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HRM > Exam > Flashcards

Exam Flashcards

1
Q

What is HRM?

A

= management of an organizations workforce

in charge of attracting/selecting/retaining/assessing/rewarding employees

ensures compliance w/ labour and employment laws

serves as a primary link w/ employee representatives (trade unions)

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2
Q

What makes HRM unique?

A

1) multidisciplinary
economics: wages, markets, resources
psychology: motivation, satisfaction
sociology: organisational structure and culture
law: min. wages, labour contracts

2) affects whole organisation
embedded within work of all managers, most individual contributors and teams

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3
Q

Explain the evolving nature of HRM

A

since the 90s: increased emphasis on SHRM of people because people are potential value creates and the key to competitive advantage, business performance and success
–> change from administrative to strategic function
–> positive and optimistic approach

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3
Q

Explain the evolution of HR functions

A

1) business function (payroll function, time, attendance)
2) business partner (applicant tracking, HR portal, compensation mgmt, learning mgmt)
3) strategic partner (performance mgmt, succession planning, competency mgmt, integrated talent mgmt)

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4
Q

Why HRM?

A

economic objectives:
- availability of HR resources
- performance improvement
- optimisation of HR costs
- use and improvement of competencies and skills
- reduction of fluctuation

soft objectives:
- ideal working environment
- motivation
- satisfaction
- working climate
- team spirit

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5
Q

Why is HR critical to business performance?

A

85% of all firms in the US are service firms, service is delivered by people and low quality HR leads to low quality customer service

fluctuation of 10-25% leads to performance losses of 30-50%

knowledge comes from a firm’s people

in the 21st century: effective knowledge mgmt leads to competitive advantage and profits

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6
Q

What activities does HR include?

A

process-oriented perspective:
recruitment (internal/external) –> selection –> training (on/off the job) –> assessing performance (traditional/modern methods) –> motivation (rewards/benefits/recognition/compensation)

function-oriented perspective:
meta-function: SHRM
cross-sectional functions: HR Controlling/Marketing/Information/Organisation)
process functions: planning –> recruiting –> staffing –> T&D –> retention –> termination

operational HR functions:
staffing: planning, socialization, job analysis, …
T&D: career development, performance evaluation, employee training, …
compensation: motivation, wages, job evaluation, …
administration: safety, labour relation, risk management, …

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7
Q

What is HR Planning?

A

= process of determining the HR needs of the organisation

ensures that the organisation has the right number and kind of people at the right place and the right time to achieve overall strategic objectives

must be linked to the organisation’s overall strategy

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8
Q

Explain the strategic direction (HR linkage)

A

the mission of the organisation guides all strategy and structure - the link between the mission and the work should be clear on all levels

mission (determining what business the organisation will be in) –> objectives and goals (setting them) –> strategy (determining how to reach objectives and goals) –> structure (determining what jobs need to be done by whom) –> people (matching skills, knowledge and abilities to required jobs)

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9
Q

How do you link the Organizational Strategy to HR planning?

A

1) assess current HR
2) determine demand for labour
3) predict future labour supply
4) match labour demand and supply

determine organisation’s mission –> establish corporate goals and objectives –> assess current HR (job analysis) –> compare HR demand and supply –> recruite when demand>supply, decruite when demand<supply

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10
Q

What is a Job Analysis?

A

provides information about jobs currently being done/skills individuals need to perform them

based on interviews and observations of employees currently holding the position and inputs of managers/peers/customers

3 tangible outcomes: job description, job specification, job evaluation
- job description: indicates content, environment and conditions of the job (status, site, department, objectives, responsibilities, supervisor)
- job specification/profile: indicates the minimum acceptable qualifications of the job (knowledge, skills, experience, certification, abilities)

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11
Q

What is recruiting?

A

= process of discovering potential candidates for actual or anticipated organisational vacancies

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12
Q

What constraints are there on recruiting efforts?

A

organisations image
job attractiveness
internal organisational policies
legal influence
recruiting costs

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13
Q

What recruiting sources are there?

A

internal:
- identification of candidates through the HR management system
- active application of candidates
- referral of fellow employees

external:
- advertisements
- employment agencies
- educational institutions
- job fairs
- professional organisations
- unsolicited applicants

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14
Q

What are the Pros and Cons of internal recruiting?

