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HRM > Chapter 1 > Flashcards

Chapter 1 Flashcards

1
Q

Definition of HRM

A

Acquire, grow and effectively use Human Capital

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2
Q

What is Human Capital?

A

Knowledge, education, skills, expertise, and training - organization’s workforce

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3
Q

what is Organization strategy?

A

plan for how to balance its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage…”

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4
Q

Three strategic roles of HRM

A
  1. competences
  2. better organizational performance
  3. competitive advantage
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5
Q

who is Frederick Taylor (1856-1917)-

A

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

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6
Q

Evolution of history what was

Phase 1 - early 1900’s

A

• 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)

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7
Q 
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
A

• 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

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8
Q

Phase 3 - 1960s to 1980s

A

• 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

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9
Q

Phase 4 current phase

A

• 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

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10
Q

5 Roles of HR professionals

A
  1. Align HR strategies with business strategies
  2. Delivering services
  3. Facilitate employees contributions
  4. Change agents/ manage change
  5. HR professionals are “in-house consultants” and subject matter experts
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11
Q

Line manager or non-HR personnel

A

• 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.)

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12
Q

what is Human Capital

A

Knowledge, education, skills, expertise, and training - organization’s workforce

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13
Q

what is human resources management (HRM)

A

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

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14
Q

true or false HR strategy be aligned with the company’s strategic plan

A

true

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15
Q

what is Organization strategy

A

Organization’s plan for how to balance its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage

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16
Q

what is strategic role 1 of HRM?

A

Competencies

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17
Q

what is strategic role 2 of HRM?

A

better organizational performance

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18
Q

what is strategic role 3 of HRM?

A

competitive advantage

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19
Q

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

A

competitive advantage

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20
Q

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

A

better organizational performance

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21
Q

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

A

competitive

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22
Q

who was Frederick Taylor?

A

American mechanical engineer, efficiency expert, and management consultant

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23
Q

what did Fredrick Taylor do?

A

Studied work to increase worker and organizational efficiency
contributed to a wide array of management practices during the 20th century

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24
Q

what are some management practises of the 20th century

A 
Task specialization
Assembly line production practices
Job analysis, work design 
Incentive schemes
Person-job fit
Production quotas and control
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25
Q

what year did employers set up the first “hiring offices,” training programs, and factory schools?

A

1900

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26
Q

in what year did New union laws add “Helping the employer deal with unions” to personnel management’s tasks.

A

1930’s

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27
Q

Today economic and demographic trends make ______, ______, and _______ employees more challenging,

A

finding, hiring, and motivating employees more

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28
Q

Who was Elton Mayo

A
  • The emergence of the Human Resource Movement
    Elton Mayo
  • Approach to Scientific Management - dictatorial
  • Disregarded socio-emotional needs
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29
Q

socio-emotional needs include what 3 things?

A

Need for praise and recognition – esteem
Need affection and cognitive stimulation – affiliation
Need for consolation and empathy – emotional support

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30
Q

what phase was Companies expanding rapidly and Specialized units to manage HR increase?

A

Phase 1- 1900’s

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31
Q

what phase was

Specialized units of organizations
Known as a “personnel department”
Independent of organization
Handled simple human resource activities – hiring and compensation

A

Phase 1- 1900’s

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32
Q

what phase was

New employees – interview and selection

A

Phase 1- 1900’s

33
Q

what phase was

Increase in operational efficiencies - production of goods
But wages did not keep up

A

Phase 2- 1930-1950

34
Q

what phase was

The rise of large labour unions
Worker rights
E.g., United Auto Workers

A

Phase 2- 1930-1950

35
Q

HRM was called __________ in 1900’s

A

Personnel Management

36
Q

what phase was

The National Labor Relations Act in 1935

A

Phase 2- 1930-1950

37
Q

what did the national labour relations act include?

A
  • union procedures
  • Rise of collective agreements & contracts
  • Right to engage in collective bargaining and to strike
  • National Labour Relations Board (NLRB )
38
Q

Union procedures meant that

Businesses must have ______

A

have personnel manager(s) represent the interests of business (i.e. the organization) to organized labor (i.e. union & members)

39
Q

what was the job of the National Labour Relations Board (NLRB )

A 
Personnel manager(s) to oversee & administer laws governing labor practices
Define unfair labour practices for organizations
40
Q

what was the fair labour standards act in 1938

A

Established a minimum wage

41
Q

what phase was The Fair Labor Standards Act in 1938

Established a minimum wage

A

Phase 2- 1930-1950

42
Q

what phase was

  • Increase workplace legislation of the 60s 70s and 80s
  • Human rights, wages/compensation, working conditions, health and safety areas
A

Phase 3 1960-1980’s

43
Q

what phase was The Civil Rights Act of 1964

A

Phase 3 1960-1980’s

44
Q

what was The Civil Rights Act of 1964

A

Banned discrimination based on race, colour, religion, sex & national origin

Ended unequal application of racial segregation
Schools
Public facilities
Workplaces

