HRM Exam 1 Flashcards
Human Resource Management
The policies, practices, and systems
that influence employees’ behavior,
attitudes, and performance
Human capital resources
Skill, knowledge, ability of workforce
People management activities [policies and
programs]
- Acquiring, developing, placing, retaining right
people in right positions (HR planning, recruiting, selecting, training)
-Motivating and directing employee behavior;
managing conflict (Performance management, compensation, employee relations)
HR administration
Legal compliance, employment rules and
procedures, benefit admin., payroll
types of human capital
training, experience, judgement, intelligence, relationships, and insight
behavior of human capital
motivation and effort
organizational performance
quality, profitability, and customer satisfaction
impacts of HRM
types of human capital, organizational performance, and behavior of human capital
Sustainable Competitive Advantage
An organization is better than competitors at something
and can hold that advantage over a sustained period of
time
Can HR be a source of competitive advantage?
Are valuable, Are rare, Cannot be imitated, No good substitutes
internal labor force
- An organization’s workers
includes its employees and
people who have contracts
to work at the organization - Internal labor force has been
drawn from the external
labor market
external labor force
- Individuals who are actively
seeking employment - Number and kinds of people
in external labor market
determine kinds of human
resources available to an
organization
Organizations that have the best fit between:
- Social system (people and how they interact)
- Technical system (equipment and processes)
Trends in high-performance work systems
- Reliance on knowledge workers
- Empowerment of employees to make decisions
- Use of teamwork
Knowledge Workers [Service
industries]
- Main contribution to company is
specialized knowledge such as in
customers, process, or a
profession - Have a position of power
- Employers need the knowledge they
possess. Can’t just “force” people to
share and utilize knowledge in the
interest of company. - Direct “discretionary behavior”
employee empowerment
- Employees allowed to make more
decisions; they share in resulting
losses and rewards - Can lead to more innovation and
sharing of ideas - Employee engagement leads to
higher productivity, better customer
service, and lower turnover
Teamwork
- Groups of employees with various skills
work together to assemble a product or
provide a service - Links to empowerment. Teams are
empowered - Can motivate employees; makes work
more interesting
HRIS
- Computer system for managing HR information
- Automating routine HR department tasks (e.g., record-keeping; payroll; benefits admin)
- Helps HR people to think strategically (?), determine HR ROI
HR or People Analytics
The use of computers to analyze large amounts of data and offer information to guide
decisions
Artificial Intelligence (AI) can improve HR decisions
- Job analysis
- Recruiting and selection**
- Performance management
- Employee relations
People Analytics
the use of computers to analyze large amounts of data and offer information to
guide decisions
A Psychological Contract
Unspoken expectations of both employee and employer
Old Employment Deal
Employer expects: Hard work, loyalty, learn new
skills, act in company’s long-term interest.
Employer provides: Good pay and benefits, stable job,
opportunities for learning growth and career path in the company
New Employment Deal?
- Employees expected to take responsibility for their careers
- Develop skills to improve employability, change jobs
- Employers expected to provide perks in exchange
- More autonomy & control over work; flexible scheduling; comfortable work conditions
Different organizational structures include:
*Centralized
*Decentralized
*Functional Groups
*Divisional Groups
Organization’s structure
brings together people who must collaborate to efficiently produce desired outputs
Jobs are
a set of related duties
Job Analysis is
the process of getting detailed information about jobs
A job description is a list of tasks, duties, and responsibilities (TDRs) that a particular
job entails
- List of essential duties with detailed specifications of tasks involved in carry out each duty
- What people do on the job: generally observable
A job specification includes the following components:
- Knowledge: factual or procedural information necessary for successfully performing task
- Skill: individual’s level of proficiency at performing particular task
- Ability: general enduring capability an individual possesses
- Other Characteristics: job-related licensing, certifications, or personality traits
Job Enlargement:
Broadening tasks performed in a job
Job Extension:
Enlarge jobs by combining multiple
simple jobs
Job Rotation:
Enlarge jobs by moving employees
among several different jobs
Job Enrichment:
Empowering employees by adding
more decision-making authority to jobs (decentralize)
Title VII of Civil Rights Act (1964)
- Prohibits discrimination based on race,
color, religion, sex [including sexual
orientation—2020], or national origin - Applies to organizations with 15 or more
employees working 20 or more weeks a year
involved in interstate commerce - Prohibits retaliation against employees
who make complaints
Equal Employment Opportunity Commission (EEOC)
- Responsible for enforcing most EEO laws
- Investigates and resolves discrimination complaints
- Monitors organizations’ hiring practices
- Collects and analyzes EEO-1 Reports
- Issues guidelines to determine law violations
- Uniform Guidelines on Employee Selection Procedures an example
Disparate Treatment
- Differing treatment of individuals
based on the race, color, religion,
sex, national origin, age, or
disability status - Generally obvious, “intentional”
discrimination.
