hrm 301 - final Flashcards

1
Q

strategic partner

A

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

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

resource dependent theory

A

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

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

high-performance work practice

A

refers to the bundles of HR pracices that are expected to yeild postive work outcomes at the organizational and individual level

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

talent management

A

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

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

knowledge management

A

is a strategic approach to control and nurturing of organizational knowledge

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

HR strategy

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Competitive strategy

A

is about how an organization will compete in those markets identified in the business strategy

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

change management

A

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

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

Strategic human resource management

A

is when HRD strategies, plans, policies and practices are vertically and horizontally aligned and learning is embedded the organization strategic processes

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

Employee engagement

A

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

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

Outsourcing

A

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

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

Employee voice

A

refers to circumstances that gives employee the opportunity to have some input in organizational decision making

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

Employee branding

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

HR strategy process

A

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

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

Human capital

A

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

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

HR balance scorecard

A

developed by Kalpan and Norton (1998) as a tool to help managers find a holistic way to measure organizational performance

17
Q

Human resource development (HRD)

A

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

18
Q

Business strategy

A

sets out the organization’s direction and scope; essentially what market it wants to compete in. business strategy also known as corporate strategy

19
Q

Contingency approach to SHRM: 4 pts

A

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

20
Q

Foundations of SHRM: 2 pts

A

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

21
Q

Scope of HR function: 6 pts

A
  • 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
22
Q

Performance – 4pts

A

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

23
Q

Employee voice – 2pts

A

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

24
Q

Employee engagement- 2pts

A

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

25
Q

Knowledge management- 2pts

A

Two perspectives on knowledge management:
1. Managing knowledge – direct control- objectivist – explicit knowledge
Explicit knowledge- formal or theoretical knowledge that relies on the individual’s conceptual skills and cognitive abilities, stored in books, documents, diagrams pictures and etc
2. Nurturing knowledge – indirect- practice-based – tactic knowledge
Tactic knowledge- practical skills and expertise that accure over time and reside on the individual. Embedded deeply with an individual experience, judgement and intuition

26
Q

Corporate social responsibility – 3 pts

A

CSR- extent to which an organization is managed ethically and socially responsible manner in order to achieve sustainable competitive advantage
Shareholder theory- states that primary function of firm’s manager is to maximize shareholder wealth and therefore the only social responsibility is shareholder maximization
Stakeholder theory- long-term strategic perspective that recognizes that stakeholder other than shareholders have vested interest in firm’s performance. it is closely associated with ethical approach to management

4 CSR

  1. Economic – business corporation exist to make profit for shareholders while providing stakeholder with economic benefits such as well-paying jobs for employees and providing quality products for customers
  2. Legal – all organizations operate within context of legal framework which reflects regional, national and international legislation
  3. Ethical- organizations may not be legally required to act in a particular way but may choose to do so because of an overriding moral obligation
  4. Philanthropic- this is where an organization exercises discretion to improve quality of life of employees, communities and society in general