Chapter 1 Flashcards
(79 cards)
Definition of HRM
Acquire, grow and effectively use Human Capital
What is Human Capital?
Knowledge, education, skills, expertise, and training - organization’s workforce
what is Organization strategy?
plan for how to balance its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage…”
Three strategic roles of HRM
- competences
- better organizational performance
- competitive advantage
who is Frederick Taylor (1856-1917)-
American mechanical engineer, efficiency expert, and management consultant
• Studied work to increase worker and organizational efficiency
• contributed to a wide array of management practices during the 20th century
Evolution of history what was
Phase 1 - early 1900’s
• Companies expanding rapidly
• Specialized units to manage HR increase
• Specialized units of organizations
• New employees – interview and selection
• Existing workforce – training
- Personnel management position(s)
Phase 2 - 1930s-1950s • Increase in operational efficiencies - production of goods ○ But wages did not keep up • The rise of large labor unions ○ Worker rights E.g., United Auto Workers
• Increase in operational efficiencies - production of goods
○ But wages did not keep up
• The rise of large labor unions
○ Worker rights
The National Labor Relations Act in 1935
○ Union procedures
○ Businesses must have personnel manager(s) represent the interests of business
• Rise of collective agreements & contracts
• Right to engage in collective bargaining and to strike
• National Labour Relations Board (NLRB )
○ Personnel manager(s) to oversee & administer laws governing labour practices
○ Define unfair labour practices for organizations
2. The Fair Labor Standards Act in 1938
○ Established a minimum wage
Phase 3 - 1960s to 1980s
• Increase workplace legislations of the 60s 70s and 80s
○ Human rights, wages/compensation, working conditions, health and safety areas
• The Civil Rights Act of 1964
○ Banned discrimination based on race, color, religion, sex & national origin
• Ended unequal application of racial segregation
○ Schools
○ Public facilities
○ Workplaces
• Personnel manager(s) roles/duties expanding to include:
○ Knowledge on legislation – i.e., human rights, wages, working conditions, health & safety issues
○ Effects on the workforce
• Other HR systems/policies
• “Personnel Management” to “Human Resources Management”
○ From maintenance and administration to
○ HRM as a Corporate contribution
Proactive strategy for the organization OR Positive force for the organization
Phase 4 current phase
• Understanding of
1. Human Resources Management
• “…process of integrating the strategic needs of an organization into the choice of HR systems and practices to support the overall mission, strategies, and performance…” (Schwind et al., 2019)
2. Human Resource department role in organizations
• HR departments & HR professionals - management of people through HR programs and policies to ensure
1. Employee performance
2. Profitability and organizational survival
3. Customer satisfaction
5 Roles of HR professionals
- Align HR strategies with business strategies
- Delivering services
- Facilitate employees contributions
- Change agents/ manage change
- HR professionals are “in-house consultants” and subject matter experts
Line manager or non-HR personnel
• HR activities have become prevalent in organizations
○ E.g., supervisors - accounting, nursing, school admin.
1. Make hiring decisions
○ Qualifications
○ Person-organization fit
2. Determine work and job design
3. Promote a culture of well-being
○ E.g. Alleviate stressors
4. Coach & develop employees
○ E.g. Strong interpersonal relations
5. Performance review
○ Feedback & work direction
• HR activities do not solely lie with the HR professionals
○ But with supervisors (line managers )
○ Don’t understand the nuances of different aspects of HR (e.g., legislations, immigration policies, etc.)
what is Human Capital
Knowledge, education, skills, expertise, and training - organization’s workforce
what is human resources management (HRM)
The management of people in organizations to drive successful organizational performance and achievement of the organization’s strategic goals.
true or false HR strategy be aligned with the company’s strategic plan
true
what is Organization strategy
Organization’s plan for how to balance its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage
what is strategic role 1 of HRM?
Competencies
what is strategic role 2 of HRM?
better organizational performance
what is strategic role 3 of HRM?
competitive advantage
what does the Strategic role are these examples of
The connection between HPHR practices and Resource-Based View (RBV) theory
Firms have and control resources “include all assets, capabilities, organizational processes, information, knowledge, etc.” (Barney, 1991)
All resources are not equally important for a competitive advantage (Barney, 1991)
Prioritize resources strategically – (i.e. valuable/non-substitutable)
People (human capital) and their development
Predictors of a company’s success
competitive advantage
what strategic role are these examples of?
Include HPHR (high-performance human resources practices) - better organizational performance
Employee involvement & participation
Job autonomy
Employee competence development (training)
Rewards for performance
Turnover
Productivity
Corporate financial performance
better organizational performance
what strategic role are these part of
- Employee-employer relationships (e.g., formal/psychological contracts)
- Employee behaviours (e.g., task performance and OCB)
are available to meet strategic goals
competitive
who was Frederick Taylor?
American mechanical engineer, efficiency expert, and management consultant
what did Fredrick Taylor do?
Studied work to increase worker and organizational efficiency
contributed to a wide array of management practices during the 20th century
what are some management practises of the 20th century
Task specialization Assembly line production practices Job analysis, work design Incentive schemes Person-job fit Production quotas and control
