Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Second year first semester > Human resource management > Flashcards

Human resource management Flashcards

1
Q

Human resource management is (definition

A

The sum of all strategic, policy, procedures and day-to-day acts that together aim to guide employment relations in organizations

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

Hr practices

A

Are all the policies and procedures used for managing employment relations experienced by people in the workplace. Used by managers, teams, project leaders and employees themselves

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

Employment relationship

A

A reciprocal relationship between those who perform work or services and those who offer employment in the aim of realizing organizational goals

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

Why dont all organizations do the same (management wise etc)

A

1) it doesnt fit (there are differences in organizations and HR practices are effective to different extents)

2) Because different stakeholders have different interests in HRM

3) because some methods are unethical

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

Research practice gap

A

Researches only know about half of the methods that are available

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

Evidence based HRM

A

A decision making method for practitioners to find effective interventions to manage human resource. By taking the best research evidence into account together with understanding the needs and requirements of stakeholders while upholding ethical standards for employees

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

Equifinality

A

Not one solution fits all, but equally effective solutions that lead to the same outcome in different ways

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

Quick fix

A

Immediate action on a problem (influenced by fads and fashion, limited understanding of the problem or inaccurate knowledge. (not evaluated often followed by another quick fix) (often harmful)

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

Evidence based HRM

A

Is a conscientious, explicit, and judicious decision making process to adress important people related issues in organizations by combining the best available research evidence with measurrable data and professional knowledge available in organizations

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

Validity (definition)

A

The evidence helps you understand the cause of the problem (check the quality of measure, research design and use good theory

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

Reliability

A

The findings reported in the evidence would be similar if we replicated the research

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

generalizability

A

We can use this evidence to say something about the targeted employees for the problem intervention

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

Ethicality

A

Do not harm

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

Benefits of evidence based HRM

A

A better understanding of problems in the organization
A culture of learning and curiosity
Reduction of organizational politics

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

When is EB-HR not useful

A

Arguable: in common, day-to-day management decisions and in crisis situations

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

Human resource management (definition)

A

Human resource management is the sum of all strategy, policy, procedures and day to day acts that together aim to guide employment relations in organization

–> towards the goal of organizations

While ensuring alignment with various contextual conditions such as organization characteristics, industry dynamics, competition, labor markets nad legal institutionsal settings

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Operating performance

A

Productive sales quality and customer loyalty

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Financial performance

A

Profits return on assets ROI tobins

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Employee performance

A

Retention (opposite of voluntary turnover) , employee productivity, value added per employee

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Innovation indicators

A

Eg, new products or services, patents

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Resources

A

Are tangible and intangible features that enable actors to realize their goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Resource based view (barney)

A

1) physical capital: money, offices/factories, machines and computers
2) organizational capital
a) structural organizational capital
b) social organizational capital
3) human capital (knowlege and skills the employees in the organization possess)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Which resource leads to competitive advantage

A
  1. sustainable
  2. Rare
  3. Non-transparent
  4. non-transferable
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Social and human capital: highest value for unique capability… Why?

A

Because social organization capital and human capital are stored in the behavior and minds of people. Individuals who leave thake their skills knowlege and networkds with them. Transfer of skills knowlegde and social relations is difficult

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Business case for HRM

A

Investing in HRM leads to unique capability for competetive advantage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Causality

A

An empirically observable relationship that suggest a mechanism through which a cause leads to an effect

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Human capital

A

All knowledge, skills, ideas, abilities and health available in the people working within an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Human capital (economic view)

A

HC is a rare resource for individuals and for organization, that can be a unique capability for competitive advantage

Individuals: career income
Organizations: performance outcomes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Generic human capital

A

Broad diplomas, generic industry knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Firm-specific human capital:

A

Non-transferable, firm specific knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

HC as individual differences (intelligence)

A

Speed with which people process, retrieve and combine information
Reliable tests

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

HC as individual differences (personality)

A

Relatively consistend style in which people think, act and feel
Reliable tests or interview

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Structure of intelligence

A

The underlying factor g
Smaller aptitutes (e.g. memory, speed of retrieval, logical reasoning) all load positively on g
Scores are normally distibuted over the population
Scores are stable over a lifetime
Scores correlate high with performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Structure of personality

A

Five dimesions (big five)

Openness, agreeableness, extraversion, conscienciousness and neuroticism (emotional stability)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Social capital theory

A

The potential that is generated by the network of social relationships in an organization and that can be used to enable actions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Social capital dimensions

A

1) structural social capital (network opportunity to meet)
2) Relational social capital (Bonding/friendship)
3) Cognitive social capital (organizational climate/shared understanding

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Levels

A

Individual, team, organization and society

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Social exchange theory (unleashing human and social capital)

A

Explains why people put effort at work, exchange mechanisms in the employment relationship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Social exchange theory (humans)

A

Relationships between people are based on exchange
Economic vs. social exchange relations
Does the relationship make me happy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Gouldner (social exchange theory)

A

The norm of reciprocity
Implicit expectation about fair repays
If reward is very high –> extra effort to make up
If reward does not come –> anger, frustration and revenge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Social exchange theory (Blau)

A

Organizations although not human are assigned human like characteristics. Hence the norm of reciprocity applies as well

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

The social exchange should be in balance´if

A

The employer is good to their employees (more so than expected) then the employees will feel compelled to be an exemplary employee through a positive attitude and extra effort

