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1ST YEAR PRELIM > HRM (WK1) > Flashcards

HRM (WK1) Flashcards

1
Q

Concerned with the personnel policies and managerial practices and systems that influence the workforce

A

Human Resource Management

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2
Q

The process of acquiring, training, appraising and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.

A

Human Resource Management

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3
Q

*The set of organizational activities directed at attracting, developing and maintaining an effective workforce.

A

Human Resource Management

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4
Q

Parts of Human Resource

A

● PEOPLE
● WORKFORCE
● TALENT

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5
Q

Core Elements of HRM

A
  • ORGANIZATION
  • PEOPLE
  • MANAGEMENT
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6
Q

HRM Objectives

A
  1. Achieve an organizational mission, vision, goals and objectives using people as valuable resources.
  2. Utilize staff capacity.
  3. Ensure that employees are committed to their jobs, teams, departments and the entire organization.
  4. Ensure that organizational systems, processes and activities are integrated and synergized through a strong organizational culture.
  5. Optimal utilization of available resources.
  6. Enable managers to be flexible and adapt to changes required in pursuing excellence in human resource management functions.
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7
Q

HRM Philosophies

A
  1. HRM is and has to be owned and driven by the top management in the interests of the key stakeholders.
  2. Business or organizational strategies form the basis for human resource strategies.
  3. Consider employees as assets rather than liabilities.
  4. Get additional value from employees.
  5. Employee commitment
  6. Build a strong organizational culture.
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8
Q

1900 Employee Welfare is called

A

Welfare officer

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9
Q

1920-1930 Personnel administration is called

A

Personnel Administrator

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10
Q

1940-1960 Personnel management is called

A

Personnel Manager

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11
Q

1970-1980 Personnel/Human Resource Management is called

A

Personnel/HR Manager

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12
Q

1990 Human resource management is called

A

HR Manager

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13
Q

2000 Strategic human resource management is called

A

Strategic Human Resource Manager

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14
Q

PM or HRM: Traditional Approach

A

Personnel Management

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15
Q

PM or HRM: Focuses on personnel administration, employee welfare and labor relation

A

Personnel Management

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16
Q

PM or HRM: People as input for achieving a desired output.

A

Personnel Management

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17
Q

PM or HRM: Personnel function is undertaken for employee satisfaction

A

Personnel Management

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18
Q

PM or HRM: Job design is done on the basis of division of labor

A
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19
Q

PM or HRM: Employees are provided with less training and development opportunities.

A

Personnel Management

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20
Q

PM or HRM: Decisions are made by the top management as per rules and regulation of the organization.

A

Personnel Management

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21
Q

PM or HRM: Focuses on increased production and satisfied employees

A

Personnel Management

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22
Q

PM or HRM: Concerned with personnel manager

A

Personnel Management

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23
Q

PM or HRM: Routine function

A

Personnel Management

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24
Q

PM or HRM: Modern Approach

A

Human Resource Management

25
Q

PM or HRM: Focuses on acquisition, development, motivation and maintenance of human resources in the organization

A

Human Resource Management

26
Q

PM or HRM: People as an important and valuable resource for achieving output.

A

Human Resource Management

27
Q

PM or HRM: Administrative function is undertaken for goal achievement

A

Human Resource Management

28
Q

PM or HRM: Job design function is done based on group work/team work.

A

Human Resource Management

29
Q

PM or HRM: Employees are provided with more training and development opportunities

A

Human Resource Management

30
Q

PM or HRM: Decisions are made collectively

A

Human Resource Management

31
Q

PM or HRM: Focuses on effectiveness, culture, productivity and employee’s participation

A

Human Resource Management

32
Q

PM or HRM: Concerned with all level of managers from top to bottom

A

Human Resource Management

33
Q

PM or HRM: Strategic function

A

Human Resource Management

34
Q

PERSONNEL MANAGEMENT ASPECT

A

● Manpower Planning
● Recruitment
● Selection
● Placement
● Transfer
● Promotion
● Training & Development
● Lay off & Retrenchment
● Remuneration
● Incentives
● Productivity