A

Pros:
more commitment through promotion opportunities
lower costs and risks
applicant w/ firm-specific skills

Cons:
smaller sample
blind to the shortcomings of the firm
frustration of colleagues

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15
Q

What are the Pros and Cons of external recruiting?

A

Pros:
larger sample
new impetus through new people
filling vacancy w/o creating new one

Cons:
demotivation through the lack of promotion opportunities
higher costs and risks
introduction of newcomers

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16
Q

What are recruitement alternatives?

A

temporary help services
employee leasing
independent contractors

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17
Q

What does the selection process look like?

A

initial screening –> completed applicaiton –> employment test –> comprehensive interview –> background examination –> physical exam –> job offer

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18
Q

What are methods of HR selection?

A
  • CV
  • educational certificates
  • job references
  • other references
  • work sampling
  • biographical questionnaire
  • psychological tests
  • job interview
  • graphological test
  • medical test
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19
Q

What are psychological tests?

A

= method for measuring personality traits under stadardised conditions

types: intelligence tests, aptitude tests, personality tests

quality criteria: validity, reliability, objectivity

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20
Q

What are possible ways of pre-employment testing?

A

aptitude tests: testing personality, capablity, psychological ability

performance simulation tests: candidates engage in specific behaviour needed for successful job performance

work sampling: candidates demonstrate their talent by actually doing the tasks

assessment center: elaborate set of perfomance simulation designed to evaluate the candidates potential

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21
Q

Prognostic Validity of Selection Methods

A

low predictive power:
- application forms
- unstructured interviews
- grades
- personality tests
- graphological tests
- job reference certificates
- references

high predictive power
- biographical questionnaire
- intelligence tests
- trial periods
- assessment centre
- performance tests
- structured interview

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22
Q

Selection Biases

A

intrapersonal factors:
- selective perception
- stereotypes
- egoism
- personal value system
- assessor type

interpersonal factors:
- sympathy/antipathy
- recency effect
- first/last impression
- hierarchy effect
- impression mgmt

situational factors
- internal influences
- external influences

appraisal method
- inadequate exercises
- no exact criteria

23
Q

What is performance management?

A

= essence is the development of individuals with competence and commitment, working towards the achievement of shared meaningful objectives within an organisation that supports and encourages their achievement

24
Q

Problems of Transformation

A

Human to Manpower to Labour to Performance

Problem of Membership – Problem of transformation I – Problem of Transformation II

25
Q

Why manage performance?

A

cycle: people performance –> organisational performance –> business value –>

  • to link career development to firms objectives
  • to link performance, promotion and reward
  • to motivate, develop and retain people
  • to demonstrate a commitment to corporate value
26
Q

the appraisal process

A

1) establish and communicate performance standards with employees
2) measure actual performance
3) compare actual performance with standards
4) discuss the appraisal with the employees
5) if necessary, initiate corrective actions

27
Q

Performance Management Cycle

A

pre business year: strategic workshop (set overall objectives, work with financial department)

January: financial consolidation, income statements

March: Performance Management Reviews (“main year” review (1h, review, objective setting, feedback))

September: “mid year” review (30min, “we are on track”)

28
Q

Appraisal Methods

A

evaluation absolute standards: employees are compared to a standard independently from other employees (assess job traits and/or behaviours; e.g. checklist appraisal, critical incident appraisal, forced-choice appraisal)

relative standards methods: compare individuals against other individuals (e.g. group order ranking, individual ranking, paired comparison)

management by objectives: includes mutual objective setting and evaluation based on the achievement of the specific objectives

29
Q

Common elements of MbO

A

SMART objectives (specific, measureable, achieveable and agreed, realistic and relevant, time specific)

participative decision making

specific time period

continous feedback

30
Q

Performance Appraisal Distortion

A

leniency error
halo error
similarity error
low appraiser motivation
central tendency
inflationary pressures
attribution theory

31
Q

What is Human Resource Development?

A

= part of HRM that specifically deals with training and development of employees

based on the business strategy

includes the on-boarding process

provides opportunities to improve existing and to learn new skills

32
Q

What are the objectives of HRD?

A

maintenance and advancement of qualifications and skills

transfer of knowledge and experience

improvement of leadership behaviour

development of successor

increase of motivation

reduction of fluctuation

improvement of corporate image

33
Q
A
34
Q

What is On-Boarding?

