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Industrial Psychology 144 > HRM in virtual organisations > Flashcards

HRM in virtual organisations Flashcards

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1
Q

Example of how technology has prompted changes in company structures

A

Virtual organistations

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2
Q

Example of how technology has modified work arrangements

A

Virtual teams

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3
Q

Example of how technology has influenced how people are managed

A

Virtual workplace

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4
Q

Define virtual organisations

A

Multi-site, multi-organistational and dynamic organisation’s consisting of a grouping of units of different organizations that have joined in an alliance to exploit complementary skills, in pursuing common strategic objectives

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5
Q

Virtual workplace

A

A new organizational form based on the idea of working anytime, anywhere, in real space or I cyberspace

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6
Q

What are virtual organizations classified as?

A

Flexible, and their structure as transitory and fluid.

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7
Q

3 forms of virtual work arrangements

A

Telecommuting, Frontline and cyberlink

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8
Q

Work carried out in a location, eg. Home, that is remote from the central offices, where the employee has no personal contact with the co-workers but is able to communicate with them by electronic means

A

Telecommuting

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9
Q

Aspects to consider in telecommuting

A

Whether the location the employee is working from is suitable and whether the equipment is user friendly. Employees have to be provided with logistical support. Performance is monitored. Personal circumstances are monitored as well as changes in job roles.

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10
Q

Advantages of telecommuting for employers

A

More flexible, happier and reduced relocation of costs.

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11
Q

Disadvantages of telecommuting for employers

A

Difficult to track time worked, need to change management style and needs to have the appropriate technology in place to handle telecommuters

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12
Q

Advantages of telecommuting for employees

A

Can concentrate better, spend more time with family and spends less money on petrol/travelling

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13
Q

Disadvantages of telecommuting for employers

A

Employees might feel lonely, lack of connection and social interactions with other employees

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14
Q

Skills needed for telecommuting

A

Decision making skills, organizational skills, motivation and communication skills

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15
Q

Frontline model

A

Moving employees into the field to work from remote locations

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16
Q

Advantages of Frontline model

A

Offices can be shared, huge cost savings for the organization. Better service delivery as employees are physically closer

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17
Q

Cyberlink model

A

Customers, suppliers and/or producers form teams to manage work collaboratively

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18
Q

Goal of cyberlink model

A

Captures the heart and minds of the customer and encourage repeat business

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19
Q

What doesthe core of cyberlink consist of?

A

Virtual teams

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20
Q

Teams of people who use telecommunications technology to link team members who are dispersed geographically

A

Virtual teams

21
Q

Characteristics of virtual teams

A

Groups must be interdependent and be committed to working together. Have strong communication skills. Be motivated and energetic. Have shared leadership.

22
Q

Factors that contribute to the success of virtual teams

A

Training of team members, trust, soft skills and leadership.

23
Q

Generations of employees

A

Traditionalists, baby boomers, Gen X, millennials, Gen Z

24
Q

Major trait of a Traditionalist

A

Loyalty

25
Q

Major trait of baby boomers

A

Competitiveness

26
Q

Major trait of Gen X

A

Self-alliance

27
Q

Major trait of Millennials

A

Immediacy

28
Q

Major trait of Gen Z

A

Connectedness

29
Q

Types of virtual teams

A

Project, service and process teams

30
Q

Project teams

A

Members come together to work on a specific duration of a project

31
Q

Service teams

A

Main responsibility is to solve problems and provide advice

32
Q

Process teams

A

Membership of process teams are likely to be fluid as Membership are called upon to address the challenges the team is facing at any time

33
Q

Why virtual teams?

A

Cost benefits, complexity of virtual teamwork and technology for virtual teams

34
Q

Enhancer

A

Promotes trust and maintain effective working relationships

35
Q

Derialiers

A

The inability to establish the additional levels of trust that remote employees require- lack of communication and a lack of comfort and expertise with technologies

36
Q

Coach

A

How they can personally build stronger organizations

37
Q

Architect

A

Help turn general and generic ideas into blueprints for organizational action

38
Q

Designer/Deliver

A

Shape and encourage employee behavior

39
Q

Facilitator

A

Make change happen and sustain that change

40
Q

Leader

A

Must have credibility to play effective role in the organization

41
Q

HR practices in virtual organizations

A

Job analysis
Staffing
Recruitment
Selection and on boarding
Training and development
E-learning and M-learning
Performance appraisal
Compensation
Negotiation

42
Q

The use of internet electronic media and info and communication technology to conduct training online

A

E-learning

43
Q

A sub-set of e-learning, educational technology and distance education? Which focused on learning across contexts and learning with mobile devices

A

M-learning

44
Q

Four variables of transfer knowledge

A

Organizational, Human, IT and trust factors

45
Q

The culture of the organization and it’s structure

A

Organizational factor

46
Q

Self efficacy and reward systems

A

Human factors

47
Q

IT infrastructure and incentive mechanisms

A

IT factors

48
Q

Employee willingness to share their knowledge and trust employees

A

Trust factors

Industrial Psychology 144 (4 decks)

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