Organization II Flashcards
(236 cards)
1
Q
Reasons for Talent Pools
A
Strategic business planning. When talent management is carefully aligned with long-term business and strategic planning, the organization can develop a well-planned approach to giving employees who have specific skill sets the developmental experiences they need to prepare them for the future.
2
Q
Reasons for Talent Pools
A
Can be used to help organizations identify and recognize the value of solid performers - those individuals who keep the organization running on a daily basis but are not typically singled out for recognition
3
Q
Reasons for Talent Pools
A
May aid in clarifying or guiding compensation decisions to be sure key talent are rewarded and motivated.
4
Q
Developing talent management programs
A
- anticipate future staffing needs via workforce planning
- Develop a positive workplace culture
- Devise effective and efficient recruitment, orientation, and onboarding programs.
- Create systems to attract talent (advertising, career fairs)
5
Q
Developing talent management programs
A
- Study retention through turnover data, attitude surveys, exit interviews
- Put a formal retention plan in place
- identify and develop future leaders and other critical talent.
- Create succession and replacement plans
6
Q
Succession Planning
A
An important talent management strategy to help identify and foster the development of high-potential employees. The goal is to “keep talent in the pipeline” and have people in place for future roles in the organization
7
Q
Replacement Planning
A
Concentrates on immediate needs and a “snapshot” assessment of the availability of qualified backups for individuals in key positions.
8
Q
7 components of a successful succession plan
A
- Visible support from senior leadership and all members of top management
- Clearly defined leadership criteria
- Defined plan to find, retain, and motivate future leaders and high-potential employees
- Simple-easy to follow, measurable process
9
Q
7 components of a successful succession plan
A
- use of succession planning to reinforce organizational culture
- Process that focuses heavily but no exclusively on leadership development
- Process that is a real organizational priority
10
Q
Knowledge management
A
Process of creating, acquiring, sharing, and managing knowledge to augment individual and organizational performance.
11
Q
Knowledge management programs typically focus on two key elements
A
- Expertise sharing and organizational learning
2. Knowledge retention and the reduction of knowledge loss due to employee attrition
12
Q
Steps to formal knowledge management systems: Step 1 - Inventory knowledge assets
A
Collection of tangible assets, which includes white papers, proposals, presentations, business and marketing plans, and growth and expansion plans. (connections and lists of employees with specific skills, experiences, and assignment responsibilities)
13
Q
Steps to formal knowledge management systems: Step 2 - Create a knowledge repository and directory
A
Typically, an organization’s library or knowledge repository is available over its intranet or through a dedicated application.
14
Q
Steps to formal knowledge management systems: Step 3 - Encourage system use
A
Implementing communication, training, and other processes designed to ensure cultural applicability and overall acceptance of the system.
15
Q
Steps to formal knowledge management systems: Step 4 - update the system
A
While keeping the database up to date often represents a challenge for the organization, continuous updates are essential to ensure the integrity and credibility of the system.
16
Q
International Labour Organization (ILO)
A
Capture key issues related to employee rights. They are accepted as standards by other international groups.
17
Q
International Lobour Organization (ILO)
A
Shape policies and programs related to four strategic objectives:
- Promote rights at work
- Encourage decent employment opportunities
- Enhance social protection
- strengthen dialogue on work-related issues
18
Q
The ILO has identified 8 labor standards
A
- “Freedom of Association and Protection of the Right to Organize” (1948), prohibiting interference from public authorities and the requirement of authorization by employers.
19
Q
The ILO has identified 8 labor standards
A
- “Right to Organize and Collective Bargaining” (1949), protecting workers from retaliation and obligating employers to negotiate with unions
20
Q
The ILO has identified 8 labor standards
A
- “Forced Labor” (1930), prohibiting forced and compulsory labor, except for military service, prison, and emergencies (war, natural disaster)
21
Q
The ILO has identified 8 labor standards
A
- “Abolition of Forced Labor” (1959), prohibiting forced labor as a means of political coercion or punishment, retaliation for strikes, workforce mobilization, labor discipline, and discrimination.
