Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

HRM > HRM > Flashcards

HRM Flashcards

1
Q

Three forms of strategic HR integrations

A

Vertical integration
Horizontal integration
Functional integration

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

definition - Strategic HRM

A

A pattern of planned HR activities intended to enable an organization to reach its desired outcomes and results

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

definition -Vertical integration

A

HR is outward looking and connected to corporate values and beliefs, its
corporate strategy, and contextual challenges.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

definition -Horizontal integration

A

HR activities and contributions need to be mutually supportive and
unconnected and isolated interventions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

defenition -Functional integration

A

HR needs to work in conjunction with other organizational functions rather that in isolation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

M in HRM:
What is traditional HRM aimed for:

A

Task completion;
Absenteeism;
Turnover

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

R in HRM:
Employees as resources(3):

A

-Economic resources
-Intangible assets
-Varying asset values

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

R in HRM:
what economic resources are there?(1)

A

Knowledges, skills & abilities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

R in HRM:
what Intangible assets are there?(1)

A

Creativity & social capitals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

R in HRM:
what are the are Varying asset values ?(2)

A

-Star vs. non-star employees
-Ups and downs of employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What are the essential HRM functions?(4)

A

-Job analysis & HR forecasting
-HR hiring
-HR assessment & training
-HR motivation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

what are the new HRM challenges ?(5)

A
  • Globalization
    -Changing demographic trends
    -Diversified employment forms
    -Business sustainability & Social responsibility
    -Technology
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

definition- Offshoring

A

relocation of business from home country to another location (e.g.
producing products in countries with low labour costs)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

definition -Outsourcing

A

ownership of certain business operations has shifted from own
company to somewhere else

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

definition-Reshoring

A

relocation of business back to home country

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Global participation and global employees (3)

A

-Parent/home country
-Host country
-Third country

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

definition-Parent/home country

A

the country in which the company’s corporate headquarters is
located.
o Parent-country nationals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

what are the 3 categories of globalization?

A

-Offshoring
-Outsourcing
-Reshoring

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

what are the 3 categories of globalization?

A

a. Racial diversity
b. Female labour (gender diversity)
c. Aging workforce (age diversity)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

what are the 2 categories of Diversified employment forms?

A

a. SMEs, NGOs, start-ups, entrepreneurship
b. Part-time, self-employment, portfolio working

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Diversified employment forms:
How does it challenge HRM in 21st C?

A
  • Psychological contract
  • Protean career
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

definition- Protean career

A

a career that is driven by the individual and not by the organization
o Security vs. employability?
o Proactive and preventative moves

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

definition- Psychological contract

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

what are the 2 categories of technology?

A

(Outsource less strategic HRM activities)
- HR Outsourcing (HRO)
- Digitalize HR services

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

definition- Digitalize HR services:

A

Online hiring, online training & learning, performance reporting & appraisal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

definition - HR Outsourcing (HRO):

A

sub-contracting HR functions to external suppliers
o Payroll and taxes, training, benefits management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Major HRM functions:
name other HRM functions(6):

A

-occupational safety & health
-workplace security & data privacy
-stress & wellbeing
-business ethics, sustainability, and social responsibility
-labor relations
-legal environment( EEO,CAO …)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

definition - job

A
  • A job is “a set of tasks, duties and responsibilities that constitutes the total work assignment
    for an employee”
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

definition- job analysis:

A

the process of getting detailed information about jobs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

what are the Common methods of job analysis(4):

A
  1. Interviews
  2. Observations
  3. Questionnaires
  4. Work diaries/logs
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Outputs of job analysis

A
  • Job descriptions
  • Job specifications
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Outputs of job analysis:
Key job requirements?
+definition

A

Job descriptions: a list of tasks, duties and responsibilities that a job entails

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Outputs of job analysis:
Key competencies required to succeed?
+definition

A

Job specifications: list of knowledge, skills, abilities, and other characteristics that an
individual must have to perform on the job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

definition- job demands

A

aspects of the job that require sustained physiological and/or psychological effort of
skills and are therefore associated with physiological and/or psychological costs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

definition- job resources

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Job Demand-Resource model (JD-R)

A
  • 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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Dual-process of JD-R model(2):

