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HRM > Chapter 4 > Flashcards

Chapter 4 Flashcards

1
Q

the process by which top management
determines overall organizational purposes and
objectives and how they are achieved.

A

STRATEGIC PLANNING

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2
Q

STRATEGIC PLANNING AT LEVELS OF THE ORGANIZATION INTO FOUR STEPS

A
  1. Determination of the organizational mission.
  2. Assessment of the organization and it’s environment
  3. Setting specific objectives or direction.
  4. Determination of strategies to accomplish the objectives.
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3
Q

*The first step in the strategic planning process

A

Mission Determination

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4
Q

> The organization should assess its strengths and weaknesses in internal environment and the threats and opportunities from external environment as referred (SWOT analysis).

A

ENVIRONMENTAL ASSESSMENT

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5
Q

Objectives are the desired end results of any activity.

A

Objective Setting

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6
Q

Objectives should have Four basic characteristics.

A

They should be expressed in writing
They should be measurable
They should be specific as to me
They should be challenging but attainable

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7
Q

Two strategic options

A

Lowest-Cost Strategy

Differentiation strategies

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8
Q

focuses on gaining competitive advantage by being the lowest cost producer or service within the marketplace.

A

Lowest-Cost Strategy

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9
Q

focus on developing products or services that are unique from those of their competitors.

A

Differentiation strategies

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10
Q

Strategy Implementation

A

-Leaders
-Organizational Structure
-Information and Control Systems
-Technology
-Human Resource

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11
Q

Matching the internal and external supply of candidates with job openings anticipated in the organization over a specific period of time.

A

HUMAN RESOURCE PLANNING (WORKFORCE PLANNING)

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12
Q

REQUIREMENTS FORECAST

A

DETERMINING:
> NUMBER
> SKILLS
> LOCATION OF EMPLOYEES

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13
Q

the organization will need at future dates in order to meet goals.

A

LOCATION OF EMPLOYEES

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14
Q

TECHNIQUES FOR FORECASTING HUMAN RESOURCE REQUIREMENTS

A
  1. ZERO BASE FORECAST
  2. BOTTOM-UP FORECAST
  3. RELATIONSHIP BETWEEN VOLUME OF SALES AND NUMBER OF WORKERS REQUIRED
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15
Q

Uses current level of staffing as starting point for determining future staffing needs.

A

ZERO BASE FORECAST

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16
Q

each successive level in the organization, starting with the lowest, forecasts its requirements, ultimately providing an aggregate forecast of employees needed.

A

BOTTOM-UP FORECAST

17
Q

The most useful predictors of employment levels is sales volume. The relationship between demand and the number of employees needed is a positive one.

A

RELATIONSHIP BETWEEN VOLUME OF SALES
AND NUMBER OF WORKERS REQUIRED.

18
Q

Whether firm will be able to secure employees with necessary skills.
Sources from which to obtain employees.

A

Availability Forecast Determination

19
Q

Shortage of Workers Forecasted

A

Innovative Recruiting
Compensation incentives
Training Programs
Modified Selection standard.

20
Q

When a comparison of requirements and availability indicates a worker surplus will result, most companies look to alternative to layoffs, but downsizing may ultimately be required

A

SURPLUS OF EMPLOYEES

21
Q

ALTERNATIVE TO LAYOFFS

A

• Although layoffs can be necessary cost cutting measure, alternatives include:
• Restricted Hiring Policy
• Early Retirement
• Encourage workers to use vacation time/leave
• Swapping employees
• Moving employees from full time to 30hrs without reducing health benefits

22
Q

The process of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant.

A

SUCCESSION PLANNING

23
Q

Job Analysis Systematic process of determining

A

Skills
Abilities
Duties
Knowledge

24
Q

required for performing jobs in an organization

A

Knowledge

25
Q

Provides information
regarding the essential tasks, duties, and responsibilities of the job.

A

JOB DESCRIPTION

26
Q

Minimum acceptable
qualifications a person needs to perform a particular a job.

A

JOB SPECIFICATION

27
Q

JOB ANALYSIS METHODS

A

Questionnaire
Observation
Interviews
Employee Recording
Combination of Methods

28
Q

Structured questionnaires given to employees.
Typically, quick and economical.

A

QUESTIONNAIRES

29
Q

Analyst watches worker perform job tasks and records observation.
Used primarily to gather information emphasizing manual skills

A

OBSERVATION

30
Q

helping him or her describe duties performed

A

INTERVIEWS

31
Q

Employees describe daily work activities in dairy or log.
Valuable in understanding highly specialized jobs

A

EMPLOYEE RECORDING

32
Q

Analysts usually use more than one method

Clerical and administrative job:
Questionnaire supported by
interviews and limited observation

A

COMBINATION OF METHOD

33
Q

People who participate in job analysis should include at a minimum:

A

Employee
Employee’s Immediate Supervisor

HRM (6 decks)

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