22
Q
The ILO has identified 8 labor standards
A
- “Minimum Age” (1973), prohibiting the hiring of children too young to have completed compulsory schooling and limiting employment in hazardous work those 18 and over
23
Q
The ILO has identified 8 labor standards
A
- “Worst Forms of Child Labor” (1999), prohibiting any work likely to be harmful to the health, safety, and morals of children
24
Q
The ILO has identified 8 labor standards
A
- “Equal remuneration” (1951), requiring equal pay and benefits for men and women
25
The ILO has identified 8 labor standards
8. "Discrimination" (1958), prohibiting discrimination in hiring, training, and working conditions and requiring employers to promote equality of opportunity and treatment
26
UN General Assembly in 2000, UN Global Compact
Is a policy framework designed to help businesses develop, implement, and disclose policies and practices that meet sustainable goals int he areas of human rights, labor; the environment, and anticorruption
27
The UN Global Compact has 10 principles, 7 which have direct relevance to HR
1. Support and respect the protection of internationally proclaimed human rights.
2. Make sure that they are not complicit in human rights abuses
28
The UN Global Compact has 10 principles, 7 which have direct relevance to HR
3. Uphold the freedom of association and the effective recognition of the right to collective bargaining
4. Uphold the elimination of all forms of forced and compulsory labor
29
The UN Global Compact has 10 principles, 7 which have direct relevance to HR
5. Uphold the effective abolition of child labor
6. Uphold the elimination of discrimination in respect of employment and occupation
7. Work against corruption in all its forms, including extortion and bribery.
30
Organisation for Economic Co-operation and Development (OECD)
To help both member and nonmember countries address globalization issues by researching and promoting changed in environmental, social, and economic policy. It issues the "Guildelines for Multinational Enterprises", Guideline V focuses on "Employment and Industrial Relations"
31
Rights of the employer
They have the right to protect the organization's assets from damage (from theft or loss of reputation), and they have the right to benefit from work performed by employees, unless contracts define other arrangements
32
Intellectual Property (IP)
Is the ownership of innovation by an individual or business enterprise. IP includes patented, trademarked, or copyrighted property, such as inventions and processes, graphical images and logos, names, indications of geographic origin, architectural designs, artistic work
33
Intellectual Property (IP)
Includes trade secrets and proprietary or confidential information that are not specifically protected under patent, trademark, and copyright law. Examples: Secret recipes, lists of customers or prices, employee work product, and financial information
34
Employment at-will (EAW)
Employers have the right at any time, with or without prior notice, to hire, fire, demote, or promote whomever they choose for no reason or any reason. Similarly, employees have the right to quit a job at any time for any reason, with or without prior notice.
35
Public policy exemptions
Employees may not be fired without cause if this would violate state or federal laws. Example, an employee cannot be fired for talking to other employees about work conditions, forming a union, or whistleblowing.
36
Implied contract exemptions
Implied contracts are difficult to prove but can be created through certain employer actions, promises, or statements made by individuals or the organization as a whole.
37
Covenant of good faith and fair dealing exemption
This applies in only a few states. It restricts actions that are seen as unjust or malicious.
38
An organization's employee relations (ER) strategy should include
1. Alignment with the organizational strategy, showing how the ER strategy will help the organization achieve its long-term goals.
39
An organization's employee relations (ER) strategy should include
2. Alignment with employment laws and business practices.
40
An organization's employee relations (ER) strategy should include
3. A vision describing the type of workplace culture the leaders hope to create
41
An organization's employee relations (ER) strategy should include
4. The values upon which the strategy is built - Respect, teamwork, mindfulness of strategically defined issues such as customer focus, quality improvement, or safety.
42
An organization's employee relations (ER) strategy should include
5. Strategic goals:
Develop a constructive and compliant relationship with labor organizations in the workplace.
Implement communication plans that enable timely sharing of critical information or facilitate early resolution of ER issues.
43
An organization's employee relations (ER) strategy should include
6. Strategic initiatives (a set of action plans to achieve the organization's goals)
44
Tips for creating effective employee handbooks
1. Align your handbook with local laws and regulations. Example: statement that the handbook does not create a contract is necessary in the U.S. to maintain an at-will employment relationship
45
Tips for creating effective employee handbooks
3. Focus on policy-related procedures
| 4. Include procedures for reporting and/or resolving policy and work rule violations.
