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BU 354 > Chp 1: Strategic HRM > Flashcards

Chp 1: Strategic HRM Flashcards

1
Q

lecture: 3 significances of HRM

A

1) Organizational success cannot be separated from people
2) Human costs represents the 1st or 2nd highest investment of an org (high investment, high return expectations)
3) Resource based view: HR are valuable, rare, in-imitable

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2
Q

LO1: define organizational goals

A

an organization’s short and long term outcomes that human resource management aims to support and enable

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3
Q

LO1: define HRM

A

the leadership and management of people within an organization using systems, methods, processes, and procedures that identify, select, motivate, and enable employees to achieve outcomes individually and collectively that enhance their contribution to the organization’s goals

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4
Q

LO1: 3 goals of organization that HRM supports and enables

A

1) economic
2) social
3) environmental

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5
Q

LO1: 2 things included in economic goals

A

1) profit

2) shareholder value

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6
Q

LO1: 1 thing included in social goals

A

ethics

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7
Q

LO1: 1 thing included in environmental goals

A

reduction of carbon footprint

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8
Q

LO1: define strategic HRM

A

The process of integrating the 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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9
Q

LO1: 3 HR practices in strategic HRM

A

1) The choice of HR tools will depend on what the organization is trying to achieve
2) HR activities must align with and contribute to the organization’s strategies
3) Each HR practice should generate value for the organization

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10
Q

LO1: define HR department

A

specialized group with primary focus of ensuring the most effective use of HR systems across an organization to enhance employee performance and accomplish organizational goals

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11
Q

LO2: define gamification

A

use of rules, competition, teamwork to encourage engagement by mimicking games

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12
Q

LO2: define process

A

know what you are aligning to, understand your external and internal environment, make and evaluate decisions (game plan)

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13
Q

LO2: steps in strategic management of human resource

A

1) Organizational mission, vision and strategy analysis
2) Environmental Scan
3) Analysis of organizational structure and culture
4) choice and implementation of human resource strategies (5 things)
5) Review, evaluation and audit of HR strategies

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14
Q

LO2: step 1 in strategic mgmt of HR: Organizational mission, vision and strategy analysis: define mission statement

A

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

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15
Q

LO2: step 1 in strategic mgmt of HR: Organizational mission, vision and strategy analysis: explain what the mission statement gives the organization

A

Mission statement gives org own special identify, culture and path for development, it is “who we are and what we do” (declaration of its purpose, activities and what makes it unique)

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16
Q

LO2: step 1 in strategic mgmt of HR: Organizational mission, vision and strategy analysis: 3 generic business strategies

A

1) cost leadership
2 differentiation
3) focus

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17
Q

LO2: step 1 in strategic mgmt of HR: Organizational mission, vision and strategy analysis: define cost leadership strategy

A

strategy to gain competitive advantage through lower costs of operations and lower prices for products

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18
Q

LO2: step 1 in strategic mgmt of HR: Organizational mission, vision and strategy analysis: define product differentiation strategy

A

strategy to gain competitive advantage by creating a distinct product or offering a unique service.

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19
Q

LO2: step 1 in strategic mgmt of HR: Organizational mission, vision and strategy analysis: what may you be able to do with product differentiation strategy

A

May be able to charge higher than average prices for their products if they use this strategy.

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20
Q

LO2: step 1 in strategic mgmt of HR: Organizational mission, vision and strategy analysis: define focus strategy

A

strategy to gain competitive advantage by focusing on needs of a specific segment of the total market. Focused firm may compete on the basis of cost leadership or differentiation.

