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BUSN 3350 > Ch 1: The Strategic Role of Human Resources Management > Flashcards

Ch 1: The Strategic Role of Human Resources Management Flashcards

1
Q

what is an organization?

A

a group of people with formally assigned roles who work together to achieve the organization’s goals

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2
Q

what do managers do?

A
  • accomplishes the organization’s goals by managing the efforts of the organization’s people
  • perform management process of planning, organizing, staffing, leading, and controlling
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3
Q

describe human resources management (HRM)

A

management of people in organizations to drive successful organizational performance and achievement of organization’s strategic goals

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4
Q

what is human resource management responsible for?

A
  • finding and hiring the best individuals available
  • developing their talent
  • creating a productive work environment
  • continually building and monitoring the human assets
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5
Q

what is a stretegic plan?

A

how the company will match internal strengths and weaknesses with external opportunities and threats to maintain a competitive position

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6
Q

what is a strategy?

A

course of action a company pursues to achieve its strategic aims

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7
Q

what is stretegic management?

A

the process of identifyinf and exectuting the strategic plan

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8
Q

what is human capital?

A

the knowledge, education, training, skills, and expertise of an organization’s workforce

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9
Q

what does knowledge-based economy require?

A

acquisition and development of superior human capital for profitability and success

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10
Q

what does high performance HR practices have?

A

a positive relationship with productivity and financial performance

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11
Q

what are some mistakes managers don’t want to make?

A
  • hire the wrong person for the job
  • experience high turnover
  • have employees work below performance expectations
  • waste time with useless interviews
  • face discrimination lawsuits
  • pay unfair salaries relative to peers in the organization
  • allow lack of training to undermine effectiveness
  • commit any unfair labour practices
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12
Q

what were set up by the 1900s?

A

“hiring offices”, training programs, and factory schools

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13
Q

what expanded the role of HR in the 1930s?

A

union laws

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14
Q

what made employers more reliant of personnel management in the 1970s and 1980s?

A

equity-oriented laws

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15
Q

what made gaining competitive edge through engaged employees increasingly important in the 1980s?

A

globalization

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16
Q

what resulted in outsourcing many operational HR activities in the 1980s and 1990s?

A

technological advances

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17
Q

what are the roles of the senior manager?

A
  • highlight core job requirements found in non-HR roles
  • evidence that HR skills permeate throughout the organization
  • all managers need basics of HR management skills
18
Q

what does the new HR manager do?

A
  • defends HR plans in measurable terms
  • understands strategic planning, marketing, production, and finance
  • implements organizational changes
  • drives employee engagement
  • redesigns organizational structures and work processes
  • serves as subject-matter expert or in-house consultants
  • needs to have broad-based business knowledge and skills
19
Q

what are other HR configurations in use today?

A
  • transactional HR teams
  • embedded HR teams
  • relationship managers
  • centres of expertise
20
Q

what is the purpose of evidence-based HRM?

A
  • make decisions based on data, facts, analytics, scientific rigour, critical evaluation, and research
    • using the best-available evidence in making decisions
  • make the value and impact of human capital and HRM practices
    • use metrics to measure activities and results
    • provide critical information that can be linked to organizational outcomes such as productivity, market share, and profits
21
Q

what are strategy maps?

A

summarizes how each depertment’s performance contributes to achieving the company’s overall strategic goals

22
Q

what is the purpose of a balanced scorecard?

A
  • translates the organization’s strategy into a comprehensive set of performance measures
  • financial measures tell the results of actions already taken
  • operational measures drive future performance
  • balance long-term and shorter, actions related to financial results, customers, business processes, and human capital management
23
Q

what is a digital dashboard?

A

presents managers with desktop graphs and charts, showing a computerized picture of how the company is doing

24
Q

what are characteristics of a profession?

A
  • common body of knowledge
  • benchmarked performance standards
  • representative professional association
  • external perception as a professional
  • code of ethics
  • required training credentials
  • ongoing skills development
  • maintenance of professional competence
25
Q

what is the purpose of certifications?

A
  • indicates that professional standards have been met
  • professional HR designation in Canada is changing
26
Q

what are some ethical issues in canadian organizations today?

A
  • security of information
  • employee and client privacy
  • environmental issues
  • governance
  • conflict of interest
27
Q

what leads to failure of ethics programs?

A
  • lack of leadership
  • inadequate training
28
Q

what are some positive outcomes of ethics programs?

A
  • increased confidence among stakeholders
  • greater client, customer and employee loyalty
  • decreased vulnerability to crime
  • reduced losses to internal theft
  • increased public trust
29
Q

what is social responsibility?

A

balancing organizational commitments to investors, employees, customers, other businesses, and the communities. in which the firm operates

30
Q

what are some external environmental influences on HRM?

A
  • economic conditions
  • labour market issues
  • technology
  • government
  • globalization
  • environment
31
Q

describe economic conditions

A
  • affect supply and demand
  • employment levels fluctuate with economy
  • productivity improvement is essential for long-term success
    • ratio of outputs to inputs
  • decline of the primary, secondary sectors and growth tertiary (service) sectors
    • primary: agriculture, miners, etc,
    • secondary: service sectors
32
Q

what are ways that Canada has increased workforce diversity?

A
  • Canada’s workforce is one of the most diverse in the world
  • includes demographic factors, values, and cultural norms
  • in Canada, there are 4 protected employee groups:
    • visible and ethnic minorities
    • women
    • indigenous
    • persons with disabilities
33
Q

what is the major reson for rejecting entry-level candidates?

A

poor reading and writing skills

34
Q

what are non-standard or contingent workers?

A
  • workers who do not have regular full-time employment status
  • used by companies to provide flexible, on-demand labour
    • part-time
    • fixed-term
    • temporary
    • home workers
    • standby workers
    • self-employed
35
Q

what are driving transfer of functionality from HR professionals to automation?

A

digital technologies

36
Q

what are some examples of digital technologies used from HR professionals and why do they use them?

A
  • mobile applications- monitor employee location
  • gaming- used in training applications
  • cloud computing- provide real-time feedback
  • data analytics- applied to problem solving
  • talent analytics- analyze traits of ideal candidates
37
Q

how does technology affect the nature of jobs?

A
  • dispersed workforce
    • work anywhere
  • line between work and family time is blurred
  • concerns about data control, accuracy, right to privacy, and ethics
  • monitoring of email, voicemail, phone conversations, computer use
  • video surveillance of employee bahviour
38
Q

what are the internal environmental influences of HR?

A
  • organizational culture
  • organizational climate
  • management practices
39
Q

describe organizational culture

A
  • core values, beliefs, and assumptions that are shared by members of an organization
  • conveyed through mission statement, stories, symbols, and ceremonies
    • communicates what the organization believes in and stands for
    • provides a sense of direction and expected behavior
    • creates a sense of identity and consistency
    • fosters employee loyalty and commitment
40
Q

describe organizational climate

A
  • atmosphere or “internal weather”, and its impact on employee motivation, job satisfaction, and loyalty
41
Q

describe management practices

A
  • flat structures, cross-functional teams, improved communication
  • empowerment provides workers with the skills and authority to make decisions

BUSN 3350 (14 decks)

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