Bona Fide Occupational
Qualification (BFOQ)
- A necessary (not merely
preferred) qualification for
performing a job - Supreme Court has ruled that
BFOQs are limited to policies
directly related to worker’s ability
to do the job - [Very Rare!]
Disparate Impact
- Condition in which employment practices are
seemingly neutral yet disproportionately
exclude a protected group from employment
opportunities - Intent to discriminate is not required
- Prima facie evidence of discrimination
- Burden of proof shifts to employer to prove it is
not based on discrimination, but rather on
legitimate business purpose
Definition of Disability:
“A physical or mental impairment and substantially
limits one or more major life activities, a record of
having such an impairment, or being regarding as
having such an impairment.”
Reasonable Accommodation
- Employer required to do something to enable all
otherwise qualified individuals to perform the job (Disability and religion) - Employer may be exempt from providing accommodation if it would require significant expense or difficulty ( Accommodation “reasonable” if it does not impose an undue hardship on employer)
Sexual Harassment
- Unwelcome advances, requests for sexual favors, and
other verbal/physical contact is sexual harassment when: Submission to conduct is a condition of employment, Submission/rejection is a basis for employment decisions, and Conduct interferes with employee’s work performance - Different kinds of sexual harassment: quid pro quo, hostile working environment
Organizations can prevent sexual harassment by:
- Developing and communicating a policy that defines and forbids
sexual harassment - Training employees to recognize and avoid this behavior
- Providing a means for employees to complain about harassment
and be protected
Occupational Safety and Health Act
- Passed in 1970. Authorizes government to establish and
enforce occupational safety and health standards. - Includes general and specific duties of employer
Occupational Safety and Health Act: General
and Specific Duties, General-duty clause
- Furnish each employee a place of employment free
from hazards that cause or are likely to cause death or
serious physical harm - Employers must keep records of work-related injuries
and illnesses and post an annual summary of them
Occupational Safety and Health Administration
(OSHA)
- OSHA is responsible for inspecting businesses, applying
safety and health standards, and levying fines for violations.
OSHA regulations prohibit notifying employers of inspections
in advance.
Recruiting
*Any activity carried on by organization with primary
purpose of identifying and attracting potential employees
*Builds supply of potential hires when company needs it
*Three aspects of recruiting: Personnel policies, Recruitment sources, Recruiter traits and behaviors
Internal versus External Recruiting
*Internal policies “promote from within”
*Opportunities for advancement more attractive for applicants
and employees
Lead-the-market Pay Strategies
*Pay important job characteristic for most applicants
*Recruiting advantage when pay for job is more than current
market wages
Employment at Will
*Employer or employee may end employment relationship at any time unless otherwise stated in contract
Due-process policy
employee may appeal termination
Social Presence and Reputation
*Image of organization impacts its attraction level
*The Internet provides many opportunities to build a positive
image and recruit employees
Yield Ratio
*Percentage of applicants who move from one stage of
recruitment and selection process to the next
*Compare yield ratios of different sources to determine which is most efficient for each type of vacancy
Cost per Hire
*Total amount spent to fill vacancy
*Divide amount spent using recruitment source by amount of hires from the source
*Low cost per hire indicates an efficient recruitment source