45
Q

what phase was

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

A

Phase 3 1960-1980’s

46
Q

what phase did “Personnel Management” change to “Human Resources Management”

A

phase 3- 1960-1980

47
Q

what is the Human Resource department role in organizations

A

management of people through HR programs and policies to ensure
Employee performance
Profitability and organizational survival
Customer satisfaction

48
Q

the current phase (4) of HRM includes

A

the understanding of

  • Human resource management
  • human resource role in organizations
49
Q

example of Align HR strategies with business strategies

A

E.g. Determine number of employees and what specific jobs would be performed by these employees for specific units based on overall goal of the organization

50
Q

example of Delivering services

A

○ E.g. Provide appropriate information to job candidate(s)
○ E.g. Information about services (e.g., pension)
○ E.g. Advertising, recruitment processes and training efforts

51
Q

example of Facilitate employees contributions

A

○ Formulation and implementation of policy for better work environment – e.g. assess ergonomic and technology needs (less accidents, health benefits, productivity etc.)

  • E.g., Health & safety (e.g. WHMIS training)
  • E.g., Workplace harassment (e.g. Policy)
52
Q

HR professionals are _______ and ___________

A

“in-house consultants” and subject matter experts

- In partnership with line managers/ non-HR professionals

53
Q

HR activities solely rely on HR professionals? True or False

A

False

- supervisors (line managers )

54
Q

True or False Successful management of HR - a partnership with line managers (or non HR professionals) and the HR

A

True

55
Q

what is strategy?

A

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

56
Q

what is change agents?

A

who lead the organization and its employees through organizational change

57
Q

what is environmental scanning?

A

Identifying and analyzing external opportunities and threats that may be crucial to the organization’s success.

58
Q

what is Metrics

A

Statistics used to measure activities and results.

59
Q

true or false HR is focused on the quality of people and the effectiveness of HRM initiatives that build workforce capability.

A

true

60
Q

what is balanced scorecard?

A

A measurement system that translates an organization’s strategy into a comprehensive set of performance measures

61
Q

what is certification?

A

certification Recognition for having met certain professional standards.

62
Q

what are the 8 characteristics of the profession?

A

(1) a common body of knowledge;
(2) benchmarked performance standards;
(3) a representa-tive professional association;
(4) an external perception as a profession;
(5) a code of ethics;
(6) required training credentials for entry and career mobility;
(7) an ongoing need for skill development; and (
8) a need to ensure professional competence is maintained and put to socially responsible uses.

63
Q

what are the Three-tiered designation

A

Certified Human Resource Professional (CHRP- Entry Level)
Certified Human Resource Leader (CHRL)
Certified Human Resource Executive (CHRE)

64
Q

how is certification administered? provincially or federally

A

through provinces

65
Q

true of false Most codes do not tell employees what they should do. Rather, codes provide a guide to help employees discover the best course of action by themselves.

A

true

66
Q

how do economic conditions affect HRM

A

impact the number and types of employees required

67
Q

what is Productivity

A

refers to the ratio of an organization’s outputs (goods and ser-vices) to its inputs (people, capital, energy, and materials)

68
Q

during an economic downturn what might employers do?

A
  • reduce pay and benefits to -early retirement
  • early-leave programs
  • laying off or terminating employees.
69
Q

what is the primary sector?

A

which includes agriculture, fishing and trapping, forestry, and mining, now represents only 4 percent of job

70
Q

what is the secondary sector

A

secondary sector (manufacturing and construction) has decreased to 19 percent of job

71
Q

what is the tertiary or service sector?

A

77 percent of jobs, dominating the Canadian economy, is the tertiary or service sector, which includes public administration, personal and business services, finance, trade, public utilities, and transportation/communications.

72
Q

What are some labour market issues

A
  • Increasing workforce diversity
  • Generational issues
  • education
  • contingent / non-standard workers
73
Q

what are contingent/non-standard workers?

A

Workers who do not have regular full-time employment status.

part-time, fixed-term, temporary, home, and standby workers

74
Q

true or false each province has its own human rights, employment standards, labour relations, health and safety and workers compensation legislation

A

true

75
Q

true or false including employees of the federal government, chartered banks, airlines, national railways, and the Canadian Armed Forces are covered by federal employment legislation.

A

True

76
Q

HR professionals need to be familiar with employment legislation in other countries and labour standards when operating a global work force

A

true

77
Q

Organizational culture

A

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

78
Q

Organizational climate

A

refers to the prevailing atmo-sphere, or “internal weather,” that exists in an organi-zation and its impact on employees.

79
Q

empowerment

A

Providing workers with the skills and authority to make decisions that would traditionally be made by managers.

HRM (4 decks)

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