Chapter 1

Question 1

Authority

Answer 1

The right to make decisions, direct other’s work, and give orders

Question 2

line authority

Answer 2

the authority exerted by an HR manger by direct the activities of the people in his or her own business unit, department, or service area

Question 3

staff authority

Answer 3

staff authority gives the manger the right (authority) to advise other managers or employees.

Question 4

line manager

Answer 4

a manger who is authorized to direct the work of subordinates and is responsible for accomplishing the organizations taskes

Question 5

staff manager

Answer 5

a manager who assists and advises line managers

Question 6

balanced scorecard

Answer 6

a measurement system that translates an organizations strategy into comprehensive set of performance measures

Question 7

certification

Answer 7

recognition for having met certain professional standards

Question 8

change agents

Answer 8

specialists who lead the organization and its employees through organizational change

Question 9

scientific management

Answer 9

the process of “scientifically” analyzing manfacturing processes, reducing production costs, and compensating employees based on their performance

Question 10

human resources movement

Answer 10

a management philosphy focusing on concern for people and productivity

Question 11

outsourcing

Answer 11

the practice of contracting with outside vendors to handle specified business functions on a permanent basis

Question 12

employee engagement

Answer 12

the emotional and intellectual involvement of employees in their work, such as intensity, focus, and involvement in his or her job and organization

Question 13

strategy

Answer 13

the company’s plan for how it will balance its internal strengths and weaknesses with external opportunities and threats to maintain a competitive advantage

Question 14

change agents

Answer 14

specialists who lead the organization and its employees through organizational change

Question 15

environmental scanning

Answer 15

identifying and analyzing external opportunities and threats that may be crucial to the organizations success

Question 16

evidence based HRM

Answer 16

use of data, facts, analystics, scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions

Question 17

metrics

Answer 17

statistics used to measure activities and results

Question 18

social responsibility

Answer 18

the implied, enforced, or felt obligation of managers, acting in their official capacities, to serve or protect the interests of groups other than themselves

Question 19

External and Internal Environmental influences on HRM

Answer 19

pg. 15 chart

Question 20

productivity

Answer 20

the ratio of an organizations outputs (goods and services) to its inputs (people, capital, energy, and materials)

Question 21

primary sector

Answer 21

jobs in agriculture, fishing and trapping, forestry, and mining

Question 22

secondary sectory

Answer 22

jobs in manufacturing and construction

Question 23

tertiary or service sector

Answer 23

jobs in public administration, personal and business services, fiance, trade, public utilities, and transportation/communications

Question 24

contingent/non-standard workers

Answer 24

workers who do not have regula full-time employment status

Question 25

globalization

Answer 25

the emergence of a single global market for most products and services

Question 26

organizational culture

Answer 26

the core values, beliefs, and assumptions that are widely shared by members of an organization.

Question 27

organizational climate

Answer 27

the prevailing atmosphere that exists in an organization and its impact on employees

Question 28

empowerment

Answer 28

providing workers with skills and authority to make decisions that would traditionally be made by managers

Question 29

major stages evolutions of management think about workers

Answer 29

. personnel administration - administrative and take oriented

2. scientific management- which focused on production
3. the human resources movement- HRM provided expertise on a wide range of issues in house, while task-based work became increasingly outsource
4. human resource partnership- was recognized that organizational success is link to operational and strategic management of labour.