46
Tips for creating effective employee handbooks
5. Be realistic in expectations.
| 6. keep it short, comprehensible to the average reader, and unambiguous.
47
What is one of the core labor standards of the International Labour Organization (ILO)
Minimum working age
48
What is a generally recognized employer right?
Control of intellectual property
49
Labor Relations
Refers to the way organizations manage their relationships with employees as a collective group rather than individually. Involves 3rd parties ( labor/trade unions, works councils, and professional associations)
50
Labor or trade union
A group of workers who coordinate their activities to achieve common goals (better wages, hours, or working conditions;job security;training)
51
Briscoe, Schuler, and Claus identify 6 characteristics that HR professionals should try to identify in labor groups with whom their organizations interact
1. Level at which bargaining occurs- Is the employer bargaining individually or as part of an industry association? Is the Union representing an enterprise or an entire industry?
52
Briscoe, Schuler, and Claus identify 6 characteristics that HR professionals should try to identify in labor groups with whom their organizations interact
2. Focus of bargaining topics- What is considered a fair topic for labor negations?
53
Briscoe, Schuler, and Claus identify 6 characteristics that HR professionals should try to identify in labor groups with whom their organizations interact
3. Union penetration or density- These terms refer to the percentage of workers that belong to a union. There is not always a direct relationship between the number of members a union has and its ability to shape agreements, employees may not be part of union, but covered under collective bargaining
54
Briscoe, Schuler, and Claus identify 6 characteristics that HR professionals should try to identify in labor groups with whom their organizations interact
4. Membership- Ex: Do employees join a union as individual members, such as trade union for skilled workers? or or membership aligned with employment by a specific organization?
55
Briscoe, Schuler, and Claus identify 6 characteristics that HR professionals should try to identify in labor groups with whom their organizations interact
5. Relationship with management - Is the relationship historically stormy or more cooperative?
56
Briscoe, Schuler, and Claus identify 6 characteristics that HR professionals should try to identify in labor groups with whom their organizations interact
6. Role government will play - How likely is the government to become involved in the labor relationship? What may trigger its intervention?
57
The World Federation of Trade Unions (WFTU)
Previously composed of unions from Communist countries but now focuses on unionization in developing countries.
58
The International Trade Union Confederation (ITUC)
Largest union federation. Focuses on promoting international cooperation among trade unions and global campaigning and advocacy within global institutions.
59
The UNI Global Union
Founded in 2000 to represent service-sector employees around the world. Includes 900 affiliated unions located in 150 countries. It has negotiated directly with global employers to secure workers' rights in Africa, the Americas, Asia-Pacific, and Europe.
60
International Framework agreements (IFAs) are negotiated between unions, global union federations (GUFs), and multinational enterprises
The enterprises commit to core labor standards, and the GUFs ( include international textile, garment and leather workers federation and the transport workers federation) can help maintain the agreement by negotiating proactively or calling public attention to a violation.
61
Collective Bargaining
The process by which management and union representatives negotiate the employment conditions for a particular bargaining unit. Bargaining covers items such as wages, benefits, and working conditions.
62
Mediation (AKA Conciliation)
A method of nonbinding dispute resolution involving a third party who tries to help the disputing parties reach a mutually agreeable decision. Aimed at keeping labor and management negotiators talking so they can voluntarily reach a settlement. Mediators have no power to compel the two parties to reach an agreement. Instead, they seek to find common ground and persuade the parties that it is in their best interest to reach an agreement without resorting to a strike.
63
Arbitration
Negotiated procedure in which labor and management agree to submit disputes to an impartial third party and abide by the arbitrator's decision. More informal than court proceedings. As a result it focuses on key issues and resolve disputes faster than litigation.
64
Employee grievance process
Step 1: Immediate supervisor - Employees who feel mistreated or think their contract rights have been violated file a grievance with the immediate supervisor. Supervisors and union representatives or stewards can work together to solve the problem. if the union representative agrees that no valid grievance has occurred the process ends.
65
Employee grievance process
Step 2: Next level - If problem can't be solved by employee supervisor, and union rep then formal written grievance proceeds to next level. Employee is not present and is represented by the union.
