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Human Resources 2BC3 > Chapter 4 > Flashcards

Chapter 4 Flashcards

1
Q

What are the 2 main HRM practices/areas?

A
  1. job analysis and design

2. human resources planning

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2
Q

What is work flow design?

A

analyzing tasks necessary for production before allocating/assigning tasks to a particular job category or person

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3
Q

What is organizational structure?

A

stable/formal network of vertical and horizontal interconnections among jobs that constitute the organization

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4
Q

What are work outputs?

A

product of a work unit, can be an identifiable thing or service

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5
Q

What are work processes?

A

activities in which members of a work unit engage to produce output

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6
Q

What are work inputs?

A

raw inputs, equipment, HR

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7
Q

What are the two dimensions of organizational structure?

A

centralization: degree that decision making lies at the top of the org
decentralization: degree that work is grouped based on functional similarity or similarity of work flow

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8
Q

What are the 2 structural configurations?

A

functional structure: high centralization

divisional structure: low centralization + departmentalization (self sufficient orgs)

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9
Q

Describe a functional structure.

A
  • functional departmentalization
  • high centralization
  • inflexible, high efficiency
  • stable, predictive environment
  • narrow jobs, highly specialized
  • little decision making authority
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10
Q

Describe divisional structure.

A
  • work flow departmentalization
  • low centralization
  • flexible and innovative
  • sensitive to differences among products or clients
  • not efficient
  • divisions may be seen as competitors
  • managers need to have high cognitive abilities
  • better in unstable, unpredictable organizations
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11
Q

What is job analysis?

A

process of getting detailed info about jobs

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12
Q

What is a job description?

A

lists of tasks, duties, and responsibilities that a job entails

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13
Q

What are job specifications?

A

KSAOS that a person must have to preform job

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14
Q

Who are the 3 subject matter experts?

A

ISE

  1. job incumbents
  2. supervisors
  3. external job analysts
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15
Q

What are the 4 methods of job analysis?

A
  1. job analysis interview
  2. observations and self reports
  3. national occupational classifications (NOCS)
  4. position analysis questionnaire
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16
Q

What is the position analysis questionnaire (PAQ)?

A

quantitative questionnaire with 6 sections…

info input, mental processes, work output, relationships with other persons, job context, other characteristics

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17
Q

What is dejobbing?

A

viewing organizations as a field of work needed to be done rather than a set of discrete jobs held by individuals

18
Q

What is job design?

A

process of defining the way work will be performed and the tasks required in a given job

19
Q

What is job redesign?

A

changing the tasks or the way work is performed in an existing job

20
Q

What are the 2 requirements to effectively design a job?

A
  1. understand the job as it exists (job analysis)

2. understand the place in units workflow process (work flow analysis)

21
Q

What are the 4 basic approaches used in job design?

A
  1. mechanistic
    - specialization
    - skill variety
    - work method autonomy (one right way)
  2. motivational
    - decision making autonomy
    - task significance/meaning
    - interdependance
    - attitudinal variables are most important outcomes
  3. ergonomic/biological
    - physical demands
    - ergonomics, sciences of biomechanics
    - work conditions
  4. perceptual motor (mind demands)
    - job complexity, fit to individual
    - info processing (reduce requirements)
    - equipment use
    - decrease cognitive demands, don’t exceed mental capacity
22
Q

What is the job characteristics model?

A
  • skill variety
  • task identity
  • task significance
  • autonomy
  • feedback
  • increase complexity by enlargement, enrichment, socio-technical systems
23
Q

What are ergonomics?

A

proper fit from people and work

- prevent fatigue, pain, health complaints

24
Q

What is scientific management?

A

finding one best way to preform through time and motion studies
- leads to a mechanistic approach

25
Q

What are the motivators of the motivational approach?

A
  • knowledge and skill
  • growth, needs, strengths
  • contextual satisfaction
26
Q

Describe the motivational approach.

A

Core job characteristics -> critical psychological states ->personal/work outcomes

psych states

  • experiences meaningfulness
  • experienced responsibility of outcomes
  • knowledge of work’s actual results

personal/work outcomes

  • work motivation
  • work performance quality
  • high satisfaction
  • low absenteeism/turnonver
27
Q

What is skill variety?

A

extent job requires variety of skills

28
Q

What is task identity?

A

degree to which job requires finishing task from start to end

29
Q

What is task significance?

A

extent to which the job has important impacts of lives

30
Q

What is autonomy?

A

extent to which decisions are made on how work is to be carried out

31
Q

What is feedback?

A

extent person received clear info about performance effectiveness from work

32
Q

What are the 3 steps in HR planing process?

A
  1. forecast of labour surplus or shortage
  2. goal setting and strategic planning
  3. program implementation/evaluation
33
Q

What are demand forecasts?

A

forecasts developed around specific job categories or skills areas relevant to the org’s current and future states

34
Q

What is a leading indicator?

A

objective measure that accurately predicts future labour demand

35
Q

What is a transitional matrix?

A

matrix showing proportion of numbers of employees in different job categories at different times

36
Q

What are the ripple effects of surpluses and shortages?

A
  • more staffing
  • more training
  • pay benefits
37
Q

What is goal setting?

A

focusing attentions on problem and providing a benchmark for determining relative success of any programs aimed at redressing shortages and surpluses
- should comes from analysis and include figure for what should happen when achieved

38
Q

What are 3 consequences of downsizing?

A
  1. long term negative affects
  2. loss of irreplaceable talent
  3. negative publicity
39
Q

What are the advantages and disadvantages of hiring temporary workers

A

advantages

  • frees firm form admin and financial burdens
  • gets employees already tested by agency
  • brings an objective perspective because of little experience

disadvantages

  • low level of commitment
  • tensions between temp and org employees
40
Q

What is the workforce utilization review?

A

comparison of workers in protected subgroups, each subgroup represents the relevant labour market

41
Q

What are the 3 broad functions technology is used for in HRM?

A
  1. transaction processing
  2. decision support systems
  3. expert systems
42
Q

What are the results of e-enabled delivery of HRM and what are they affected by?

A
  1. transformational (25-35%)
  2. traditional (25-35%)
  3. transactional (15-25%)

affected by

  • traditional face to face delivery VS electronic delivery
  • outsourcing VS process redesign and info tech

Human Resources 2BC3 (5 decks)

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