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HROB 2290 > Chapter 1: The Strategic Role of Human Resource > Flashcards

Chapter 1: The Strategic Role of Human Resource Flashcards

1
Q

Organization

A

people with formally assigned roles who work together to achieve the organization’s goal

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2
Q

Manager

A

responsible for accomplishing the organization’s goal and does so by managing the efforts of the organization’s people

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3
Q

Management Process Five Functions

A
  • planning
  • organizing
  • staffing
  • leading
  • controlling
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4
Q

Human Resource Management

A

management of people/employees in organizations to drive successful performance and achieve organizational goals

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5
Q

Mutual Gains Model

A

indicates that HRM activities, processes, and procedures benefit both the organization and employees

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6
Q

What, How and Why of HRM

A
  • what practices help regulate employees?
  • how do these practices impact employees, behaviours, outcomes, business?
  • why are specific practices needed?
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7
Q

Strategic Plan

A

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

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8
Q

Strategy

A

course of action the company can pursue

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9
Q

Strategic Management

A

process of executing the organization’s strategic plan by matching the company’s capabilities with the demands of the environment

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10
Q

Human Capital

A

the knowledge, education, training, skills, and expertise of a firm’s workforce

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11
Q

Outsourcing

A

contracting with outside vendors to handle specific business function on a limited term or permanent basis

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12
Q

Separate HR Teams

A

divide HR activities into separate silos such as recruitment, training, employee relations to ensure that the employee in each segment get specialized training and rewards

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13
Q

Transaction HR Teams

A

provide support in day-to-day activities through centralized call centres or outside vendors

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14
Q

Corporate HR Teams

A

assist top management in top-level issues

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15
Q

Embedded HR Teams

A

have HR generalists assigned to function departments and focus on coaching and mentoring other department leaders

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16
Q

Centres of Excellence (COEs)

A

specialized HR consulting firms within a company

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17
Q

Human Capital Life Cycle

A

selection and assimilation, development of capabilities, transition out

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18
Q

DEI

A

diversity, equity, and inclusions

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19
Q

Allyship

A

activity supporting people from marginalized groups by using one’s power or privilege to amplify unheard voices and advocate for oppressed peoples

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20
Q

Evidence-Based HRM

A

use of data, facts, analytics, and research to support HRM proposals, decisions, practices, conclusions

21
Q

Strategy Map

A

A graphical tool that summarizes the chain of activities that contribute to a company’s success. Shows the employees the big picture of how their performance contributes to achieving the company’s overall strategic plan (clarifies “line of sight”)

22
Q

Balanced Scorecard

A

translates an organization’s strategy into a set of performance measures. Scorecard softwares quantify relationships between HR activities, resulting employee behaviours, and firm wide outcomes
- aims to balance hard data such as financial measures with soft data such as customer satisfaction

23
Q

Succession Planning

A

The percentage of senior management positions with subordinates who are fully ready to move to the management role when the position becomes available

24
Q

Digital Dashboard

A

presents the manager with graphs and charts of how the company is doing on all the metrics from the HR scorecard process

25
Q

Ethics

A

study of standards of conduct and moral judgement

26
Q

Morality

A

the society’s accepted standards of behaviour

27
Q

How Can managers create ethical environment

A
  1. reduce job-related pressures
  2. make it clear what is and what is not okay
  3. model desired behaviour
  4. reinforce the desired behaviour
  5. take it seriously
28
Q

How HRM can create an ethical environment

A
  1. institute ethics policies and codes
  2. enforce the rules
29
Q

Social Responsibility

A

companies approach to balancing its commitments, not only to investors but also to employee, customers, and other businesses in which it operates

30
Q

External Environmental Influences

A
  • Labour market issues
  • Economic conditions
  • Technology
  • Government
  • Globalization
  • Environment
31
Q

Labour market Issues

A
  • workforce composition
  • generational differences
  • contingent workers
32
Q

Equity

A

fairness embedded in associated processes. Ensure all employees have equal access to opportunities needed to succeed

33
Q

Diversity

A

variation in the groups characteristics which includes identity, personality, cognitive skills

34
Q

Inclusion

A

an environment where the employee feels respected, accepted, supported, valued

35
Q

Four Designated Groups

A
  • women, visible minorities, indigenous people, persons with disabilities
36
Q

Occupational Segregation

A

existence of certain occupation that have been traditionally limited to employees of a certain demographic characteristic

37
Q

Employment Relationship

A

company exerts direct control over the work that is done, where it is done, how it is evaluated, and other employment considerations

38
Q

Direct Employment

A

hired and paid directly by organization with the company having control over employment decisions

39
Q

Co-Employment

A

company and a third party share directive control over employment decisions

40
Q

Contract Worker

A

company does not exert direct control over the work that is done, where it is done, how it is evaluated, and other employment considerations

41
Q

Productivity

A

ratio of an organization’s outputs to its inputs

42
Q

Internal Environmental Influences

A
  • organizational culture
  • organizational climate
  • management practices
43
Q

Organizational Culture

A

Core values, beliefs, and assumptions that are widely shared by members of an organization

44
Q

Value

A

basic belief about what is right and wrong

45
Q

Culture

A

conveyed through an organization’s mission statement, stories, myths, symbols, ceremonies

46
Q

Organizational Climate

A

The perception a company’s employees share about the firms psychological atmosphere, in terms of employee well-being, flexibility, ethics, supervision, rewards, politics, and empowerment

47
Q

Climate can be

A
  • friendly or unfriendly
  • open or secretive
  • rigid or flexible
  • innovative or stagnent
48
Q

Empowerment

A

providing workers with skills and authority to make decisions that would typically be made by management

HROB 2290 (15 decks)

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