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21
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: 5 major forces facing canadian business

A

1) economic
2) demographic
3) technological
4) cultural
5) legal

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22
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: 4 types of economic forces

A

1) economic cycles
2) global trade
3) productivity & innovation improvement
4) global competitiveness

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23
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: explain economic cycles - 2 points

A

1) Canadian economy goes through boom and bust cycles

2) often linked to other economies

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24
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: what HR does in recessionary periods in economic cycles

A

HR faces challenges; layoffs, wage concessions, lower morale, employee counselling may be necessary

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25
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: what HR does in boom periods in economic cycles

A

HR must consider how to recruit and develop talent

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26
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: 5 points to global trade

A

1) International trade is crucial to canada’s prosperity and growth
2) Canada ranks high among exporting nations; on a per capita basis we export much more than US or Japan
3) Small population and large natural resource base gives canada an international trade advantage
4) Canada is low on competitiveness compared to other nations
5) canada accepts 300,000 immigrants per year, 156,000 join workforce

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27
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: productivity and innovation: define productivity

A

Ratio of an organization’s outputs to its inputs

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28
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: productivity and innovation: explain how to increase productivity and what else you need to focus on

A

Can increase productivity by decreasing inputs or increasing outputs (although an increase in output often leads to increase in input (through marketing) so productivity may remain the same; we must also maintain high quality of engaged work life for employees

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29
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: 3 technological forces

A

1) flexible work design
2) connectivity
3) automation

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30
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: tech forces: explain how flexible work design affects firms

A

Technology has brought flexibility; when and where work is carried out (eg. telecommuting)

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31
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: tech forces: connectivity: define knowledge management

A

Process of capturing organizational knowledge and making it available for sharing and building new knowledge

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32
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: tech forces: connectivity: 2 points on how connectivity affects firm

A

1) Intranets and integrated information systems help store and access information quickly and accurately
2) Internet (social networking sites, video-sharing) has a profound impact on HR activities

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33
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: tech forces: automation: why firms automate

A

Organizations automate to increase speed, provide better service, increase flexibility, increase predictability in operations, achieve higher standards of quality

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34
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: demographic forces: 5 factors

A

1) Gender balance in workforce
2) shift towards knowledge workers
3) educational attainment of workers
4) aging population
5) generational shift

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35
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: demographic forces: what does gender balance in workforce mean for HR?

A

Raises importance of: childcare, work family balance, dual career families, employment equity

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36
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: demographic forces: define knowledge workers

A

members of occupations generating, processing, analyzing, or synthesizing ideas and info

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37
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: demographic forces: what does shift to knowledge workers mean for HR?

A

Knowledge workers have been the fastest growing type of workers; need to attract, retain, retrain

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38
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: demographic forces: what does educational attainment of workers mean for HR?

A

HR professionals are encouraged to use accessible and plain language in communications

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39
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: demographic forces: employability skills stated

A

1) basic academic skills (thinking, learning)
2) personal management skills (adaptability, positive attitude and behaviour, ability to accept responsibility)
3) teamwork skills

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40
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: what does gen X want? (adults)

A

place premium of work life balance, participants in decision making, disdain to control and command culture, more loyalty to profession and competency building than to employers; 1966-80, prior gen is baby boomers

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41
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: what does gen Y want? (millennial)

A

may not respond well to traditional management practices, continuous learnings, ongoing feedback, security, respect and work life balance (millennials)

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42
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: what does gen Z want? (me)

A

fiscal conservatism and greater transparency expectations

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43
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: 2 cultural forces

A

1) diversity

2) ethics

44
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: define cultural forces

A

challenges facing a firm’s decision makers because of cultural differences among employees or changes in core cultural or social values occurring at larger societal level

45
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: cultural forces: explain how diversity affects firms

A

Canada encourages maintaining unique culture heritage vs US melting pot

46
Q

LO2: step 2 in strategic mgmt of HR: environmental scan: cultural forces: explain how ethics affects HR

A

Managers should understand ethical perspectives and consider ethical implications

47
Q

LO2: step 3 in strategic mgmt of HR: analysis of org structure & culture: when should HR strategies be formulated?

A

Human resource strategies should be formulated only after a careful look at the organization’s structure

48
Q

LO2: step 3 in strategic mgmt of HR: analysis of org structure & culture: define organization structure

A

product of all org features and how they are arranged

49
Q

LO2: step 3 in strategic mgmt of HR: analysis of org structure & culture: what does org structure include? 9 things

A

Employees, objectives, technology, size, age, unions, policies, successes, failures

50
Q

LO2: step 3 in strategic mgmt of HR: analysis of org structure & culture: what does structure affect?