A
  • Health impairment process
  • Motivational process
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

definition- Motivational process

A

job resources have motivational potential that, intrinsically or
extrinsically, lead to high work engagement, low cynicism.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

definition- Health impairment process

A

poorly designed jobs or chronic job demands exhaust
employees, lead to energy depletion and health problems

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

definition-Job (re)design

A

– 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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

Three approaches of job (re)design

A
  1. Physical environment
  2. Job characteristics
  3. Job crafting
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

definition-Physical environment
+ example

A

(re)design the work environment
- Aims: reduce physical fatigue, stress, healthy complaints, motivate, concentrate, relax,
restore
EXAMPLE: Google: colorful offices

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

approaches of job (re)design:
Job characteristics
(– Job Characteristic Model (JCM)) (5):

A
  • Task identity
  • Task significance
  • Skill variety
  • Autonomy
  • Feedback
48
Q

definition -Task identity

A

a job requires completion of a “whole” and identifiable piece of work

49
Q

definition- Task significance

A

a job is meaningful

50
Q

definition- Skill variety

A

a job includes various activities, skills, and talents

51
Q

definition- Autonomy

A

a job provides freedom in structuring and scheduling work

52
Q

definition- Feedback

A

a job result provides clear comments on the performance and directions for
future improvements

53
Q

definition - job crafting
+ example

A

– 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
Q

what are the two characteristics for Forecast labour demands?

A

-Qualitative forecasting
-Quantitative forecasting

55
Q

Qualitative forecasting(4):

A
  • Job demands
  • Corporate demands
  • Market demands
  • Political/legislative demands
56
Q

Quantitative forecasting(3):

A
  • Trend analysis
  • Ratio analysis
  • Regression analysis
57
Q

what are the two characteristics for Forecast labour supply?

A

-Internal labour market
-External labour market

58
Q

External labour market(3):

A
  • Graduation levels
  • Competitions
  • Sources of qualified HR
59
Q

Internal labour market(3):

A
  • Graduation levels
  • Competitions
  • Sources of qualified HR
60
Q

Labour surplus(9):

A
  • Downsizing
  • Pay reductions
  • Demotions
  • Transfers
  • Work sharing
  • Hiring freeze
  • Natural attrition
  • Early retirement
  • Retraining
61
Q

Labour shortage(6):

A
  • Overtime
  • Temporary employees
  • Outsourcing
  • Retrained transfers
  • External hires
  • Technical innovation
62
Q

definition-Recruitment

A

– Process through which an organization identifies and attracts potential employees
(qualified applicants)

63
Q

the three steps of recruitment :

A
  1. Establish recruitment objectives
  2. Develop recruitment strategies
  3. Carry out recruitment activities
64
Q

Recruitment objectives

A
  • 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
Q

Recruitment resources(4):

A
  • Trainees, interns, contractors
  • Employees from other branches or subsidiaries
  • Graduates, direct applicants
  • Customers, former employees
66
Q

A recruiter’s job:

A

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
Q

New trends of recruitment

A
  • E-recruitment software (Applicant Tracking System, ATS)
    o Handle recruitment electronically
  • Outsource the recruitment function
68
Q

defenition-Selection:

A

Process through which an organization makes a decision about who will or who will not
be allowed to join the organization

69
Q

Effective selection(3):

A

o Offer jobs to right people – FITs
o Psychological contracts
o Ensure candidates feel right!

70
Q

definition-Person-job fit:

A

compatibility between individual’s knowlegde, skills, abilities (KSA) and
job requirements
 Ability-job fit

71
Q

Selection decisions as FIT checks:
types of Person-Environment fit:

A

o Person-job fit
o Person-organization fit
o Others: person-team fit, person-supervisor fit

72
Q

definition-Person-organization fit

A

congruence between individuals and organizations in terms
of personality, value and needs

73
Q

What does FIT mean exactly?

A
  • Conceptualization of fit
  • Dimensions of fit
74
Q

Conceptualization of fit(2):

A

o Goal-striving: complementary
o Similarity attraction: flock together

75
Q

Dimensions of fit(4):

A

o Personality fit
o Value/preference fit
o Goal fit
o Ability (KSA) fit

76
Q

what does OUCH stand for?