66
Employee grievance process
Higher-level management- Member of the union greivance committee or rep form union is involved
67
Employee grievance process
Third-party determination- A neutral outside arbitrator may be called to settle issue. Highest levels of each side are represented.
68
Work councils
Are permanent bodies composed of workforce members that represent employees, generally on a local or organizational level.
69
Work councils primary focus
Information and consultation- to receive from employers and to convey to employees information that might affect the workforce and the health of the enterprise.
70
There are no works councils in the U.S. because they are seen as violations of section 8(a)(2) of the National Labor Relations Act, which prohibits company-dominated unions
Work councils not allowed in U.S.
71
Codetermination
A form of corporate governance that requires a two-tiered corporate board structure-a typical management board and a supervisory board-that allows management and employees to participate in strategic decision making.
72
3 models of codetermination
Dual system: in addition to the typical management board, there is a supervisory board. Depending on the size of the employer, as many as half of the supervisory board members may be workers.
73
3 models of codetermination
Dual System: Bc this supervisory board has the authority to accept or reject the management board's decisions, organizations are essentially prohibited from implementing workplace changes without employee consent.
74
3 models of codetermination
Single-Tier System: There is only one board of directors, but employee representatives are included as members.
75
3 models of codetermination
Mixed system: Employee representatives are included, but they are only advisors (in a nonvoting capacity)
76
What is a critical characteristic of a labor union?
Authority to negotiate for working terms and conditions
77
What does the term "union density" mean?
Percentage of workers that belong to a union
78
How have trade unions reacted to the trend of globalization?
Networking with unions in other countries
79
What is the surest tactic in a union avoidance policy?
Removing the appeal of unionization
80
Which action best supports labor-management cooperation?
Be proactive in addressing common sources of grievances.
81
A global organization has created a highly integrated development and delivery process that requires alignment of all its national subsidiaries. What labor relations strategy would be most effective for them?
Strategic Planning
82
How is collective bargaining conducted?
Bargaining may occur at a national level with groups of employers and groups of unions.
83
An employer and its union are at an impasse on a new contract. What form of contract resolution will use a third party to make decision that both sides must agree to?
Arbitration
84
An employee complains to a supervisor that a recent promotion violated the union contract's seniority guidelines. What will happen next under the contract's formal grievance process?
The supervisor may work with a union steward to resolve the issue.
85
What is the primary function of a works council?
Facilitating exchange of information and consultation
86
What is codetermination
Participation of employee representatives in setting business strategy.
87
What is tripartism?
Collaboration of government, employers, and unions in labor negotiations
88
Industrial action
Includes various forms of collective employee actions taken to protest work conditions or employer actions.
89
Actions can be undertaken by unions for a number of reasons:
Call for increased wages and benefits.
90
Actions can be undertaken by unions for a number of reasons:
To call attention to violations of contract terms, unfair treatment, unfair labor practices, or poor working conditions
91
Actions can be undertaken by unions for a number of reasons:
To protest proposed changes in work rules, such as how promotions or grievances are handled or work schedules are made.
92
Actions can be undertaken by unions for a number of reasons:
To protest the way in which workers are identified for retention or termination during a downsizing.
93
Actions can be undertaken by unions for a number of reasons:
To pressure an employer to negotiate a contract.
94
Actions can be undertaken by unions for a number of reasons:
To resist a proposed contract perceived as unfair (perhaps because it contains "clawback" provisions that will result in economic loss to employees)
95
Actions can be undertaken by unions for a number of reasons:
To compete with other unions for the right to represent workers.
96
Sympathy strike
Action taken in support of another union that is striking the employer. Contracts may include provisions prohibiting sympathy strikes.
97
Wildcat strike
Work stoppages at union contract operations that have not been sanctioned by the union.
98
Secondary action or boycott
Attempt by a union to influence an employer by putting pressure on another employer- for example a supplier
99
Work-to-rule
Situation in which workers slow processes by performing tasks exactly to specifications or according to job or task descriptions
100
Picketing
positioning of employees at the place of work targeted for the action for the purpose of protest. no work stoppage.
101
A lockout occurs when an employer shuts down operations to prevent employees from working.
Employer may also voluntarily stop work.
