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Global People Management > Progress test > Flashcards

Progress test Flashcards

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People You Should Know flashcards
1
Q

Employee engagement

A

A combination of job satisfaction, ability, and a willingness to perform for the organisation at a high level and over an extended period of time.

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2
Q

Technology in HR

A
  • Use of people analytics
  • Find commonalities in data that can help HR create new and more efficient processes, as well as more engaged employees
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3
Q

New HRM challenges

A
  • Upskilling the workforce to successfully manage the AI revolution
  • A shortage of skilled talent to clean, integrate, and extract value from big data and move beyond baby steps toward AI
  • Build critical skills and competencies for the organisation
  • Strengthen the current and future leadership bench
    Creating strategic agility –> analyse larger data sets
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4
Q

HR’s critical factors

A

= Things managers must control in order to compete, but they can’t directly manipulate because people have free will
* Productivity
* Employee engagement
* Turnover = permanent loss of workers from the organisation
*Absenteeism = temporary absence of employees from the workplace

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5
Q

SHRM competency model (skills)

A
  • Technical
  • Interpersonal
  • Conceptual and design skills
  • Business skills
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6
Q

Line managers

A

The individuals who create, manage, and maintain the people and organisational processes that create whatever it is that the business sells

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7
Q

Staff managers

A

Individuals who advise line managers in some field of employees

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8
Q

HR responsibilities of line managers

A
  • Legal considerations
  • Labour cost controls
  • Leadership and motivation
  • Training and development
  • Appraisal and promotion
  • Safety and security of employees
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9
Q

Employee experience

A

Employee engagement as well as the totality of other interactions between the individual and their workplace and whether those interactions are positive or negative overall

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10
Q

Major HR discipline areas

A
  • The legal environment (EEO, AA, DM)
  • Staffing
  • Training and development
  • Employee relations
  • Industrial and labour relations
  • Compensation and benefits
  • Safety and security
  • Ethics and sustainability
  • People analytics
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11
Q

The effect of employee turnover on hotel profits

A

The cost of a 1-point increase in turnover is greater for a hotel with a high ADR than for an economy-tier property

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12
Q

The employment cycle

A

Vacancy - Recruitment - Selection - Orientation - Training - Evaluation

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13
Q

Service profit relationship

A

internal service quality - employee satisfaction - employee retention/employee productivity - external service quality - customer satisfaction - customer loyalty - revenue growth/profitability

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14
Q

Internal service quality

A

The feelings that employees have toward their jobs, colleagues and companies

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15
Q

Strategic planning

A

The process of looking at our organisation and its environment and determining what our organisation decides to do to meet the requirements of that expected future.

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16
Q

External environment

A

Consists of a series of influences that originate outside the organisation and that the company cannot control. (macro and micro)
* Customers
* Competition
* Suppliers
* Labour force
* Shareholders (owners want return on
investment)
* Society
* Technology
* The economy
* Government

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17
Q

Internal environment

A

Critical organisational factors that we can control to decide what we want to do as an organisation as we move into the future.
* Structure
* Strategy
* Culture

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18
Q

Strategy

A

A plan of action designed to achieve a particular set of objectives (mission + vision)
Look at external and internal environment to create strategic advantage

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19
Q

Strategic types

A
  • Cost leadership
  • Focus or niche (specific portion of market)
  • Differentiation (impression of difference)
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20
Q

Strategic analysis

A
  • SWOT analysis
  • Porter’s five forces
21
Q

Structural components of an organisation

A
  • Complexity
  • Formalisation
  • Centralisation
22
Q

Organisational culture

A

The values, beliefs, and assumptions about appropriate behaviour that members of an organisation share.
* How the firm achieves its vision and mission by living its values and belief on a daily basis

23
Q

Five artifacts of organisational culture that help employees learn the culture

A
  • Heroes
  • Stories
  • Slogans
  • Symbols
  • Ceremonies
24
Q

Three levels of culture

A
  • Values and beliefs
  • Assumptions
  • Behaviour
25
Q

Data analytics

A

The process of accessing large amounts of data in order to analyse those data and gain insight into significant trends or patterns within organisations or industries.

