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