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HR 101 - MODULE > CHAPTER 1- INTRODUCTION TO HUMAN RESOURCE MANAGEMENT > Flashcards

CHAPTER 1- INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Flashcards

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1
Q

a relatively new approach to managing people in any organization

A

Human Resource Management (HRM)

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2
Q

Features of HR Management:

If a manager is to get the best of his people, he must undertake the basic responsibility of selecting people who will work under him.

A

Inherent Part of Management

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3
Q

Features of HR Management:

HR Management is not a responsibility that a manager can leave completely to someone else. However, he may secure advice and help in managing people.

A

Pervasive Function

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4
Q

Features of HR Management:

Every manager from top to bottom, working in any department has to perform the personnel functions.

A

Basic to all Functional Areas

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5
Q

Features of HR Management:

It is concerned with all categories of personnel from top to the bottom of the organization. Blue-collar workers (Working on machines and engaged in loading, unloading, etc.) White-collar workers (Clerical Employees, Managerial and Non-managerial personnel, professionals)

A

People Centered

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6
Q

Features of HR Management:

Includes manpower planning, employment, placement, training, appraisal and compensation of employees

A

Personnel Activities or Functions

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7
Q

Features of HR Management:

It must be performed continuously if the organizational objectives are to be achieved smoothly.

A

Continuous Process

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8
Q

Features of HR Management:

HR Management is concerned with the motivation of human resources. The managers should give attention to the different needs, perceptions and expectations of employees.

A

Based on Human Relations

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9
Q

steps taken in determining in advance personnel requirements, personnel programs, policies, etc. After determining how many and what type of people are required, a personnel manager has to devise ways and means to motivate them

A

 Planning

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10
Q

organizing the operative functions by designing structure of relationship among jobs, personnel and physical factors.

A

 Organizing

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11
Q

concerned with initiation of organized action and stimulating the people to work. The personnel manager directs the activities of people of the organization to get its function performed properly.

A

 Directing

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12
Q

provides basic data for establishing standards, makes job analysis and performance appraisal

A

 Controlling

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13
Q

Operative Functions:

concerned with the obtaining of the proper kind and number of personnel necessary to accomplish organizational goals

A

 Procurement of Personnel

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14
Q

Operative Functions:

this has to do with the increasing of skills of the employees necessary for proper job performance through training

A

 Development of Personnel

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15
Q

Operative Functions:

determination of adequate and equitable remuneration of personnel for their contribution to organization’s objectives

A

 Compensation to Personnel

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16
Q

Operative Functions:

intended to reduce strife, promote industrial peace, provide fair deal to workers and establish industrial democracy

A

 Maintaining Good Industrial Relation

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17
Q

Operative Functions:

personnel manager collects and maintains information concerned with the staff of the organization

A

 Record Keeping

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18
Q

Operative Functions:

evaluation of performance, personnel policy of an organization and its practices, personnel audit, morale, survey and performance appraisal

A

 Personnel Planning and Evaluation

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19
Q

With the changes coming in the wake of advanced technology, new jobs are created and many old jobs become redundant.

A

Technological Advances

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20
Q

can be defined as the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization.

A

Human Resource Planning

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21
Q

projecting future manpower requirements

A

Forecasting

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22
Q

assessing the extent to which these resources are employed optimally

A

Inventory of Present Manpower Resources

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23
Q

projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively

A

Anticipating Manpower Problems

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24
Q

Human resource planning is a part of overall plan of organization.

A

Analysis of Organizational Plans and Objectives

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25
Q

Human resource planning starts with the estimation of the number and type of personnel required at different levels and in different departments.

A

Forecasting Demand for Human Resources

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26
Q

Net human resource requirements or manpower gaps can be identified by comparing demand and supply forecasts.

A

Estimating Manpower Gaps

27
Q
  • It is one of the objectives of human resource planning to assess the demand for and supply of human resources and match both to know shortages and surpluses on both the side in kind and in number
A

Matching Demand and Supply

28
Q

may refer to current situation and experiences and may even concern issues such as overtime and replacements

A

The short-range or immediate future

29
Q

has a different time span in various companies. It can be as short as a few months or as long as several years. Most would agree upon 2-3 years period as a mid-range.

A

The mid-range

30
Q

could be five years, while 10 to 15 years span could be used for a perspective plan.