A

OUCH is an acronym the stands for Objective, Uniform in application, Consistent in effect,
Has job relatedness

77
Q

Common selection methods(4):

A
  1. Biographical Data & References
  2. Interviews
  3. Ability Tests
  4. Personality inventories
78
Q

Biographical Data & References(2):

A
  • Biographical data
  • References
79
Q

Biographical Data & References:
definition-References:

A

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
Q

definition-Biographical data

A

: history info and qualifications
o Most helpful in predicating turnover likelihood
o CVs vs. Application forms

81
Q

definition- interview:

A

: dialogues to learn and valuate the qualifications of job applicants.

82
Q

Ability Tests(2):

A
  • Physical capabilities
  • Cognitive abilities
83
Q

Cognitive abilities(2):

A

o General intelligence
o Academic performance (GPA, SAT….)

84
Q

Physical capabilities(2):

A

o Muscle strength & endurance
o Flexibility, balance & coordination

85
Q

Selection process – biases(4):

A
  1. Physical appearance
  2. Impression management
  3. Confirmation bias
  4. Decoy effect
86
Q

definition-Physical appearance

A
  • Has a great impact on hiring
87
Q

definition-impression management
+ characteristics

A

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
Q

definition- Confirmation bias

A
  • People tend to see, seek, and interpret information that confirms their expectations and
    hypotheses, even when disconfirming information is more useful
89
Q

definition-Decoy effect

A
  • 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
Q

Practices to reduce selection biases(4);

A
  • Diverse selection methods
  • Standardized selection process
  • Selection panels (collective decision-making)
  • Focus on info sharing rather than info probing
91
Q

Diverse selection methods(2):

A

o Behavioural questions
o Situational questions

92
Q

Standardized selection process(2):

A

o Standardized questions
o Consistent scoring procedures

93
Q

Selection panels (collective decision-making)(1):

A

o Inter-rater reliability

94
Q

definition-Performance management

A

“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
Q

definition-Performance appraisal

A

“a discrete, formal, organizationally sanctioned event, usually not
occurring more frequently than once or twice a year”

96
Q

Performance management vs. performance appraisal

A

“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
Q

Performance appraisal methods and forms

A
  • Ranking Method
  • Graphic Rating Scales Form
  • BARS Form
  • Narrative Method or Form
  • MBO Method
  • Critical Incidents Method
98
Q

definition-Ranking Method

A

a performance appraisal method that is used to evaluate employee
performance from best to worst
o Forced distribution
o Paired comparison

99
Q

definition-BARS Form

A

a performance appraisal that provides a description of each assessment along a
continuum

100
Q

definition-Narrative Method or Form

A

requires a manager to write a statement about the employee’s
performance

101
Q

definition-MBO Method

A

a process in which managers and employees jointly set objectives for the
employees, periodically evaluate performance, and reward employees according to the
results

102
Q

definition-Critical Incidents Method

A

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
Q

Reliability and validity of performance measures(4)::

A
  • Validity
  • Use heuristics
  • Appraisal politics
  • Reductions through rater error and accuracy trainings
104
Q
  • Validity(5):
A

o Content validity
o Criterion-related
o Internal consistency reliability
o Interrater reliability
o Test-retest reliability

105
Q

definition-Content validity

A

Measures all the relevant aspects of performance

106
Q

definition-Criterion-related

A

Measures the relationship with other constructs

107
Q

Use heuristics(5):

A

o Similarity bias
o Contrast bias
o Leniency vs. strictness biases
o Central tendency bias
o Halo vs. horns bias

108
Q

Appraisal politics(1):

A

o Purposefully distorting a rating to achieve personal or company goals

109
Q

Developmental activities(3):

A
  • 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
Q

Compensation: Pay structure

A

Reflects pay policy of organization

111
Q

Determining pay level(2):

A
  • 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
Q

Evaluating jobs and determining job structure(2):

A
  • Organizations have different jobs and functional
    domains
  • Evaluating jobs
113
Q
  • Organizations have different jobs and functional
    domains(2):
A

o Key jobs
 Relatively stable content and
common to many organizations
o Nonkey jobs
 Relatively flexible content and uncommon to many organizations

114
Q
  • Evaluating jobs(3):
A

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
Q

Pay structure(3):

A
  • 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
Q

Pay grades(3)

A
  • 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
Q

Individual and group incentive options

A

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

HRM (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions