes the fit between the individual’s skills, interests, and personal characteristics and the requirements of work or the fit between the individual’s desires and job tasks
-Overall job satisfaction is largely influenced by person-job fit
11
Q
HR Recruitment - Person-Organization Fit
A
- Describes the fit between a person and an organization and specifies to what extent the individual’s characteristics are consistent with the organization
- High person-organization fit can lead to a higher engagement
12
Q
HR Recruitment - Person-Group Fit
A
- Describes the fit between a person and his or her working group
- The satisfaction with the members of the working group is largely influenced by the person-group fit
13
Q
HR Recruitment - Person-Supervisor Fit
A
-Describes the fit between a person and his or her supervisor
-The satisfaction with the supervisor is largely influenced by the person-supervisor fit
14
Q
HR Recruitment - Quality criteria of applicant selection methods
A
- Validity
2.Reliability - Complexity
- Social Quality
- Legality
15
Q
Validity
A
Relationship between the method or criterion (e.g., grade point average) and the induced characteristic (e.g., performance)
16
Q
Reliability
A
Reliability over time and between different observers
17
Q
Complexity
A
Easy handling, without much effort and at little expense
18
Q
Social Quality
A
Acceptance and decision support for applicants
19
Q
Legality
A
Attention to legal issues and the interests of the applicants
20
Q
HR Appraisal - Performance appraisal
A
–> Formally assessing someone’s work accomplishments and providing feedback
–> Purpose of performance appraisal:
− Evaluation — lets people know where they stand relative to objectives and standards
− Development — assists in training and continued personal development of people
21
Q
HR Appraisal - Performance management systems ensure that:
A
- performance standards and objectives are set.
- performance results are assessed regularly.
- actions are taken to improve future performance potential.
22
Q
Appraisals should use behaviorally anchored rating scale (BARS)
A
- Description of current behavior patterns
- Higher reliability and validity
23
Q
Method: BARS (Behaviorally Anchored Rating Scale)
A
High performance
- If a customer has defective merchandise that is not the responsibility of the store, you can expect this representative to help the customer in finding a solution to get the merchandise repaired elsewhere
- You can expect the representative to help a customer by sharing complete information on the store`s policies on return
- After finishing with a request, you can expect this representative to pleasantly encourage a customer to «shop again» in the store
- You can expect this representative to delay a customer without explanation while working on other things.
- You can expect this representative to treat a customer rudely and with disrespect.
24
Q
Feedback on WHAT and HOW: Jack-Welch-Matrix
A
voir graph
create value/ Live values
25
HR Development - Reasons for the development of competencies
− Performance deficits
− Rewarding
− Appreciation
− Habit
− Imitation
− Employee retention
− Recruitment marketing
− Networking
26
Competence Dimensions after Erpenbeck & von Rosenstiel
1. Personal competences
2. Activity and implementation-oriented competences
3.Specialist methodological competences
4. Social-communicative competences
27
Personal competences
Disposition and willingness of a person to act reflected and self-organized
28
Activity and implementation-oriented competences
Disposition and willingness of a person to act active and holistically, and to adjust those actions towards the implementation of intentions,projects and plans
29
Specialist methodological competences
Disposition and willingness of a person to mentally and physically act in a self-organized way in order to solve factually-objective problems
30
Social-communicative competences
Disposition and willingness of a person to communicatively and cooperatively act in a self-organized way
31
HR Development- Excerpt of the Basic Competences by Beck
1. Specialist competences
2. Social competences
3. Methods competences
4. Personal competences
32
Specialist competences
-Goods & product knowledge
-Complex skills
-Foreign language skills
-Professional education
-Foreign experience
-Marketing experience
-Project experience
-Driver’s license
-IT know-how
-Industry experience
33
Social competences
-Freedom from prejudice
-Negotiation skills
-Assertiveness
-Customer orientation
-Teamwork abilities
-Helpfulness
-Fairness
-Critical faculties
-Cooperation skills
-Respect
34
Methods competences
-Conceptual strength
-Effective working
-Project management
-Strategy development
-Presentation
-Self-Management
-Moderation techniques
-Coordination
-Creative thinking
-Stress management
35
Personal competences
-Charisma
-Open-mindedness
-Entrepreneurial thinking
-Knowledge of human nature
-Empathy
-Perceptive faculty
-Motivation
-Interest
-Resilience
-Determination
36
HR Development - Characterization of Instruments
into job: Vocational education, Short trainings, Trainee-program
on the job: Systematic instruction, Qualification-promoting tasks, Project work
along the job: Deployment as assistant, deputy or
successor
near the job: «Learnshops», quality circles, business games
off the job: Lectures; case studies, role plays; e-learning; corporate universities; outdoor training
out of the job: Retirement preparation, Outplacement
37
Reasons for HR Layoffs
1. Operational reasons
2. Staff-related reasons
38
Operational reasons (HR Layoff)
- Site closures
- Mergers
- Structural
decline in sales
39
Staff-related reasons (HR Layoff)
- Performance-based
- Qualification-based
- Behavior-based
40
Outplacement (HR Layoff) - 4 phases
Emotional support for laid
off employees --> Analysis of qualifications &
development potentials --> Planning of job hunt --> Doing the job hunt
41
HR Layoff - Measures to prevent/reduce direct layoffs
workforce planning <--> Production planning
Worktime arrangement, Personnel measures, Qualification,Work design (voir graph)
42
Production planning
- Extended inventory management
- Cancellation of external orders
- Product diversification/
alternative manifacturing
- Altered work organization
- Advanced repairs
- Deferral of rationalizations
43
Worktime arrangement
- Reduction fo overtime
- Short-time work
- Reduction of working hours
- Time off for extra work
- Sabbaticals
- Vacation planning and
processing
44
Personnel measures
- Hiring freeze
- Expiration of fixed-term contracts
- Reduction of temporary
work
- Transfers
- Early retirement/premature pensioning
45
Qualification
- Training
- Further education
- Retraining
- Quality circles
- Qualification pool
- Partial leave for
educational completion
- External assignment
46
Work design
- Job enlargement
- Multiple job filling
- Teamwork
- Production islands
- Quality work
- Implementation of
- improvement suggestions
47
Strategic HRM: Definition
-A management process in which the methods and practices of HRM are combined with the strategic
goals of the organization
-Strategic HRM means to give direction to HR work in order to support the overall organizational goals
in a meaningful way
48
Strategic Anchoring and Effects on Outcomes
Corporate strategy --> HR strategy --> HRM functions --> HRM outcomes --> Corporate outcomes --> Financial
outcomes
I --> Environment :
internal context : Size, industry , culture, technology , etc.