102
HR works with management and other functions to prepare strategies to mitigate the effects of a strike
1. Training managers to identify and reports signs of union strike campaigns and employee/union unfair labor practices.
103
HR works with management and other functions to prepare strategies to mitigate the effects of a strike
2. Organizing and training managers to take the place of workers
104
HR works with management and other functions to prepare strategies to mitigate the effects of a strike
3. Identifying and arranging for contingent workers if using replacement workers is legal
105
HR works with management and other functions to prepare strategies to mitigate the effects of a strike
4. Educating managers and supervisors about what they can and cannot do, thus helping avoid unfair labor practices.
106
Unfair labor practice (ULP)
Is a violation of employee rights as defined in a country's labor statutes. Example: Interfering with an employee's speech about organizing is an employer ULP that occurs without the presence of a union.
107
Employer ULPs
Bribing employees not to vote for or join a union or eliminating or threatening to eliminate jobs in some manner.
108
Employer ULPs
Discriminating among workers based on union membership, either to discourage or require membership, or based on employee complaints
109
Employer ULPs
Refusing to bargain with a recognized union or provide information material to negotiations.
110
Employer ULPs
Refusing to enforce contract provisions
111
Employer ULPs
Controlling or intervening in a union operations
112
Employee/ Union ULPs
Interfering with freedom of speech or coercing or fining employees
113
Employee/ Union ULPs
Failing to respond to member complaints
114
Employee/ Union ULPs
Refusing to bargain in good faith
115
Employee/ Union ULPs
Requiring unreasonable or discriminatory membership fees
116
Employee/ Union ULPs
Directing prohibited work actions
117
What type of action might a sympathy strike involve?
Union employees refuse to work on components to be used by another company whose employees are currently on strike.
118
How can an HR professional best help an organization prevent a union strike?
Improve manager and supervisor communication skills.
119
What is an unfair labor practice (ULP)?
Violation of labor law
120
What situation illustrates an employer ULP?
Management repeatedly delays providing the union contract-related information
121
What situation illustrates an employee ULP?
A group of employees ostracize a coworker who did not participate in a recent work action.
122
Common approach to conflict management includes
```
Listening
agreeing on goals
focusing on issues and facts rather than personalities
considering all perspectives
Exploring alternatives together
Reaching agreement on next steps
```
123
One-on-one Resolution
Technique focuses on training employees to resolve their own conflicts and managers/supervisors to listen and focus on problem solving
124
Third-party Resolution, Alternative Dispute Resolution (ADR)
Uses an intermediary to create solutions and dispel conflict.
125
Forms of ADR: Open-door policy
Encourages employees to meet with an immediate supervisor or manager to discuss workplace problems; seen as preventive ADR
126
Forms of ADR: Ombudsperson
Designates a neutral third party (From either inside or outside the organization) to investigate employee complaints confidentially and help mediate disputes.
127
Forms of ADR: Single designated officer
Identifies a specific individual chosen by senior management to conduct investigations and dispute resolution.
128
Forms of ADR: Chosen officer
Permits an employee to select an arbitrator from a group of individuals.
129
Forms of ADR: Peer review
Establishes a panel of employees (or employees and managers) trained to work together to hear and resolve employee complaints.
130
Forms of ADR: Mediation
Uses a neutral third person trained in mediation technique to help both sides assess the strengths and weaknesses of their positions.
131
Forms of ADR: Arbitration
Submits disputes to one or more impartial persons who listen to both and make a final determination.
132
To prevent retaliation, employers should take the following steps:
1. Adopt and disseminate a strong antiretaliation policy. Separate from the antidiscrimintation and antiharassment policies.
133
To prevent retaliation, employers should take the following steps:
2. Inform the employees about the process for reporting alleged retaliation. The organization's antiretaliation policy should state to whom employees report retaliation.
134
To prevent retaliation, employers should take the following steps:
Train managers on retaliation. Individuals accused of discrimination or other unlawful behavior may lash out at the accuser or witnesses.
135
To prevent retaliation, employers should take the following steps:
Remind supervisors of the organization's policy. Make sure that supervisors who are accused of discrimination understand the organization's policy prohibiting retaliation against complainants or witnesses.
136
To prevent retaliation, employers should take the following steps:
Monitor the treatment of employees. Monitor the treatment of employees who have made complaints or provided information related to complaints to ensure that they are not subjected to retaliation.
