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HRIR 2440 > Chapter 1 - Strategic Human Resource Management > Flashcards

Chapter 1 - Strategic Human Resource Management Flashcards

1
Q

Define human resource management (HRM).

A

it supports and enables organizations to meet short and long-term ECONOMIC, SOCIAL, and ENVIRONMENTAL goals

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2
Q

Explain strategic HRM.

A

it is the process on integrating strategic needs of an organization into the choice of HR systems and practices to support the overall mission, strategies, and performance

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3
Q

How does strategic HRM decide which HR tools/strategies to use?

A

It will depend on what the organization is trying to achieve. HR tools must align with organization goals

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4
Q

True or false: EVERY HR practice should generate value for the company?

A

TRUE

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5
Q

What are the 5 steps in the strategic HRM model

A
  1. organizational mission, goals, and strategy analysis
  2. environmental scan
  3. analysis of organizational character and culture
  4. choice and implementation of HR strategies
  5. review, education, and audit of HR strategies
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6
Q

Define mission statement.

A

outlines the purpose, long-term objectives, and activities the organization will pursue and the course for the future

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7
Q

How are the organization’s goals different than the organization’s strategies?

A

Organizational goals outline what they want to ACHIEVE in a given time period.
Organizational strategies determine the appropriate array of HR practices to ensure they align.

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8
Q

How are HR strategies connected to the organization’s strategies?

A

HR strategies are crucial in the successful completion of the organization’s goals. Thus, they must align to ensure the organizational goals are met

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9
Q

What is an environmental scan?

A

a continuous monitoring of major forces

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10
Q

NEED MAJOR FORCES DIAGRAM

A

!

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11
Q

What are the 5 major forces in an environmental scan?

A
  1. economic
  2. technological
  3. demographic
  4. cultural
  5. legal
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12
Q

What are the 4 economic forces? (environmental scan)

A
  1. economic cycles
  2. global trade
  3. productivity and innovation improvement
  4. knowledge workers
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13
Q

What are the 3 technological forces? (environmental scan)

A
  1. connectivity and work design
  2. automation
  3. data and analytics
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14
Q

What are the 4 demographic forces? (environmental scan)

A
  1. gender balance
  2. educational attainment of workers
  3. aging population
  4. generational shift
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15
Q

What are the 2 cultural forces? (environmental scan)

A
  1. diversity and social justice
  2. ethics
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16
Q

Explain the main idea behind step 3 in the strategic HRM model.

A

Step 3 = analysis of organizational structure and culture

HR strategies should be formulated AFTER looking at the organization structure

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17
Q

What makes up the organization’s structure?

A
  • employees
  • objectives (goals)
  • technology
  • size (of company)
  • age
  • unions
  • policies
  • successes
  • failures
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18
Q

What is the big idea behind structure (of an organization)?

A

Structure reflects the fast and shapes the future

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19
Q

What makes each organization’s structure unique?

A

CORE BELIEFS and ASSUMPTIONS that are widely shared by ALL organizational members make up the structure of an organization. No two company’s will be alike based on these core beliefs and assumptions

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20
Q

What is the big idea behind step 4 in the strategic HRM model?

A

a clear line of sight between HR strategy and corporate goals

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21
Q

LINE OF SIGHT DIAGRAM

A
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22
Q

In the choice and implementation of HR strategies phase (strategic HRM model) what are the continuous focus points? By who?

A

HR needs to continually focus on the following

  1. identifying opportunities, risks, and challenges
  2. making data-informed decisions aligned to strategy
  3. optimizing for high performance
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23
Q

What are the big ideas behind step 5 in the strategic HRM model?

A
  1. HR strategies should be examined periodically in consideration of changing factors
  2. HR audit
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24
Q

What is an HR audit?

A

holistic review of HR strategies with the intention of identifying and correcting deficiencies

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25
Q

What are examples of changing factors?

A
  • technology
  • environment
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26
Q

How is HR connected to competitive survival?

A

HR activities aimed at productivity, improvement, succession planning, and cultural change are critical

These are what separates competition

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27
Q

Explain an HR department in a small organization setting.

