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adm 2337 > ch. 1 > Flashcards

ch. 1 Flashcards

1
Q
  • human resource management (HRM)
A

is the the process of managing human talent to achieve an organizations objectives

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2
Q

◦ risk management involves

A

creating and administering health and safety programs, ensuring health and safety compliance, and other health related matters

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3
Q

HRIS

A

◦ human resources information systems (HRIS) specialist

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4
Q

◦ managers play a key role in …

A

selecting, training, motivating, appraising, and promoting employees

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5
Q
  • many businesses people with great business strategies, business plans, and products and services fail, why?
A

because they do not fully grasp the importance of CRM

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6
Q

◦ human capital -

A

means the economic value of employees knowledge, skills, and capabilities

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7
Q

HRSP

A

Human resource planning society

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8
Q

◦ the main challenge for HR leaders during covid include

A

creating business continuity plans, administrating flexible work arrangements, handling employee communications, supporting employees with issues pertaining to workplace policies, execution of preventive measures, and revisiting preexisting welfare policies

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9
Q
  • six sigma -
A

a set of principals and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement

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10
Q
  • reengineering -
A

the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed

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11
Q
  • downsizing -
A

planned eliminations of jobs

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12
Q
  • outsourcing -
A

contacting out work that was formerly done by employees

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13
Q

change management -

A

is a systematic way of bringing about and managing both organizational changes and changes on the individual level

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14
Q

◦ reactive changes -

A

changes that occur after external forces have already affected performance

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15
Q

◦ proactive changes -

A

changes initiated to take advantage of targeted opportunities

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16
Q

forward thinking compaines

A
  • forward thinking companies promote and develop their HR personal and provide them with key business statistics and numbers they can use to measure the effectiveness of the workforce
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17
Q

what are HR managers responsible for

A

HR managers are responsible for listening to advocating on behalf of employees to make sure their interest are alined with those of the firm and their right s are respected.

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18
Q

‣ globalization -

A

the trend to opening up foreign markets to international trade and investments

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19
Q

examples of companies globalizing

A

◦ partnerships and mergers are another way companies are globalizing

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20
Q

what is GATT

A

general agreement on tariffs and trade (GATT)
‣ the first major trade agreement of the 20th century was made in 1948 after WWII

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21
Q
  • corporate social responsibility (CSR) -
A

the responsibility of the firm to act in the best interest of the people and communities affected by its activities

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22
Q

◦ sustainability -

A

doing business in a way that does as little harm to the environment and depletes as few natural resources as possible
◦ being completely sustainable is nearly impossible but companies are making strides to reduce their “carbon footprints”

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23
Q
  • green human resource management (GHRM) -
A

is a rapidly growing phenomenon and refers to the unification of environmental management and HRM

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24
Q
  • collaborative software -
A

software that allows workers to interface and share information with one another electronically

25
Q

‣ knowledge workers -

A

works whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving

26
Q

human resource information system (HRIS) -

A

a computerized system that provides current and accurate data for purposes of control and decision making

27
Q

HRIS impacts

A
  1. operational
  2. information tech is affecting HRM is relational to nature
  3. transformational in nature, changing the way HR processes are designed and executed
28
Q

‣ traditionally big data is described as

A

the massive amounts of data that are too large for conventional database tools or statistical software to collect, save, manage, and examine

29
Q

also big data is…

A

‣ but also not just large amounts of data but the “smartness” of the data which essentially describes the degree to which longitudinal data can be used for detailed analyses to interpret and forecast behaviour and outcomes

30
Q

◦ workforce (HR) analytics -

A

the process of gathering and analyzing data to improve a firms’s human resources management

31
Q

big data could be useful to

A

use for performance appraisal and management, organizations can track smartphones, computers, or tablets to assess real time performance. it can also evaluate and predict how leadership behaviours and employee attitudes can ensure higher organizational performance and which leadership attributes can ensure higher organizational performance

32
Q
  • furloughing -
A

a situation in which an organization asks or requires employees to take time off for either no pay or reduced pay

33
Q
  • furloughing -drawbacks
A

‣ costs are not cut back as much as they would be with downsizing as employees keep their benefits
‣ other employees that stay on are often resentful and product and service quantity as well as innovation suffer as a result of higher work loads

34
Q

furloughing uses

A

an alternative to downsizing
◦ strategy to avid downsizing and losing talent to competitors

35
Q
  • offshoring
    ◦
A

Offshoring, also referred to as “global sourcing,” involves shifting work to overseas locations.

36
Q

‣ Nearshoring -

A

is the process of moving jobs closer to one’s home country.