A

Structure reflects the past and shapes the future

51
Q

LO2: step 3 in strategic mgmt of HR: analysis of org structure & culture: define culture

A

Core beliefs and assumptions that are widely shared by all organizational members; unique to org

52
Q

LO2: step 3 in strategic mgmt of HR: analysis of org structure & culture: define equifinality

A

usually many paths to a given objective

53
Q

LO2: step 4 in strategic mgmt of HR: choice&implementation of HR strategies: what should there be a clear line of sight between?

A

There should be a clear line of sight between HR strategy and corporate goals

54
Q

LO2: step 4 in strategic mgmt of HR: choice&implementation of HR strategies: 5 groups of activities HR must focus on

A

1) planning HR
2) attracting HR
3) placing, developing, evaluating HR
4) motivating &rewarding employees
5) maintaining high performance

55
Q

LO2: step 4 in strategic mgmt of HR: choice&implementation of HR strategies: explain step 1) planning HR - what does it enable

A

Enables determination of demand and supply of various HR for the firm

56
Q

LO2: step 4 in strategic mgmt of HR: choice&implementation of HR strategies: explain step 1) planning HR - what is it

A

It is a systematic review of current state of HR practices in org and identification of needed HR processes, tools, activities

57
Q

LO2: step 4 in strategic mgmt of HR: choice&implementation of HR strategies: explain step 3) placing, developing, evaluating HR

A

New employees must be trained and prepared for future responsibilities through systematic career planning and development

58
Q

LO2: step 4 in strategic mgmt of HR: choice&implementation of HR strategies: explain step 4) motivating & rewarding employees

A

1) Often people leave bosses, not organizations

2) Motivation determined by compensation, internal work procedures, climate, schedules

59
Q

LO2: step 4 in strategic mgmt of HR: choice&implementation of HR strategies: explain step 5) motivating & rewarding employees

A

1) Internal work procedures and org policies must be monitored to ensure they meet needs of diverse workforce and safety
2) Strategy should have clearly defined action plans and dates

60
Q

LO2: step 5 in strategic mgmt of HR: review, evaluation, audit of HR strategies: when should it be examined?

A

HR strategies should be examined periodically in consideration of changing factors (eg tech, environment)

61
Q

LO2: step 5 in strategic mgmt of HR: review, evaluation, audit of HR strategies: define HR audit

A

examination of HR policies, practices and systems of a firm to eliminate deficiencies and improve ways to achieve goals

62
Q

LO2: step 5 in strategic mgmt of HR: review, evaluation, audit of HR strategies: scope of HR audit

A

1) Employee satisfaction
2) Managerial compliance (choice of research approaches, research tools, audit reports)
3) Strategy alignment

63
Q

LO3: explain when HR department is a small organization - 2 points

A

1) Separate HR department emerges when HR activities becomes a burden
2) Often emerges as a small department or individual reporting to a middle-level manager

64
Q

LO3: explain when HR department is a large department - 3 points

A

1) As the organization grows, the HR department usually grows in impact/complexity
2) Specialists are added
3) Vice President title; reports to president

65
Q

LO3: 3 service/support roles of HR department

A

1) staff authority
2) line authority
3) functional authority

66
Q

LO3: explain staff authority

A

1) HR departments are service/support departments

2) authority to advise, not direct

67
Q

LO3: who possesses line authority

A

managers of operating departments

68
Q

lecture: 6 things line manager is response for

A

1) directly manage employees
2) determine work and job design
3) promoting culture of well-being
4) making hiring decisions
5) coaching and developing employees
6) reviewing performance

69
Q

LO3: explain functional authority and when it emerges

A

1) HR department may be provided authority to make decisions normally reserved for line managers (e.g., deciding type of benefits)
2) Often in highly technical or extremely routine situations does this emerge

70
Q

lecture: 5 things HR professional is responsible for

A

1) aligning HR strategies with business strategies
2) delivering services (i.e recruitment)
3) strengthening employee contributions
4) managing change
5) provide professional guidelines

71
Q

vital value enterprise has

A

experience, skills, innovativeness and insights of its people

72
Q

HR teams comprise in 2 different orgs

A

HR teams tend to comprise 1.6 HR staff for every 100 employees in org smaller than 250 employees. It is 0.6 HR staff per 100 employees in org over 2500 employees

73
Q

what needs to be in place before corporate strategy can be succesful?

A

HR strategy

74
Q

LO2: step 2: what is six sigma?

A

optimization process credential

75
Q

LO2: step 2: what is the biggest gap for canada in productivity?

A

us productivity outpacing canada for decade. Canada is losing the ability to innovate and create wealth. Nothing will change without enhanced management skills through HR.

76
Q

LO2: step 2: what does canada meed to do to improve competitiveness

A

canada needs to innovate on people management and tech

77
Q

LO2: step 2: what does canada lag behind on on tech forces

A

tech development and use

78
Q

most important ethical issues for canadian firms

A

sexual harassment, cyber espionage, avoiding conflicts of interest, maintaining honest governance, client privacy, environmental protection, security of info

79
Q

what is allophones

A

people who don’t speak english or french

80
Q

2 stats related to cultural forces

A

1971 - canada first country to declare multiculturalism state policy
2016 - 250 ethnic origins, canada is no longer 2 language nation

81
Q

proportion of people aged 65+ in workforce in 2060 and 2016

A

Proportion of people aged 65+ will be 25% in 2060 and 17% in 2016

82
Q

consequence of aging population

A

low demand for jobs in traditional sectors with bottlenecks in professional and unionized industries

83
Q

what are retirees a welcome source for

A

Retirees may be welcome source for nonprofit/voluntary agencies looking for people who can accept supervisory positions

84
Q

proportion of canadians that fell below adequate levels of literacy

A

48%

85
Q

trend of educational attainment canad

A

growing and expected to continue

86
Q

what should knowledge workers be called?

A

learning workers

87
Q

what is there expected to be shortage of?

A

skilled trades, knowledge workers

88
Q

define automation

A
  • shift toward converting work traditionally done by hand to being completed by mechanical or electronic devices
89
Q

what are one of the outcomes of digital info systems

A

knowledge managemnet

90
Q

% of population that works from nontraditional workplace

A

19%

91
Q

2 benefits of telecommuting

A

cuts greenhouse gases and boosts worker perceptions of communications

92
Q

2 things McKinsey note that would change nature of work in future

A

automation, digital platforms

93
Q

3 reasons HR grows more important

A

1) HR carries legal implications for employer
2) people costs are significant
3) Hr activities help shape org productivity and employee quality of life
4) critical resource is not capital but info and knowledge

94
Q

Hr metric benchmarking

A

orgs contribute info about HR practices and related metrics. in return orgs have access to aggregated data about other orgs to benchmark own practices and performance

95
Q

2 major areas covered in HR audit

A

1) HR management info

2) staffing and development

96
Q

what are evaluations and audits

A

backward looking

97
Q

who takes responsibility for HR management activities

A

managers

98
Q

what small HR department responsible for

A

maintaining employee records, helping managers find new recruits

99
Q

LO3: define line authority

A

authority to make decisions about production, performance, people

100
Q

what do HR Professionals need to do according to CEO

A

1) develop business acumen
2) deep connection to business
3) data driven decision making
4) financial operations

101
Q

HR designation canada

A

chartered professional in HR (CPHR)

102
Q

where is CPHR granted and transferable

A

granted by each province HR association. transferable across canada except ontario

103
Q

HR designation for Ontario and 3 subs

A

HR professional association (HRPA)

1) certified HR professional (CHRP)
2) certified HR leader (CHRL)
3) certified HR executive (CHRE)

104
Q

3rd credentialing body for HR

A

international personnel management association

105
Q

what are HR designations based on

A

set of competencies

106
Q

do HR designations improve its status in eyes of org

A

no

107
Q

who is responsible for well being and performance of each worker?

A

both manager and HR department

BU 354 (11 decks)

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