A
  • separate HR department emerges as a small department or even individual reporting to a middle level manager
28
Q

HR SMALL COMPANY DIAGRAM

A
29
Q

When is an HR department needed in a small organization?

A

when HR activities become a burden

30
Q

Explain an HR department in a large organization setting

A
  • up title
  • specialists are sometimes needed
31
Q

What happens to the HR department in a large organization as the organization grows?

A

HR department usually grows in impact and complexity

32
Q

HR IN LARGE COMPANY DIAGRAM

A
33
Q

What are the major components of service role of HR department?

A
  1. staff authority
  2. line authority
  3. functional authority
34
Q

What is staff authority?

A

authority to ADVISE not direct

35
Q

What is line authority?

A

authority to make decisons

36
Q

What is functional authority?

A

authority to make decisions

37
Q

Who in an organization has line authority?

A

managers of operating departments

38
Q

Who in an organization has functional authority?

A

Sometimes HR departments

39
Q

What is the difference between HR management and HR department?

A

HR mgmt:
- central to ALL organizations
- focuses on leaders

HR department:
- not all organizations have one
- specialized group with focus of ensuring most effective use of HR systems to enhance employee performance and accomplishing organizational goals

40
Q

For organizations of all sizes, who is typically in charge of day-to-day management of HR?

A

individual managers

41
Q

True or false: strategic HRM is typically cost-driven.

A

FALSE.

Strategic HRM is value-driven

42
Q

True or false: corporate strategy must be in place to figure out HR strategy.

A

FALSE

to be successful, HR strategies need to be put in place BEFORE corporate strategies

43
Q

What is gamification?

A

A type of strategy

ADD MORE

44
Q

DIAGRAM FOR STRATEGIC HRM PROCESS

A
45
Q

Explain the main idea behind step 1 in the strategic HRM model.

A

determines who we are and what we do

46
Q

How do we evaluate the output of productivity?

A

goods and/or services

47
Q

How do we evaluate the input of productivity?

A

people, capital, materials, energy, etc

48
Q

What is the major challenge HR faces in step 2 in the strategic HRM model.

A

optimizing productivity while maintaining a high quality of engaged work life for employees

49
Q

What are knowledge workers?

A

LOOK AT TEXTBOOK

50
Q

What economies should we be concerned with/consider within economic forces?

A
  • local
  • national
  • international
51
Q

What changes should we be looking for in step 2 of the strategic HRM model?

A

government policies, legislation, public policy statements, etc.

52
Q

What is the benefit of mechanization?

A

allows for flexibility on operations (tech forces)

53
Q

What is knowledge management?

A

LOOK AT TEXTBOOK FOR ANSWER

54
Q

Does cultural diversity present opportunities or challenges?

A

BOTH!

55
Q

What are the 3 ethical approaches mentioned in chapter 1 in the textbook?

A
  1. universalist approach
  2. situational approach
  3. subjectivist approach
56
Q

Explain the universalist approach.

A

TEXTBOOK

57
Q

Explain the situational approach.

A

TEXTBOOK

58
Q

Explain the subjectivist approach.

A

TEXTBOOK

59
Q

According to Kohlberg, what are the 6 stages of moral development?

A
  1. obedience and punishment stage
  2. reciprocity stage
  3. interpersonal conformity stage
  4. law and order stage
  5. social contract stage
  6. universal ethical principles stage
60
Q

What are some examples of internal environment elements?

A
  • character
  • culture
61
Q

What is equifinality?

A

Usually many paths to any given objective

62
Q

What is the relation between culture and organizational mission and strategies?

A

culture, organizational mission, and organizational strategies must be CONSISTENT

63
Q

Which environments should we consider before entering step 4 of the strategic HRM model?

A

Internal and external

64
Q

What is evaluated in detail in step 4 of the strategic HRM model?

A

pros and cons

65
Q

Does emergent HR strategy and stated HR strategy mean basically the same thing?

A

No. It is common to see a difference between them.

Stated HR strategy is the planned strategy whereas emergent HR strategy is the strategy emerging into effect

66
Q

What are some benefits to an HR audit?

A

TEXTBOOK (pg 22)

67
Q

What is HR metric benchmarking?

A

TEXTBOOK

HRIR 2440 (3 decks)

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