137
To prevent retaliation, employers should take the following steps:
Investigate allegations and take corrective action if necessary. Investigate allegations of retaliation and take prompt corrective action when retaliation occurs.
138
Conducting an investigation: Ensure confidentiality
The employer should explain to those involved in the complaint that all information will be kept confidential to the extent possible in an investigation.
139
Conducting an investigation: Provide protection
Provide interim protection against continued harassment or retaliation. This may require voluntary changes of schedule, leaves, or transfers.
140
Conducting an investigation: Select the investigator
This individual should be able to work objectively and should have experience in investigation and knowledge of the law in this area.
141
Conducting an investigation: Create a plan
Develop a plan for gathering evidence and conducting interviews.
142
Conducting an investigation: Develop interview questions
Questions should be designed to encourage communication and focus on critical points
143
Conducting an investigation: Conduct interviews
The investigator should never offer opinions and should maintain objectively. Observations should be recorded. Follow-up questions will be important in gathering evidence.
144
Conducting an investigation: Make a decision
After a thorough gathering of evidence, the investigator recommends action based on the evidence and the organization's policies and processes.
145
Conducting an investigation: Close the investigation
Communicate the decision to the complainant and the accused. Make sure that the complainant feels comfortable about returning to work.
146
Conducting an investigation: Develop written summary of investigation results
Report should document both what investigatory actions were taken and what information was collected. Relevant policies should be cited. Conclusions should be described as well as employer actions taken as a result of the investigation.
147
Preventative measures to minimize the need for disciplinary action
1. Review codes of conduct before implementing them: HR can identify obstacles and adjust work environment or code expectations
148
Preventative measures to minimize the need for disciplinary action
Set clear expectations: Employees and managers need to have the same expectations. Job descriptions need more detail and level at which he or she needs to perform.
149
Preventative measures to minimize the need for disciplinary action
Behave consistently: Actions and decisions should be based on policies, procedures, and work rules.
150
Preventative measures to minimize the need for disciplinary action
Establish a climate of communication: Establishing and supporting an ongoing climate of two-way communication between employee and supervisor is critical.
151
Preventative measures to minimize the need for disciplinary action
Maintain an open-door policy: Bottom-to-top communication can be further enhanced through an open-door policy
152
Tests of due process disciplining employees
1. An employee is informed of the employer's expectations and the process and consequences attached to failure to meet those expectations.
153
Tests of due process disciplining employees
2.The discplinary actions are consistent and predictable
154
Tests of due process disciplining employees
3.The employer's decision is based on factual evidence
155
Tests of due process disciplining employees
4.The employee has a right to question the evidence and defend himself or herself.
156
Tests of due process disciplining employees
5. The employee has a right to appeal the discplinary decision.
157
Tests of due process disciplining employees
6.A constructive discipline process is used.
158
Tests of due process disciplining employees
7. The employee is considered as an individual.
159
Typical sequence of constructive disciplinary actions
1. Problem-solving session and open dialogue: It is advisable to have the discussion as soon as possible after becoming aware of the problem. The goal is to resolve the problem before it worsens
160
Typical sequence of constructive disciplinary actions
2. First formal warning: An official, formal warning should first be made orally or in writing, according to local business practices and legal requirements. Clear expectations should be presented to employee
161
Typical sequence of constructive disciplinary actions
3. Second Warning: If the employee fails to correct the problematic behavior or commits another infraction, another warning may be issued. A copy of the warning with employee's signature should be kept in personnel files
162
Typical sequence of constructive disciplinary actions
4. Final Warning: Disciplinary time off or suspension may be with or without pay.
163
Typical sequence of constructive disciplinary actions
5. Discharge or termination: Discharge is the last resort, used for repeated occurrences or severe violations.
164
Terminating employment for discipline reasons
1. It is prudent for an employer to never terminate on the spot even if the employee has seemingly made a dischargeable offense. First complete a thorough and objective investigation.
165
Terminating employment for discipline reasons
Always review investigation thoroughly to make sure all is complete and accurate. Make sure that discipline is consistent with other similar situations.
