9 - HRM Flashcards
Human Resource Management
The activities that managers perform to plan for, attract, develop and retain an effective workforce
Human capital
The economic or productive potential of employee knowledge, experience and actions
Knowledge worker
Someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labour
Social capital
The economic or productive potential of strong, trusting and co-operative relationships
Strategic human Resource planning
Developing a systematic, comprehensive strategy for 1) Understanding current employee needs 2) predicting future employee needs
Job analysis
To determine, by observation and analysis, the basic elements of a job
Job description
Summarises what the holder of the job does and how and why they do it
Job specification
Describes the minimum qualifications a person must have to perform the job successfully
Human Resource inventory
A report listing your organisation’s employees by name, education, training, languages and other important information
Collective bargaining
Negotiations between Management and employees to try to resolve disputes over compensation, benefits, working conditions and job security.
Workplace discrimination
Occurs when people are hired or promoted - or denied hiring or promotion - for reasons not relevant to the job
Adverse impact
This occurs when an organisation uses an employment practice or procedure that results in an unwanted or negative impact on a group of people
Disparate treatment
Results when employees from protected groups (such as disabled individuals) are intentionally treated differently
Mediation
In mediation, a neutral third party, a mediator listens to both sides in a dispute, makes suggestions and encourages them to agree on a solution
Workplace bullying
Verbal, physical, social or psychological abuse by your employer (or manager) another person or a group of people at work
Sexual harassment
Unwanted sexual attention regardless of whether it is explicit such as touching, or implied through innuendo or stereotypical jokes
Affirmative action
Focuses on achieving equality of opportunity within an organisation
Recruiting
The process of locating and attracting qualified applicants for jobs open in the organisation
Internal recruiting
Making people already employed by the organisation aware of the job openings
Job posting
Placing information about job vacancies and qualifications on bulletin boards, in newsletters and on the intranet
External recruiting
Attracting job applicants from outside the organisation
Realistic job preview (RJP)
Gives a candidate a picture of both positive and negative features of the job and the organisation before he or she is hired
Selection process
Screening job applicants to hire the best candidate
Unstructured interview
Asking probing questions to find out what the applicant is like
Structured interview
Asking all applicants the same questions and comparing their responses to a standardised set of answers
Situational interview
The interviewer focuses on hypothetical situations
Behavioural-description interview
The interviewer explores what applicants have actually done in the past
Employment tests
Legally considered to consist of any procedure used in the employment selection decision process, even applicant forms, interviews and educational requirements
Assessment centre
Where management candidates participate in activities for a few days while being assessed by evaluators
Orientation
Helping the newcomer fit smoothly into the job and the organisation
Training
Educating technical and operational employees in how to better do their current jobs
Development
Educating professionals and managers in the skills they need to do their jobs in the future
Computer-assisted instruction (CAI)
Computers are used to provide additional help or to reduce instructional time
Performance appraisal
1) Assessing an employee’s performance 2) Providing him or her with feedback
Performance Management
The continuous cycle of improving job performance through goal setting, feedback and coaching and rewards and positive re-inforcement
Objective appraisals
(Results appraisals) are based on facts and are often numerical
Subjective appraisals
Are based on a manager’s perception of an employee’s traits or behaviours
Behaviourally anchored ratio scale (BARS)
Rates employee gradations in performance according to scales of specific behaviours
360-degree Assessment (360 degree feedback appraisal)
Employees are appraised not only by their managerial superiors but also by peers, subordinates and sometimes clients
Forced ranking performance review
All employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve
Formal appraisals
Conducted at specific times throughout the year and are based on performance measures that have been established in advance
Informal appraisals
Are conducted on an unscheduled basis and consist of less rigorous indications of employee performance
Compensation
Comprises 1) Wages or salaries 2) Incentives 3) Benefits
Base pay
Consists of the basic wage or salary paid employees in exchange for their labour
Benefits
(Fringe benefits) additional non-monetary forms of compensation
Promotion
Moving an employee to a higher level position
Demoted
When one’s current responsibilities, pay and prerequisites are taken away
Dismissal
When employment is terminated for a variety of either voluntary or involuntary reasons
Transfer
The movement of an employee to a different job with similar responsibility
Disciplined
Being temporarily removed from one’s job or told to stay away from work
Conciliation
The conciliators may be a fair work conciliator, lawyer or specialist in conflict resolution or labour matters. The conciliator meets with both parties independently and focuses on concessions to assist the parties to resolve the dispute
Arbitration
In arbitration, a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that will bind the parties
Labour unions
Organisations of employees formed to protect and advance their members’ interests by bargaining with management over job-related issues.
Grievance
A complaint by an employee that Management has violated the terms of the labour management agreement
