HRM Flashcards
1
Q
Three forms of strategic HR integrations
A
Vertical integration
Horizontal integration
Functional integration
2
Q
definition - Strategic HRM
A
A pattern of planned HR activities intended to enable an organization to reach its desired outcomes and results
3
Q
definition -Vertical integration
A
HR is outward looking and connected to corporate values and beliefs, its
corporate strategy, and contextual challenges.
4
Q
definition -Horizontal integration
A
HR activities and contributions need to be mutually supportive and
unconnected and isolated interventions
5
Q
defenition -Functional integration
A
HR needs to work in conjunction with other organizational functions rather that in isolation.
6
Q
M in HRM:
What is traditional HRM aimed for:
A
Task completion;
Absenteeism;
Turnover
7
Q
M in HRM:
what are the key outcomes now(5):
A
-Improve performance & productivity
-Achieve organizational goals
-Help employees prosper
-Stimulate positive behaviours
-Fulfil social responsibilities
8
Q
R in HRM:
Employees as resources(3):
A
-Economic resources
-Intangible assets
-Varying asset values
9
Q
R in HRM:
what economic resources are there?(1)
A
Knowledges, skills & abilities
10
Q
R in HRM:
what Intangible assets are there?(1)
A
Creativity & social capitals
11
Q
R in HRM:
what are the are Varying asset values ?(2)
A
-Star vs. non-star employees
-Ups and downs of employees
12
Q
What are the essential HRM functions?(4)
A
-Job analysis & HR forecasting
-HR hiring
-HR assessment & training
-HR motivation
13
Q
what are the new HRM challenges ?(5)
A
- Globalization
-Changing demographic trends
-Diversified employment forms
-Business sustainability & Social responsibility
-Technology
14
Q
definition- Offshoring
A
relocation of business from home country to another location (e.g.
producing products in countries with low labour costs)
15
Q
definition -Outsourcing
A
ownership of certain business operations has shifted from own
company to somewhere else
16
Q
definition-Reshoring
A
relocation of business back to home country
17
Q
Global participation and global employees (3)
A
-Parent/home country
-Host country
-Third country
18
Q
definition-Host country
A
the country in which the parent country organization seeks to locate (or has
already located) a facility
o Host-country nationals
19
Q
definition-Third country
A
a country other than the host country or parent country. A company may, but
is less likely, to have a facility there
o Third-country nationals
19
Q
definition-Parent/home country
A
the country in which the company’s corporate headquarters is
located.
o Parent-country nationals
20
Q
what are the 3 categories of globalization?
A
-Offshoring
-Outsourcing
-Reshoring
21
Q
globalization:
How does it challenge HRM in 21st C?
A
- Obtain HR: home, host, third-party
o Racial and cultural diversity in labour forces - Performance management: global assignment, expatriation and repatriation
o Global assignment and compensation - Training and development
- Legislation compliance and labour relations
22
Q
what are the 3 categories of globalization?
A
a. Racial diversity
b. Female labour (gender diversity)
c. Aging workforce (age diversity)
23
Q
Changing demographic trends:
How does it challenge HRM in 21st C?
A
- Obtain HR:
o Succession plans; female leadership - Performance management:
o Technology challenges - Benefit and compensation:
o Pension, health and safety schemes; expat schemes - Legislation and labour relations:
o Age discrimination
24
what are the 2 categories of Diversified employment forms?
a. SMEs, NGOs, start-ups, entrepreneurship
b. Part-time, self-employment, portfolio working
25
Diversified employment forms:
How does it challenge HRM in 21st C?
- Psychological contract
- Protean career
26
definition- Protean career
a career that is driven by the individual and not by the organization
o Security vs. employability?
o Proactive and preventative moves
27
definition- Psychological contract
The mutual beliefs, perceptions and informal obligations between an
employer and an employee that are distinct form the formal employment contract – Beyond
the paper-written contract
28
what are the 2 categories of technology?