166
Why is it important for organizations to manage conflicts with employees
To sustain trust among all employees
167
.An organization refers cases of serious employee infractions to a group of employees who are trained in due process. What alternative dispute resolution technique is the organization using
Peer review
168
What is the current state of resolution of employee complaints through third parties, such as labor tribunals and agencies?
Agencies can be pro-employer in some countries and pro-employee in others
169
What is the best definition of constructive discipline?
Imposes increasingly severe penalties for each violation
170
Information Management
The use of technology to collect, process, and condense information with a goal of efficient management of information as an organizational resource.
171
Challenges for organizations in how they manage information and knowledge
Complexity. Technology has introduced the era of big data. Big data refers to very large sets of dissimilar data.
172
Challenges for organizations in how they manage information and knowledge
Openness encourages innovation and collaboration but it required transparency and access. Transparency risks loss of privacy and data security.
173
Real time.
users are accustomed to interactions that occur in real time. Example: customer places an order online. the transaction is created at that time, not later that day.
174
HR needs to expand and improve what it knows,
1: Collecting new data. New data collection about when, where, and how employees do their jobs to provide business process insights, reduce errors, and increase efficiencies.
175
HR needs to expand and improve what it knows,
2. using existing data more effectively: To better understand employee engagement and motivation and why employees do what they do.
176
HR needs to expand and improve what it knows,
Better strategic analysis: Mapping how information flows in organizations and the relationships that people rely on to do their work.
177
Data analytics
Process of studying data to detect patterns and relationships that can be used to make predictions and improve decisions.
178
Analytics have the potential to improve individual and organizational performance because they
1.Embed workforce intelligence as a cornerstone in management decision making.
179
Analytics have the potential to improve individual and organizational performance because they
2. Improve workforce planning and forecasting
3. Shorten recruiting cycles
4. Reduce recruiting and separation costs
5. Retain critical talent.
6. Drive succession planning
180
Human capital analytics: comprehensive employee database
Track skills and performance
181
Human capital analytics Critical talent management
The use of analytics to identify key segments of employees (high performers, high potentials, pivotal workforces)
182
Human capital analytics Differentiated actions to focus HR investments
Manage critical workforce segments accordingly
183
Human capital analytics: Customized employee value proprosition
use of analytics to predict employee preferences and behaviors and tailor HR practices to attract and retain valuable talent.
184
Human capital analytics: Sophisticated workforce planning
Causal models and the identification of leading indicators to anticipate talent requirements and align provide with organizational requirements
185
Human capital analytics. Real-time talent supply chain
Where processes rapidly adapt to meet changing conditions, objectives, and competitve threats and provide the best possible mix of skills and talent supply
186
Business process integration
Also referred to as business to business integration. Uses technology to integrate, automate, and optimize business processes internally and with trusted external partners.
187
E-procurement
refers to the use of electronic communications and transaction processing when buying supplies and services
188
Software as a service (SaaS)
Software that is owned, delivered, and managed remotely by one or more providers. Software is delivered over the internet, rather than installed on a computer, to contracted customers at any time, on a pay-for-use basis or as a subscription based on use metrics.
189
Cloud computing
Scalable IT-enabled capabilities are delivered as a service using Internet technologies.
190
Technology Service Delivery Options: License
Client buys a license and implements and customizes software; pays vendor for ongoing support
191
Technology Service Delivery Options: SaaS
Built for multi-tenancy- all clients share one instance of software. Vendor owns or leases hardware and manages security and upgrades; client own business process and accesses application via internet or subscription.
192
Technology Service Delivery Options: Outsourcing
Entire business process is managed by vendor.
193
service-level agreement (SLA)
Part of a service contract where the service expectations are formally defined.
194
What is the major challenge of a "big data" approach to data collection?
Processing
195
For what type of problem is data analytics most useful to HR?
Allocating limited resources
196
An important characteristic of SaaS is that software is
utilized or subscribed as a pay-per use or pay-as-you-go service.
197
Enterprise resouce planning (ERP) system
An ERP contains a shared database, common tools, and function-specific software applications that are integrated.
198
Benefits of an ERP
Able to share data through a common database, the data is usually more current, and the user interface has a common and familar look across functions.
199
use multiple smaller systems supporting a different HR function
Best of breed
200
Approaches to deliver technology
1. On-premise- The organization purchases and installs hardware and software on internal machines, supported by internal IT staff.