35
Q

EMPLOYEE WELFARE ASPECT

A

● Canteens
● Rest rooms
● Lunch rooms
● Housing
● Transport
● Medical Assistance
● Education
● Health & Safety
● Recreation Facilities

36
Q

INDUSTRIAL RELATIONS ASPECT

A

● Union Management Relations
● Joint Consultation
● Collective Bargaining
● Grievance and Disciplinary Procedures
● Settlement of Disputes

37
Q

Aspects of HRM

A
  • INDUSTRIAL RELATIONS ASPECT
    -EMPLOYEE WELFARE ASPECT
    -PERSONNEL MANAGEMENT ASPECT
38
Q

Goals of HRM

A
  • Complying with legal and social obligations
  • Facilitating organizational effectiveness
  • Enhancing productivity & quality
  • Promoting individual growth and development
39
Q

Guiding theories in Human Resource Management

A

A. Organization Life Cycle Theory
B. Role Behavior Theory
C. Resource Dependency Theory
D. Institutional Theory
E. Transaction Cost Theory
F. General Systems Theory
G. Human Capital Theory
H. Strategic Contingency Theory
I. Organizational Change Theory
J. Organizational Learning Theory

40
Q

THEORY: characterizes organizational development from formation, growth, maturity, decline and death.

A

Organization Life Cycle Theory

41
Q

THEORY: According to the theory, the driving force in all these stages is the nature of workforce

A

Organization Life Cycle Theory

42
Q

THEORY: Aims to explain and predict the behavior of individuals and teams in organizations, which, in turn, inform managers for the purposes of decision making, and what steps they take on people management as well as the expected consequences.

A

Role Behavior Theory

43
Q

THEORY: Rewards = promote positive behavior

A

Role Behavior Theory

44
Q

THEORY: Punishment = control negative behavior

A

Role Behavior Theory

45
Q

THEORY: Some of the key ideas focus on the need to improve the working environment including the resources in order to stimulate new behavior in employees in order for them to cope with new demands (Prachaska et al. 1982), it includes the use of rewards to induce and promote positive work behavior, and punishments to control negative behavior (Rogers 1983)

A

Role Behavior Theory

46
Q

THEORY: Resources are key to organizational success

A

Resource Dependency Theory

47
Q

THEORY: Employees are scarce resources, which should be carefully managed.

A

Resource Dependency Theory

48
Q

THEORY: The more organizations were able to harness resources, the more competitive they became

A

Resource Dependency Theory

49
Q

THEORY: overdependence on external resources appeared to be risky due to the uncertainties that cannot be controlled by the organization

A

Resource Dependency Theory

50
Q

THEORY: Commons (1931) defines “institutions” as “collective action in control,
liberation and expansion of individual action”

A

Institutional Theory

51
Q

THEORY: Institutions could be formal and have explicit rules, contracts, laws and
rights or informal in the sense of social conventions that are not designed
by anybody.

A

Institutional Theory

52
Q

THEORY: These institutions establish relationships of rights, duties, no rights, and no duties which influence behavior of individuals. ‘The major role of institutions in society is to reduce uncertainty by establishing a stable (not necessarily efficient) structure to human interaction

A

Institutional Theory

53
Q

THEORY: Organizations should set an appropriate institutional framework that will bind and influence the behavior of employees towards an organizational commitment to excellence.

A

Institutional Theory

54
Q

THEORY: based on the economic view of the costs of conducting business transactions.

A

Transaction cost theory

55
Q

THEORY: Employment relationships that may lead to high costs of exchange should be minimized.

A

Transaction cost theory

56
Q

THEORY: The thesis is that companies will grow if the costs of exchanging resources in the company are cheaper in comparison to competitors

A

Transaction cost theory

57
Q

THEORY: No organization can survive without interacting with its environment

A
58
Q

THEORY: Organizations are seen as systems with components and parts that are related and interconnected; failure of a component or part leads to the failure of another.

A
59
Q

THEORY: The system approach to understanding organizations considers the human resource department as a component of the organization’s system that also has other departments such as accounting, engineering, marketing etc.

A

1ST YEAR PRELIM (10 decks)

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