(Outsource less strategic HRM activities)
- HR Outsourcing (HRO)
- Digitalize HR services
29
definition- Digitalize HR services:
Online hiring, online training & learning, performance reporting & appraisal
30
definition - HR Outsourcing (HRO):
sub-contracting HR functions to external suppliers
o Payroll and taxes, training, benefits management
31
Major HRM functions:
name other HRM functions(6):
-occupational safety & health
-workplace security & data privacy
-stress & wellbeing
-business ethics, sustainability, and social responsibility
-labor relations
-legal environment( EEO,CAO ...)
32
definition - job
- A job is “a set of tasks, duties and responsibilities that constitutes the total work assignment
for an employee”
33
definition- job analysis:
the process of getting detailed information about jobs
34
what are the Common methods of job analysis(4):
1. Interviews
2. Observations
3. Questionnaires
4. Work diaries/logs
35
Outputs of job analysis
- Job descriptions
- Job specifications
36
Outputs of job analysis:
Key job requirements?
+definition
Job descriptions: a list of tasks, duties and responsibilities that a job entails
37
Outputs of job analysis:
Key competencies required to succeed?
+definition
Job specifications: list of knowledge, skills, abilities, and other characteristics that an
individual must have to perform on the job
38
definition- job demands
aspects of the job that require sustained physiological and/or psychological effort of
skills and are therefore associated with physiological and/or psychological costs
39
definition- job resources
factors that either/or (1) reduce job demands and associated costs, (2) are
functional in achieving work goals; (3) stimulate personal growth, learning, and development.
- Across organizational levels
- In various forms
o Physiological, psychological, social
o Intrinsic, extrinsic
40
Job Demand-Resource model (JD-R)
- Evangelia Demeroutie & Arnold Bakker (2001-2003)
- JD-R: job strain as a response to imbalance between job demands and job resources
- Outcomes: wellbeing (e.g., burnout, stress, engagement), performance, behaviours
41
Dual-process of JD-R model(2):
- Health impairment process
- Motivational process
42
definition- Motivational process
job resources have motivational potential that, intrinsically or
extrinsically, lead to high work engagement, low cynicism.
43
definition- Health impairment process
poorly designed jobs or chronic job demands exhaust
employees, lead to energy depletion and health problems
44
definition-Job (re)design
– a set of activities that involve the design/alteration of specific jobs or
interdependent systems of jobs with the intent of improving the on-the-job-productivity and job
experience of employees.
45
Three approaches of job (re)design
1. Physical environment
2. Job characteristics
3. Job crafting
46
definition-Physical environment
+ example
(re)design the work environment
- Aims: reduce physical fatigue, stress, healthy complaints, motivate, concentrate, relax,
restore
EXAMPLE: Google: colorful offices
47
approaches of job (re)design:
Job characteristics
(– Job Characteristic Model (JCM)) (5):
- Task identity
- Task significance
- Skill variety
- Autonomy
- Feedback
48
definition -Task identity
a job requires completion of a “whole” and identifiable piece of work
49
definition- Task significance
a job is meaningful
50
definition- Skill variety
a job includes various activities, skills, and talents
51
definition- Autonomy
a job provides freedom in structuring and scheduling work
52
definition- Feedback
a job result provides clear comments on the performance and directions for
future improvements
53
definition - job crafting
+ example
– employees customize and personalize: physical and mental changes workers
make in task or relationship aspects of their own jobs
- Make the jobs more personal and meaningful
EXAMPLE: Google: design your own desk, dogs welcome, start your own projects
54
what are the two characteristics for Forecast labour demands?
-Qualitative forecasting
-Quantitative forecasting
55
Qualitative forecasting(4):
- Job demands
- Corporate demands
- Market demands
- Political/legislative demands
56
Quantitative forecasting(3):
- Trend analysis
- Ratio analysis
- Regression analysis
57
what are the two characteristics for Forecast labour supply?