37
Q

‣ homeshoring -

A

the process of moving jobs to work from home domestic independent contractors

38
Q
  • employee leasing
A

The process of dismissing employees who are then hired by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees
As an alternative to downsizing, outsourcing, offshoring, and furloughing, many companies, especially small ones, have decided to sign employee leasing agreements with professional employer organizations (PEOs)

39
Q

‣ A PEO

A

professional employer organizations
-typically a larger company -takes over the management of a smaller company’s HR tasks and becomes a coemployer to its employees.
‣ The PEO performs all the HR duties of an employer-hiring, payroll, and performance appraisal.

40
Q
  • Productivity Enhancements
A

the results of pure cost-cutting efforts such as downsizing, furloughing, outsourcing, and employee leasing can be disappointing, however, if managers use them as simple solutions to complex performance problems.

41
Q

◦ gen Z (mid 1990s - ealy 2000)

A

‣ these workers have never known life without smartphones adn social media and they expct ot be trained and managed with digital tools
‣ they are more comfortable with racial, cultural, and sexual diversity then other generations and want to change the world for the better

42
Q

millennial (1972-1992)

A

generally regarded as having good technological know how ad initiative, especially when it comes to startign their own businesses
‣ they are particalrly interested in meaningful work that will improve the world around them
‣ they are interested in work that will improve the world around them
◦

43
Q

gen x (1964-1970)

A

‣ watched their baby boomer parents go through a lot of downsizing
‣ they value job security
‣ they are less likely to think of themselves as being wed to one employer as their parents were
‣ they like challenging rather then repetitive work and dislike supervisors that look over their shoulders

44
Q

◦ The Personal Information Protection and Electronic Documents Act (PIPEDA)

A

is a federal law that deals with the collection, use, and disclosure of personal information

45
Q

line managers

A

non HR managers who are responsible for overseeing the work of other employees

46
Q
  • responsibilities of the HR manager (8)
A
  1. Strategic advice and counsel.
  2. Service.
  3. Policy formulation and implementation.
  4. Employee advocacy.
  5. Business mastery.
  6. HR mastery.
  7. Change mastery.
  8. Personal credibility.
47
Q
  1. Strategic advice and counsel.
A

A. The HR manager often serves as an in-house consultant to supervisors, managers, and executives.
B. Given their knowledge of internal employment issues (policies, labour agreements, past practices, ethics and corporate governance, and the needs of employees), as well as their awareness of external trends (such as economic outlooks, employment data, legal developments, and regulatory issues), HR managers can be an invaluable resource for making decisions.

48
Q
  1. Service.
A

A. HR managers also perform a host of service activities, such as recruiting, selecting, testing, planning and conducting training programs, and hearing employee concerns and complaints.
B. Technical expertise in these areas is essential for HR managers.
C. Moreover, managers must be convinced that HR staff are there to help them increase their productivity rather than to impose obstacles to their goals.

49
Q
  1. Policy formulation and implementation.
A

A. HR managers generally propose and draft new policies or policy revisions to address recurring problems or to prevent anticipated problems.
B. Perhaps more importantly, they are a resource to whom managers can turn for policy interpretation.

50
Q
  1. Employee advocacy.
A

A. One of the enduring roles of HR managers is to serve as an employee advocate-listening to employees’ concerns and representing their needs to managers-to ensure that the interests of employees and the interests of the organization are aligned with one another.
B. Effective employee relations provide a support structure when disruptive changes interfere with workers’ normal daily activities.

51
Q
  1. Business mastery.
A

A. HR professionals need to know the business of their organization thoroughly.
a. This requires an understanding of its economic and financial capabilities so that they can become a key member of the team of business managers to develop the firm’s strategic direction

52
Q
  1. HR mastery.
A

A. HR professionals are the organization’s behavioural science experts.
B. HR professionals should develop expert knowledge in the areas of staffing, development, appraisals, rewards, team building, and communication.

53
Q
  1. Change mastery.
A

A. HR professionals must be able to manage change processes so that their firms’ HR activities are effectively merged with the business needs of their organizations.

54
Q
  1. Personal credibility.
A

A. Like other management professionals, HR professionals must establish personal credibility in the eyes of their internal and external customers.
a. Credibility and trust are earned by developing personal relationships with one’s customers, demonstrating the values of the firm, standing up for one’s own beliefs, and being fair-minded when dealing with others.

55
Q

human resource competency model (4)

A
  1. business mastery
  2. HR mastery
  3. personal credibility
  4. change mastery
56
Q

business mastery

A
  • business acumen
  • customer orientation
  • external relations
56
Q

Personal credibility

A
  • truts
  • personal realtionships
  • lived values
  • courage
56
Q

HR mastery

A
  • staffing
  • performance appraisal
  • rewards system
  • communication
  • organizational design
57
Q

change mastery

A
  • interpersonal skills and influence
  • problem solving skills
  • rewards system
  • innovativeness and creativity

adm 2337 (3 decks)

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