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SHRM > Chapter 1: Introduction: HRM in 21st Century > Flashcards

Chapter 1: Introduction: HRM in 21st Century Flashcards

1
Q

What can a structural vacancy stop result in?

A

Ageing wokforce and sometimes negative impact on employer brand, making it less attractive for newcomers

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2
Q

What are considered the organization’s most valuable assets?

A

The employees

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3
Q

For which types of organizations SHRM is growing in importance?

A

Dynamic and continious changing environment

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4
Q

What is the old economy?

A

Traditional industries (construction, motor industries, etc). Characteristics of work are: physical tasks, job design and work design based on mass production, many relatively low-skilled workers and high degree of unionization

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5
Q

What is the new economy?

A

IT-sector, telecommunication, financial institutions. Assets are less tangible; high knowledge intensity, web-based organizng, contacts through internet/intranet

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6
Q

What are characteristics of the new economy in developing countries?

A

Offshoring and outsourcing business activities

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7
Q

What is organizational change?

A

The process between 2 different situations that affect an organization and its HRM

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8
Q

What is competative advantage?

A

The relative stronger position of an organization in comparison to other organizations in the (georgraphical) region or in the same branch of industry

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9
Q

In what can competative advantage be reflected?

A

Financial and non-financial performance, including the reputation in relation to customers and potential employees

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10
Q

What shift was created with the rise of the new economy?

A

From (traditional) production to services

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11
Q

What is HRM?

A

Involves management decisions related to policies and practices that together shape the employement relationship and are aimed at achieving individual, organizational and sociatal goals

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12
Q

What is MicroHRM?

A

Covers the sub-functions of HR policy and practice, including recruitment and selection, induction and socialization, and training and development; FOCUS ON THE IMPACT OF SINGLE HR PRACTICES ON EMPLOYEE ATTITUDES AND BEHAVIORS

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13
Q

To what studies is MHRM related to?

A

Organizational behavior and occupational psychology

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14
Q

What is InternationalHRM?

A

HRM in MNCs and HRM across borders. Focus on shaping the employement relationship in an international context with special attention to HRM for expatrieates

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15
Q

What is StrategicHRM?

A

Focus on issues of linking the HRM to the business strategy, designing High-performance work systems (HPWSs) and adding value through good people management in an attempt to gain competative advantage. THE CONCEPT OF ‘FIT’ PLAYS CENTRAL ROLE

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16
Q

Who are stakeholders?

A

All groups inside and outside an organization that can affect its strategy and goals

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17
Q

Who are internal stakeholders?

A

Employees, line managers, top managment, and employee representatives

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18
Q

Who are external stakeholders?

A

Shareholders, financiers, trade unions, national government, local government, and other interest groups

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19
Q

What are the 3 perspectives of multidimedional SHRM model?

A
  • multi-actor perspective
  • broad societal view
  • multi-level perspective
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20
Q

What is the multi-actor perspective?

A

takes into account multiple stakeholders

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21
Q

What is the broad societal view?

A

emphasis on different institutional contexts

22
Q

What is multi-level perspective?

A

includes the individual employee perspective and the strategic organizational perspective

23
Q

What are Paauwe’s 4 assumptions?

A
  1. HR are more than just “resources”
  2. HRM is not solely concerned with financial performance
  3. HRM focuses on the exchange relationship between employee and organization
  4. The shaping of employment relationship takes place in continious tension between the added value and moral value
24
Q

What is ‘exchange relationship’?

A

The bargain between the employee and the employer, particularly with regard to efforts of the worker and rewards given by the employer

25
Q

Which 4 contracts does the exchange relationship contain?

A
  1. Legal contract
  2. Transactional (economic)
  3. Pshycological
  4. Sociological
26
Q

What is legal contract?

A

Determines the rights and obligations of both the employee and organization.

Legal elements: num of vacation days, term of notice, issues with regard to confidentiality

27
Q

What is Transactional cotract?

A

How much effort the employee puts into the job reflected in the number of working days, and how much the employer will pay

28
Q

What is psychological contract?

A

Concerns all things that are not written down, but expected from both actors

29
Q

What is sociological contract?

A

Intangible contract that represent the social relationships employees have with each other

30
Q

What are moral values?

A

The notion of employees as human beings with feelings, emotions, opinions, norms and values

31
Q

Who discusses the distinction between hard and soft HRM?

A

Legge

32
Q

What is hard HRM?

A

Mainly focuses on the economics

33
Q

What is soft HRM?

A

Mainly focuses on the human side of organizing

34
Q

What are Boxall and Purcell’s assumptions?

A
  1. HRM covers all workforce groups, including core employees, peripheral employees and contingent workers
  2. HRM invloves line and specialist managers, and is not solely aimed at employees
  3. HRM is all about managing work and people, collectively and individually
  4. HRM is embedded in industries and societies
35
Q

What is a general HRM tendency?

A

To focus on valuable employees and minimize HR attention to peripheral workerrs

36
Q

What are Anglo-Saxon and Anglo-American models?

A

Main focus is on creating stakeholder value in terms of profit and market value with little or no attention to other stakeholders (TU, work councils)

37
Q

What are Rhineland models?

A

Acknowledges multiple stakeholders and their interests explicity taking into account amployee interests in terms of well-being and societal interests

38
Q

What is the assumption of the balanced approach?

A

Org success can only be achieved when financial performance AND societal performance of an organization are above average in particular population in which the organization is operating

39
Q

What is coercive mechanism?

A

Legislation, formal position of TU and work councils, and CBA’s

40
Q

What perspective is likely to result in bad people management?

A

narrow and unitarist

41
Q

What is balanced approach?

A

Blends the economic perspective with the institutional perspective in order to create a balanced and sustainable position within the org

42
Q

What are Bolman and Deal 4 frames?

A
  1. Structural
  2. HR frame
  3. Political frame
  4. Symbolic
43
Q

What are central concepts in Structural frame?

A

Rules, roles, goals, policies, technology, environment

Strong links with the strategic contingency approaches of the 60s and 70s

44
Q

What are central concepts in HR frame?

A

employement relationship, needs, skills,

Stong psychological background and profile

45
Q

What are central concepts in Political frame?

A

power, conflict, competition, and organizational politics

Strong emphasis on the different parties

46
Q

What are central concepts in Symbolic frame?

A

culture, meaning, metaphor, ritual, ceremony, stories, and heroes

Strongly related to the cultural approaches of the 80s and 90s
Methaphors: carnival, temple, theatre

47
Q

Which frames are largely neglected?

A

Political and symbolic

48
Q

What are the interests of stakeholders on strategic organizational level?

A

shareholders - profits, growth, increased MV

Top management - reputation, shareholder V, long-term success

Financiers - ROI, financial health

Local gov- employement and environmental pollution

Nat gov - labor legislation and social legitimacy

Suppliers - Reliability

Custormers - costs, quality, and innovation

WC and TU - fairness, security, good working conditions

49
Q

What are the interests of stakeholders on individual employee level?

A

Employees - security, fun, meaningful work, development and challenges

WC and TU - security, fairness and good working conditions

50
Q

What are the interests of stakeholders on team and department level?

A

Managers - productivity, quality, innovation, and status

51
Q

Schnable? characterize 21st century and spoke about I’s:

A

increasing internationalization, individualization, informailzation, informatization, intensification

SHRM (14 decks)

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