-Internal labour market
-External labour market
58
External labour market(3):
- Graduation levels
- Competitions
- Sources of qualified HR
59
Internal labour market(3):
- Graduation levels
- Competitions
- Sources of qualified HR
60
Labour surplus(9):
- Downsizing
- Pay reductions
- Demotions
- Transfers
- Work sharing
- Hiring freeze
- Natural attrition
- Early retirement
- Retraining
61
Labour shortage(6):
- Overtime
- Temporary employees
- Outsourcing
- Retrained transfers
- External hires
- Technical innovation
62
definition-Recruitment
– Process through which an organization identifies and attracts potential employees
(qualified applicants)
63
the three steps of recruitment :
1. Establish recruitment objectives
2. Develop recruitment strategies
3. Carry out recruitment activities
64
Recruitment objectives
- Timing: Date by which positions need to be filled
- Volume: Number of positions to be filled? Number of applicants?
- Type of applicants: Education; knowledge, skills, and abilities; interests and values; diversity
65
Recruitment resources(4):
- Trainees, interns, contractors
- Employees from other branches or subsidiaries
- Graduates, direct applicants
- Customers, former employees
66
A recruiter’s job:
o Mainly provide information!
o “sell” the company and perhaps, job vacancies
o Realistic job previews (RJP) - A presentation of both favourable and unfavourable jobrelated information to candidates
Complexity/difficulties of the job
o Warm, informative, inviting, etc…
67
New trends of recruitment
- E-recruitment software (Applicant Tracking System, ATS)
o Handle recruitment electronically
- Outsource the recruitment function
68
defenition-Selection:
Process through which an organization makes a decision about who will or who will not
be allowed to join the organization
69
Effective selection(3):
o Offer jobs to right people – FITs
o Psychological contracts
o Ensure candidates feel right!
70
definition-Person-job fit:
compatibility between individual’s knowlegde, skills, abilities (KSA) and
job requirements
Ability-job fit
71
Selection decisions as FIT checks:
types of Person-Environment fit:
o Person-job fit
o Person-organization fit
o Others: person-team fit, person-supervisor fit
72
definition-Person-organization fit
congruence between individuals and organizations in terms
of personality, value and needs
73
What does FIT mean exactly?
- Conceptualization of fit
- Dimensions of fit
74
Conceptualization of fit(2):
o Goal-striving: complementary
o Similarity attraction: flock together
75
Dimensions of fit(4):
o Personality fit
o Value/preference fit
o Goal fit
o Ability (KSA) fit
76
what does OUCH stand for?
OUCH is an acronym the stands for Objective, Uniform in application, Consistent in effect,
Has job relatedness
77
Common selection methods(4):
1. Biographical Data & References
2. Interviews
3. Ability Tests
4. Personality inventories
78
Biographical Data & References(2):
- Biographical data
- References
79
Biographical Data & References:
definition-References:
solicit info from people who know job applicants well
o Weak predictor of application success in general, but may weigh heavily in sensitive
fields
80
definition-Biographical data
: history info and qualifications
o Most helpful in predicating turnover likelihood
o CVs vs. Application forms
81
definition- interview:
: dialogues to learn and valuate the qualifications of job applicants.
82
Ability Tests(2):
- Physical capabilities
- Cognitive abilities
83
Cognitive abilities(2):
o General intelligence
o Academic performance (GPA, SAT….)