26
Q

Big data

A

The collection and analysis of large data sets.

27
Q

HRMS

A

Database management systems that manage and manipulate data that influence organisational performance:
* Attendance and leave tracking
* Job and pay history
* Job descriptions
* Appraisal scores and review date
tracking
* Benefits enrolment and tracking

28
Q

Economic Value Added

A

A measure of profits that remain after the cost of capital has been deducted from operating profits
○ How much money we made through our operations minus the amount of money we had to spend or borrow in order to perform those operations

= Net operating profit after tax - (capital used x cost of capital)

29
Q

Return on Investment

A

Measure of the financial return we receive because of something that we do to invest in our organisation or its people

(gain - cost) / cost of investment

30
Q

Porter’s five forces

A
  1. Rivalry among competitors
  2. Power of buyers
  3. Power of suppliers
  4. Threat of substitute products and services
  5. Potential new entrants
31
Q

Balanced scorecard

A

Measures and aligns HR activities with organizational goals through a balanced approach across four perspectives: financial, customer, internal processes, and learning and growth.

32
Q

Ulrich’s four role model

A
  • Strategic partner
  • Administrative partner
  • Employee champion
  • Change agent
33
Q

Purpose Porter’s five forces

A

To understand the structure of its industry and stake out a position that is more profitable and less vulnerable to attack.

34
Q

Key areas for proactive HR

A
  • Business strategy integration
  • Operational capabilities
  • Change management
  • Measurement and accountability
35
Q

Discrimination

A

The act of making distinctions or choosing one thing over another; in HR, it is making distinctions among people.

36
Q

Illegal discrimination

A

The act of making distinctions that harm people and that are based on those people’s membership in a protected class.

37
Q

Reverse discrimination

A

Discrimination against the majority employee group based on a legally protected factor

38
Q

OUCH test

A

A rule of thumb used whenever you are contemplating any employment action, to maintain fairness and equity for all of your employees or applicants.
- objective
- uniform in application
- consistent in effect
- has job relatedness

39
Q

disparate treatment

A

When individuals in similar situations are intentionally treated differently, and the different treatment is based on an individual’s membership in a protected class

40
Q

Disparate impact

A

When an officially neutral employment practice disproportionally excludes the members of a protected group; it is generally considered to be unintentional, but intent is irrelevant

41
Q

Pattern of practice discrimination

A

When a person or a group engages in a sequence of actions over a significant period of time that is intended to deny the rights provided by Title VII of the 1964 CRA to a member of a protected class

42
Q

Bona Fide Occupational Qualifications

A

A qualification that is absolutely required in order for an individual to be able to successfully do a particular job.

43
Q

Business necessity

A

When a particular practice is necessary for the safe and efficient operation of the business and when there is a specific business purpose for applying a particular standard that may, in fact, be discriminatory (+job relatedness)

44
Q

Reducing organisational risk from sexual harassment

A
  1. Policy statement
  2. Training and awareness
  3. Reporting mechanism
  4. Follow just cause procedures
  5. Disciplinary action
45
Q

EEO

A

Federal law
Narrow, specific requirements and prohibitions

46
Q

Affirmative Action

A

Executive orders, Court orders, voluntary
Policies that broadly define situations in which actions should be taken to balance a workforce with its surroundings
Initiated by an external force
Past discrimination

47
Q

Benefits of diversity

A
  • innovation and creativity
  • broader skill sets
  • better decision-making
  • market insights
  • improved employee satisfaction
48
Q

Challenges of diversity

A
  • communication barriers
  • resistance to change
  • cultural misalignment
  • integration issues
  • conflict management
49
Q

Diversity management approaches

A
  • Top management support and commitment
  • Diversity training
  • Diversity policies and practices
  • Diversity leadership

Global People Management (1 decks)

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