A

The long-range future

31
Q
  • System that maintain, collect, and analyze data relating to human resources of the organization.
A

HR Information System

32
Q

in general the number of educated unemployed is on the rise, there is an acute shortage of a variety of skills. This emphasizes the need for more effective recruitment and retaining people.

A

Employment-Unemployment Situation

33
Q

These changes can cause problems relating to redundancies, retraining and redeployment.

A

Technological Change

34
Q

the nature and pace of changes in organizational environment, activities and structures affect human resource requirements and require strategic consideration.

A

Organizational Change

35
Q

changing profile of the work force in terms of age, sex, literacy, technical inputs and social background have implications for human resource planning.

A

Demographic Changes

36
Q

when government control and changes in legislation with regard to affirmative action for the disadvantaged groups, working conditions and hours of work, restrictions on women and child employment, casual and contract labor, etc. have stimulated the organizations to become involved in systematic human resource planning.

A

Skill Shortages

37
Q

the days of executive fiat and hire and fire policies have passed. Now legislation makes it difficult to reduce the size of an organization quickly and cheaply

A

Legislative Controls

38
Q

pressure groups such as unions, politicians and persons displaced from land by location of giant enterprises have been raising contradictory pressures on enterprise management in areas such as internal recruitment and promotions, preference to employees‘ children, displaced persons, sons of soil, etc.

A

Impact of Pressure Groups

39
Q

necessary for the selection process and for training and development of the employees, to handle new knowledge and skills successfully.

A

Lead Time

40
Q

search of the prospective employee to suit the job requirements as represented by job specification- a technique of job analysis. It is the first stage in selection, which makes the vacancies known to a large number of people and the opportunities that the organization offers

A

Recruitment

41
Q

refers to the recruitment from within the company. The various internal sources are promotion; transfer, past employees and internal advertisements.

A

Internal Sources

42
Q

refers to the practice of getting suitable persons from outside.

A

External Sources

43
Q

placing a notice on the notice board of the enterprise specifying the details of the jobs available

A

 Direct Recruitment

44
Q

when advertisement in newspapers or trade and professional journals is generally used when qualified and experienced personnel are not available from other sources

A

 Media Advertisement

45
Q

employment exchanges run by the Government are regarded as a good source of recruitment for unskilled, semi-skilled and skilled operative jobs.

A

 Employment Agencies

46
Q

They maintain data bank of persons with different qualifications and skills and even advertise the jobs on behalf their clients to recruit right type of personnel.

A

 Management Consultants

47
Q

is an oral examination of candidates for employment. No selection process is complete without one or more interviews. Interview is the most common and core method of both obtaining information from job-seekers, and decision-making on their suitability or otherwise.

A

Interview

48
Q

selection process may include verification of reference from past teachers, employers or public men; public men; police verification; and, medical examination

A

background investigation

49
Q

is the process of choosing a qualified person for specific role who can successfully deliver valuable contributions to the organization.

A

Screening

50
Q

It is a key contributor to a company’s competitive advantage by helping employees understand their strength, weakness and interest.

A

Employee Development

51
Q

It focuses on both training employees for their current jobs and developing skills for their future roles and responsibilities.

A

Human Resource Development

52
Q

This type of training is imparted on the job and at the work place where the employee is expected to perform his duties

A

On the Job Training Methods

53
Q

This is the oldest method of on the job training.

A

Job experience

54
Q

On the job training coaching by the superior is an important and potentially effective approach is superior

A

Coaching

55
Q

It is broadening of the background of trainee in the organization.

A

Job Rotation

56
Q

This is very flexible training device

A

Special Projects

57
Q

Under this method, the trainee is placed under a qualified supervisor or instructor for a long period of time depending upon the job and skill required.

A

Apprenticeship

58
Q

Under this method, actual work conditions are created in a class room or a workshop.

A

Vestibule Training

59
Q

It refers to the cash that an employer pays for the work performed

A

Base Pay

60
Q

Include cost of living adjustments, overtime, holiday and other premium wages. To compensate employees for work above and beyond their normal work schedule

A

Wage and Salary add ons

61
Q

Receive for meeting performance or output goals as well as to seniority and merit pay.

A

Incentive payments

62
Q

its availability will have a great influence on the determination of wages rates.

A

Demand and Supply

63
Q

It is a result of several factors such as technology, labor efforts, method of doing work, management contribution and support and so on.

A

Productivity

HR 101 - MODULE (2 decks)

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