hrm 301 - final Flashcards
strategic partner
senior HR professional who works closely with lines managers in strategic planning in areas such as long-term talent management and planning and management changes
resource dependent theory
argues that a firm is dependent on others in their network of resources and the nature of the dependent relationship will impact the leeway of the firm to choose their own solution to managerial dilemmas
high-performance work practice
refers to the bundles of HR pracices that are expected to yeild postive work outcomes at the organizational and individual level
talent management
focuses on “key employees” or “top talent”. Top talent refers to an employee who routinely exceeds expectations while exhibiting right behavior and agile in learning and approach. These are the people customers are willing to pay premium to do business with and others strive to work with
knowledge management
is a strategic approach to control and nurturing of organizational knowledge
HR strategy
refers to the strategy that an organization adopts to managing its people. Some firms do not have an HR strategy, but all are driven by employment laws to have appropriate policies in place for managing it people. Organizations may be on overarching HR strategy or different strategies to manage different groups of people. HR strategy can be explicit and documented or implicit
Competitive strategy
is about how an organization will compete in those markets identified in the business strategy
change management
change management: includes planned change and change agency
planned change: approach to manage change that assumes that change is an activity can be managed, organized and led by senior managers
Change agency: practice of leading and managing change. Change agent is a person or group of people within an organization tasked with managing change
Strategic human resource management
is when HRD strategies, plans, policies and practices are vertically and horizontally aligned and learning is embedded the organization strategic processes
Employee engagement
is a state experienced by employees in relation to their work that involves intellectual energy to think about the task, physical energy and absorption In the task and positive emotional energy and enthusiasm in relation to task fulfillment. It has also been variously proposed that engagement includes social dimensions and personal connection with others and incorporates long working hours but there is no general agreement of these latter two
Outsourcing
involves contracting with external organizations and individuals who possess specialist expertise and can fulfil special projects for an organization, instead of employing in house function and individual specialist
Employee voice
refers to circumstances that gives employee the opportunity to have some input in organizational decision making
Employee branding
practice of developing, differentiating and leveraging an organizations brand message to current and future workforce in a manner meaningful to them and aimed at motivating and securing employees’ alignment with the values and vision of the organization
HR strategy process
refers to the process by which the HR strategy was developed. It includes such consideration as who is involved in the developing of the HR strategy, the way they worked together, and the factors taken into consideration
Human capital
Becker (1964, 1975) popularized Schultz (1961) human capital theory that organizations derive economic value from employees’ skills, competence, knowledge and experience. Shultz (idid) argued that human capital can be developed through education and training
HR balance scorecard
developed by Kalpan and Norton (1998) as a tool to help managers find a holistic way to measure organizational performance
Human resource development (HRD)
encompasses a wide range of organizational practices focused on learning: training, learning and development; workplace learning; career development and life-long learning; organizational development and organizational knowledge and learning
Business strategy
sets out the organization’s direction and scope; essentially what market it wants to compete in. business strategy also known as corporate strategy
Contingency approach to SHRM: 4 pts
Contingency approach or best fit approach is premised on the notion that the managing of people varies according to the circumstances. Contingency approach looks at organization’s size, location, sector, strategy and nature of work
Whereas, universalist approach believes there is only one way “best- way” to manage people
Three models:
- bureaucratic model: focus on control and efficiency, using traditional hierarchy model relevant to stable market and stable employment conditions
- market model: views employees as subcontractors, focus on short term relationships and performance management and relevant in rapidly changing environments
- clan model: associated w/ the diffused ties based on shared values, teamworking, commitment and innovation
Three strategic options:
Defender- operates in stable market + concerned at defending their position
Prospector with a strategy of innovation and operating at a dynamic market
Analayser operating in an intermediary position
Foundations of SHRM: 2 pts
Contingency approach- premised on the notion that managing people/ employees in an organization can vary due to circumstances. Contingency approach look at organizations size, location , sector, strategy and nature of work
Universalist approach- believes there is only one best way to manage its people
Vertical fit- refers to relationship b/w HR strategy and corporate strategy
Horizontal fit- refers to relationship b/w individual HR policies
Scope of HR function: 6 pts
- organizational design: includes job design, organization structure and changes
- organizational development: includes culture management and development
- resourcing and talent planning: includes resourcing, succession planning, induction
- talent development and learning: includes training, development, coaching
- performance and rewards: performance management and rewards management
- employee engagement: ensures positive employee working experience aligned w/ organizational objectives
- employee relations
- service delivery and information
- strategic insights and solution
- leading and managing HR function
Performance – 4pts
Evaluations of HRM – performance research
Defining SHRM: studies have used widely different measure of high performance work practices and reported significant variations in the result
Rhetoric/reality gap: studies argue that there Is a significant gap b/w rhetoric and reality, with the employees’ HR experience, normally falling short of what is intended
Specifying outcome: a focus on short-term financial outcomes may be at the expense of long-term outcomes such as organization sustainability and resilience
Theoretical linkage: commentators refer to “black box” b/w SHRM and outcomes. Many feel there is a lack of appropriate theoretical framework as to why SHRM must be l-inked to performance at any level
LAMP model
Logic- the chosen measurement system should focus on factors logically most relevant to performance
Analytics- effective data analysis is important in order to interpret data correctly
Measures- should be of high quality and focus on what is important
Process- measure of HR outcomes should be part of the overarching strategic change management process, and key element in this is educating line managers to accept that HR measure are an important component in the change process
Employee voice – 2pts
Employee participations – relates to employee rights that employee interest is represented in organizational decision making
Employee involvement- manager led practices where employee input is seen to assist achievement in organizational objectives
Employee engagement- 2pts
Three dimensions of engagement:
Intellectual engagement- propensity to think hard about work task
Affective engagement- experiencing positive emotions in relation to work such as enthusiasm
Social engagement- discussing work related improvements with colleagues