A

= the process of helping employees adapt to a new job and new organisational culture

failing to allow new employees a smooth entry into the organisation can result in costly turnover

35
Q

Why On-Boarding and Socialization?

A

socialization strongly influences employee performance and organisational stability

new members often suffer from anxiety

corporate culture becomes manifest by socialization

36
Q

the socialization process

A

pre arrival stage: use of selection process for comprehensive information

encounter stage: confrontation of expectations and reality

metamorphosis stage: employee becomes fully trained, performs successfully and fits in with their values

37
Q

What should new joiners learn about?

A

basics of the company: history, vision, structure, strategy, culture, …

job duties and responsibilities

HRM policies: work hours, pay procedures, overtime requirements, benefits

administrative issues: procedures, rules, …

38
Q

Employee Training vs. Employee Development

A

Training:
- present oriented
- focus on current job
- enhances skills needed to immediately perform
- operational

development:
- future oriented
- focus on future job
- foster personal growth
- prepare employee for future challenges
- strategic

but:
1) similar learning methods
2) both types seek relatively permanent change in employees

39
Q

determining training needs

A

1) is there a need for training?
2) what are the organisations goals?
3) what tasks must be completed to achieve its goals?
4) what behaviours are necessary for each job incumbent to complete his arranged tasks?
5) what deficiencies do incumebts have in the skills required?

40
Q

training methods

A

on the job:
- job rotation
- apprenticeship
- internships

off the job:
- classroom lectures
- multumedia learning
- simulations
- vestibule training

41
Q

development methods

A

on the job:
- job rotation
- assistant-to positions
- committee assignment

off the job:
- lectures and seminars
- simulations
- adventure/outdoor training

42
Q

development model

A

70% opportunities: learning through experiences (project opportunities, problem situations, meetings, conferences, best practice sharing)

20% relationships: learning through others (unis, consultants, trainers, clients, suppliers, coaches)

10% programs: learning through theory and practice (internal or external)

43
Q

What is SHRM?

A

= distinctive approach to employment management

seeks to achieve competitive advantage

strategic deployment of a highly committed and capable workforce

using an integrated array of cultural, structural and personnel techniques

aligns HR with strategic business goals

foesters innovation

improves motivation, satisfaction, productivity and overall performance

44
Q

What is a strategy?

A

= a critical factor that affects company performance

= a factor that contributes to competitive advantage in markets

= general framework that provides a perspective for selecting specific policies and procedures

long term focus

incolces top executives

45
Q

What are HR strategies about?

A

set out what the organisation intends to do about its HRM policies and practices, and how they should be integrated with the business strategy and each other

46
Q

strategic vs operational HRM

A

strategic:
- 3-5 years
- company focused
- strategic budget
- fairly high level reporting
- doing the right things

operational:
- < 3 years
- department focused
- department budget
- monthly operational reporting
- doing things right

46
Q

building a strategic HR function

A

strategic HR: translates business strategies into organisational capabilites into HR practices

HR strategy: building a strategy and action plan; focus to make the HR function more effective

HR organisation: crafting, designing and improving a HR function to deliver HR services

47
Q

Strategic Fit

A

vertical: corporate strategy –> business strategy –> HR strategy

horizontal: HR system –> training –> rewards

48
Q

Integrating HR and Organizational Strategy

A

1) separation (O O)
2) fit (O —-> O)
3) holistic (OO)

49
Q

HR Strategy: HR System Internal Fit (performance management system)

A

goal setting –> performance management –> coaching –> performance evaluation –> rewards –> appeal

50
Q
A
51
Q

The eternal triangle role of HR

A

strategy - structure - culture

–> HR should have a strategic role in managing the relationship between these 3 factors

52
Q

structure follows strategy

A

innovation –> organic, loose structure

cost minimization –> mechanistic, tight control

imitation –> both

53
Q

Five Forces on HR Strategies

A

1) external environment (economic, social, political, legal)
2) workforce (demographics)
3) organisations culture
4) organisations strategy
5) technology of production and organisation of work

54
Q

Factors Influencing Global Workforce Management

A

external:
- economy
- social preferences
- competition
- demographics
- innovation
- governments
- intergovernmental organisations
- employee interest organisations

internal MNC factors:
- company culture
- company climate
- company strategy
- organisational structure

55
Q
A

HRM (1 decks)

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