84
Physical capabilities(2):
o Muscle strength & endurance
o Flexibility, balance & coordination
85
Selection process – biases(4):
1. Physical appearance
2. Impression management
3. Confirmation bias
4. Decoy effect
86
definition-Physical appearance
- Has a great impact on hiring
87
definition-impression management
+ characteristics
tactics to manipulate the opinions or affective evaluations others
have of them
a. Self-promotion, in which individuals hope to be seen as competent
b. Ingratiation/other enhancement, where individuals seek to be likeable
88
definition- Confirmation bias
- People tend to see, seek, and interpret information that confirms their expectations and
hypotheses, even when disconfirming information is more useful
89
definition-Decoy effect
- The decoy effect occurs when preferences between two alternatives reverse as a result of
the manipulation of a third alternative (i.e. a decoy) such that it is dominated by only one of
the two original alternatives
90
Practices to reduce selection biases(4);
- Diverse selection methods
- Standardized selection process
- Selection panels (collective decision-making)
- Focus on info sharing rather than info probing
91
Diverse selection methods(2):
o Behavioural questions
o Situational questions
92
Standardized selection process(2):
o Standardized questions
o Consistent scoring procedures
93
Selection panels (collective decision-making)(1):
o Inter-rater reliability
94
definition-Performance management
“a continuous process of identifying, measuring, and developing the
performance of individuals and teams and aligning performance with the strategic goals of the
organization”
95
definition-Performance appraisal
“a discrete, formal, organizationally sanctioned event, usually not
occurring more frequently than once or twice a year”
96
Performance management vs. performance appraisal
“Whereas PA is generally understood to be “a discrete, formal, organizationally sanctioned event,
usually not occurring more frequently than once or twice a year, PM is seen as a broader set of
ongoing activities aimed at managing employee performance”
97
Performance appraisal methods and forms
- Ranking Method
- Graphic Rating Scales Form
- BARS Form
- Narrative Method or Form
- MBO Method
- Critical Incidents Method
98
definition-Ranking Method
a performance appraisal method that is used to evaluate employee
performance from best to worst
o Forced distribution
o Paired comparison
99
definition-BARS Form
a performance appraisal that provides a description of each assessment along a
continuum
100
definition-Narrative Method or Form
requires a manager to write a statement about the employee’s
performance
101
definition-MBO Method
a process in which managers and employees jointly set objectives for the
employees, periodically evaluate performance, and reward employees according to the
results
102
definition-Critical Incidents Method
a performance appraisal method in which a manager keeps a
written record of the positive and negative performance of employees throughout the
performance period
103
Reliability and validity of performance measures(4)::
- Validity
- Use heuristics
- Appraisal politics
- Reductions through rater error and accuracy trainings
104
- Validity(5):
o Content validity
o Criterion-related
o Internal consistency reliability
o Interrater reliability
o Test-retest reliability
105
definition-Content validity
Measures all the relevant aspects of performance
106
definition-Criterion-related
Measures the relationship with other constructs
107
Use heuristics(5):
o Similarity bias
o Contrast bias
o Leniency vs. strictness biases
o Central tendency bias
o Halo vs. horns bias
108
Appraisal politics(1):
o Purposefully distorting a rating to achieve personal or company goals
109
Developmental activities(3):
- Assignments and assessment centres
o Developmental assessment assignments, developmental assessment centres,
multisource feedback programs, personal growth programs, simulations
- Interpersonal interactions
o Coaching (1-way) and mentoring (2-way)
- Activities are relatively effective
110
Compensation: Pay structure
Reflects pay policy of organization
111
Determining pay level(2):
- Two forms of competition to take into account
o Product market competition
Labour costs/revenues
Upper bound on salary
o Labour market competition
Labour supply/demand
Lower bound on salary
- Benchmark against product/labour market
competition
o Labour costs relative to total costs
o Product demand (in)elasticity Lower and upper bounds on salary
o Labour supply (in)elasticity
o Employee skill flexibility
112
Evaluating jobs and determining job structure(2):
- Organizations have different jobs and functional
domains
- Evaluating jobs
113
- Organizations have different jobs and functional
domains(2):
o Key jobs
Relatively stable content and
common to many organizations
o Nonkey jobs
Relatively flexible content and uncommon to many organizations
114
- Evaluating jobs(3):
o Job-ranking method
o Point-factor method
Compensable factors
Sum the scores of compensable factors ([un]weighted)
Indicates importance of jobs and appropriate compensation
o Factor comparison method
Benchmark jobs
115
Pay structure(3):
- Gather (internal and external) information about job evaluation points and monthly salary
- Market pay line
o Regress monthly salary on job evaluation points
o Slope indicates how much certain jobs need to be paid
- Useful for gathering salary indication
116
Pay grades(3)
- Market pay line may be administrative burden
o Number of individuals and jobs
- More efficient to cluster jobs in pay grades
- Problems
o Under- and overpayment
o Discourages initiative
o Lack of flexibility
o Bureaucracy
117
Individual and group incentive options
Individual Group
-bonus
-profit sharing
-commissions
-gainsharing
-merit pay
-employee stock ownership plan (ESOP)
-piece work -stock options
-standard hour
-stock purchasing
-nonmonetary awards-praise