201
Approaches to deliver technology
Hosted- Applications are purchased and installed for the organization, but they are located at the vendor's site and supported by external IT staff
202
Approaches to deliver technology
Software as a service-The organization subscribes to software that is developed and deployed remotely over the internet and accessed via a web browser.
203
HR Portals
provide a single, targeted, and often customized entry point via the internet for each employee (and increasingly, each job applicant) to access resources, applications, and data relevant to his or her own personal situation
204
Database
Data structure that stores organized information.
205
Database management system (DBMS)
encompasses a variety of software applications and electronically manages the stored data. Core DBMS functionality includes updates, deletions, data integrity, security, backup and recovery capabilities, user queries, and report generation.
206
Encryption
The conversion of data into a format that protects or hides its natural presentation or intended meaning.
207
HTTP stands for Hypertext Transfer Protocol
Computer formatting language used by most web browsers to connect the user's application to other layers of communication software.
208
Key points of HRIS design and implementation
1. It is a process that will take a team of individuals substantial time to complete
209
Key points of HRIS design and implementation
2. Examine the key issues and achieve organizational goals for the implementation
210
Steps in HRIS implementation involve:
1. Assessing organizational needs- to determine requirements.
211
Steps in HRIS implementation involve:
2. Assessing the project parameters-to identify constraints such as budget, technology (organization's tech limitations, and time.
212
Steps in HRIS implementation involve:
3. Evaluating available packages against needs and parameters.
213
Steps in HRIS implementation involve:
4. Selecting a project committee and implementation team- to gather stakeholder input beyond HR.
214
Steps in HRIS implementation involve:
5. Identifying vendor requirements
215
Steps in HRIS implementation involve:
6. Soliciting vendors
216
Steps in HRIS implementation involve:
7. Screening qualified vendors
217
Steps in HRIS implementation involve:
8. Inviting vendors to present their capabilities
218
Steps in HRIS implementation involve:
9. Choosing between the finalists
219
Continuous integration approach
HRIS components are integrated as they are developed into multiple mini-versions of the HRIS system.
220
"Big Bang" Approach
All components are integrated simultaneously, after which everything is tested as a whole.
221
Which statement BEST describes a portal
Entrance to web-based content.
222
Groupware
An umbrella term for specialized collaborative software applications.
223
Groupware options
1. Teleconferencing: Requires only a telephone and a telephone connection
224
Groupware options
2. Videoconferencing:Two or more locations interact via two-way video and audio transmissions simultaneously
225
Groupware options
3. Webconferencing: Real-time interactions that take place over the integrated audio and video, chat tools, and application sharing. ability to centrally control the simultaneous presentation of text, graphics, images, and video on every participant's screen from one location.
226
Groupware options
Telepresence: Uses technology to provide a conferencing experience that is closest to an in-person experience.
227
Loss expectancy
An example of a quantitative assessment approach.
228
Single loss expectancy (SLE)
Is the expected monetary loss every time a risk occurs. It involves the asset value (AV) and an exposure factor (EF) and is expressed by the following formula:
SLE= V X EF
229
Annualized loss expectancy (ALE)
Is the expected monetary loss for an asset due to a risk over a one-year period. It involves SLE and an annualized rate of occurrence (ARO) and is represented by the following formula:
ALE=SLEXARO
230
Moral hazard risk
When one party engages in risky behavior knowing that it is protected against the risk because another party will incur any resulting loss.
231
Moral hazard example
Insurance, can have the unintended consequence of creating moral hazard by incentivizing people to act more recklessly than they would have had they not had insurance.
232
Moral hazard example
1. A manager under-reports workplace accidents to earn an incentive.
2. Employees overuse an organization's health benefits, causing an increase in the plan's premiums the following year.
233
Principal-agent problem
The problem arises when an agent (an employee) make decisions or takes actions on behalf of a principal (an employer or owner) but has personal incentives that may not align with those of the principal
234
Conflict of interest
In which a person or organization has the potential to be influenced by two opposing sets of incentives
235
Examples of conflict of interest
An employee selects a vendor company owned by a personal friend.
An employee is directly supervised by his or her spouse.
236
FA13, Section 1 Progress check
left off