External Context: Competition, economic , social, legal
49
HR strategy
-Employer Branding
-Health Management
-Knowledge Management
-Diversity Management
50
HRM functions
-HR Recruiting
-HR Appraisal
-HR Development
-HR Layoffs
51
HRM outcomes
-Engagement
-Commitment
-Motivation
-Skills
52
Corporate outcomes
-Productivity
-Quality
-Customer Satisfaction
53
Financial outcomes
-Profit
-Turnover
-Market share
-Market value
54
Strategic HRM Derived from the corporate strategy
--> Basic strategy of the company
-Expansion (expansion of existing activities)
-Technization (renewal/expansion of technical equipment
- Consolidation (no new activities)
55
Strategic HRM Derived from the corporate strategy
--> Derivations for personnel management
Expansion:
-Development of employee qualifications in the direction of the new activities
-Personnel requirements planning
-Personnel organization
- Personnel search & selection
Technization:
-Qualification for adaptation to technical and social
progress
-Reorganization and restructuring of departments
and positions
Consolidation:
- Preservation of qualifications and adaptation to technological progress
- Career planning/ Succession planning
- Control of turnover
56
Topics of Strategic HRM
-Health Management
-Expatriate Management
-Remote Work/Home Office
-Use of Social Media
-Diversity Management
-Leadership Development
-Knowledge Management
-Employer Branding
57
Strategic HRM - Economic Goal
-Profitability
-Return on equity
-Absenteeism
-Turnover
-Employee quality
-Innovations
58
Strategic HRM - Psycho-social Goals
-Commitment
-Customer orientation
-Employee satisfaction
59
Roles of Strategic HRM- The «Classic» Model of Ulrich
Process - Strategic focus : Strategic Partner
Process - Operational focus: Administrative Expert
Operational focus - Employee: Employee Champion
Strategic focus- Employee : Change Agent
60
Roles of Strategic HRM - Role Definitions According to Ulrich
1. Role
2. outcome
3. Metapher
4. key activity
61
Role : Management of human resources, What are the outcome, metaphor and key activity?
outcome: Implementation of
corporate strategy
Metapher: Strategic partner
Key activity: Adaptation of HR strategy to
corporate strategy
62
Management of the corporate structure, What are the outcome, metaphor and key activity?
outcome: Building a stable infrastructure
Metapher: Administrative expert
Key activity: Restructuring organizational
processes
63
Management of employee contributions, What are the outcome, metaphor and key activity?
outcome: Increased employee commitment
Metapher: Employee champion
Key activity: Providing resources for the
employees
64
Management of the transformation process, What are the outcome, metaphor and key activity?
Outcome: Organizational renewal
Metapher: Change agent
Key activity: Management of transformation and change
65
Roles of Strategic HRM - Barriers
- Short-term focus on current performance
- Inability of the HR department to think strategically
- Lack of recognition for HR contributions
- Problematic measurement of HR results
66
HRM Trends- Selected megatrends in labour
-Globalization & Digitalization
-Knowledge as core factor of production
-Increased flexibility
-Demographic developments
-Health
67
Globalization & Digitalization
Cross-linking of economic processes
International & virtual collaboration
Use of Artifical Intelligence (AI)
68
Knowledge as core factor of production
Lifelong learning
Creativiy and innovation as basis for economic succcess
AI as an accelerator of knowledge and innovation
69
Increased flexibility
Decentralized organizational structures
Personal and mental mobility
Cross-linked competences
70
Demographic developments
Ageing of society
71
Health
Life quality up to old age
72
Career Management: New Career Patterns
see graph
73
Demographic Change Working Time Models: Breathing Working Life - Advantages
- Improvement of the company’s attractiveness
- Motivation for overtime
- Flexibility for employees and the company
- Reduction of personnel costs, decrease in turnover
74
Health Management - Occupational Health Management
is the systematic and goal-oriented management of
all organizational processes which have the aim of maintaining and increasing the health, performance and success of the organization and its employees.
75
Health Management - Factors Influencing Health at the Workplace
- Work content
-Organizational environment
-Organizational context factors
-Social conditions
-Financial conditions
76
Health Management - Levels of Intervention for Occupational Health Management
Behaviour: Development of health-promoting
working methods --> individual
Conditions: Development of health-promotion
working conditions --> structural
=Create the possibility for employees to use and develop the resources to maintain and promote their individual health