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Does social exchange pay off (research evidence)
Extra investing in employees increases

A

Job performance, willingness to do something extra (OCB), employee commitment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

Longitudinal and meta-analytical evidence

A

Behaviors/attitudes induced by social exchange (OCB, commitment and satisfaction) result in better organizational performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

Essential goals of planned change

A

Change employees behaviour
Improve competitive advantage or service

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

External forces for change

A

Social (Including diversity, ageing workforce, changes in attitudes nad preferences)
Technological (eg. ict, online shopping)
Economic (competition from BRIC: low wage emerging economies)
Political (e.g. conflic in easern europe, privatisation of public sector organisations)
Legal (e.g. regulation of food additives, changes to employment law
Ecological (E.g. energy usage)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

Internal forces for change

A

Performance (eg poor quality or service)
Innovation (E.g. production or product desing)
Human resources (E.g. commitment, high absenteeism)
Participation (E.g. Generate new ideas, ways of doing)
Leadership (E.g. new champion for change)
Conflict (e.g. inter department power shifts)
Safety (e.g. unsafe or unhealthy processes)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

How can HRM and leadership help organizations to compete and survive in environment of continuous change

A

Change management strategy –> Theory that explains what happens here –> performance of the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

Managing change

A

The process of planning and executing change to minimise the resistance, while maximising cooperation and the effectiveness of prcess

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

change agents

A

Can be managers to non-managers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

Lewins theory of planned changet 3 stages

A

To reach desired state: increase driving forces, reduce resisting forces or combination of both

1)Unfreezing (thaw ways of doing)
2) Movement (modify behaviours by seeing organisation as a system of learning)
3) Refreezing (embed changes to avoid regression by positive reinforcement, by coaching, by revising rules governing behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

Criticism of lewins three stage model

A

The third stage refreezing
1) In fluid/volative business situations, the concept of refreezign would not be in line with reality
2) refreezing is considered to be a quaintly linear and static concept
3) This migh furthermore undermine continuous learning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

Kotters eight stage model

A

1) failure to create a sense of urgency
2) failure to create a powerful guiding coalition
3) Failure to recognise the power of vision
4) failure to communicate the vision
5) failure to remove the obstacles that block the vision
6) failure to plan for a nd create short-term wins
7) declaring victory too soon
8) failure to anchor the changes in the organisational culture

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

Kotters advise on how to practice change (building on lewins theory of planned change

A

1) unfreeze (establish sense of urgence)
2) Move (guiding coalition, change vision, communcate change vision, empower others to take action, generate short time wins)
3) Freeze (consolidate gains, promote change; Institutionalise new approaches)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

Dynamic capabilities

A

The organizational competence in changein and adapting its resources to deal with dynamic environments
Resources that allow organizations to enterprise: seize oppertunities when they come along

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

Human resource scalability: the flexible firm

A

The speed with which an organization can adjust its work force
Quality (amount of employees)
Quanitity (The type of tasks that employees can do)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

The flexible firm

A

Combining permanent and flexible employment methods

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

Organizational lerning capability

A

The capacity of the organization as a whole to access information from outside the organization, bring it in the organization, learn from it and convert that learning into new knowledge

Needed: Hr practices aimed at knowledge transfer and strong social ties within the organization and ouside the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

Organizational capability for innovation

A

Management systems that encourage knowlege createion and proactive behavior at all levels of the organization, and a strategy oriented towards innovation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

The mechanisms of culture chagne

A

The techniques used to change culture cover the whole range of personnel management practice and have included initiatives in the following areas:

Recruitment, selection, induction, traning and development, communications, payment and reward, appraisal, employee relations, organization structure, counselling and redundancy and social activiteis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

Change oriented leadership (4-tings)

A

Intellectual stimulation, Inspirational motivation, individualized consideration and idealized influence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

Behavioral indicatios of individualized consideration

A

Recognizes differences, Enlarges individual discretion, creates strategy for continuous improvement, promotes self-development, ecnourages others to take initiative, coaches and counsels, Tragets areas to develop and to elevate individual needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

Transformational leadership (Idealized attributes)

A

I belive this is whats right not simple the right thing
General characteristis (Confidence in the vision, sense of purpose and trust)
Actions (Exhibits persistence in pursuing objectives, demonstrates dedication to followers)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

Why multinational corporations (MNCS) go abroad

A

Market seeking behaviour:
To gain access to and to serve local or regional markets
Efficiency seeking behaivour:
Exploit international factor-cost country differences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q

The General field of HR

A

Major functions and activities ,HR planning, Staffing, performance management, training and development, compensation (remuneration) and benefits and industrial relations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q

Types of employees

A

Within and cross cultural workforce diversity, coordination and communication

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
67
Q

Human resource activity

A

Procurement, allocation and utilization of human resources

68
Q

Nation/country categories where firms expand and operate

A

Host country, parent country and third country

69
Q

Differences between domestic HRM and IHRM

A

More HR activites, the need for a broader perspective, more involvement in employees personal lives, changes in emphasis as the workforce mix of expatriates and locals varies, risk exposure and broader external influences

70
Q

Attitudes of senior management to international operations

A

Attitudes to other cultures are part of our mind set which affects behaviours, Senior management need to have a strong international orientation in order to maange international operations
Inexperienced managers may assume that there is a gread deal of transfer abilitiy between domestic and international HRM
Failure to recognise differences may be due to: ethnocentrism, inadequate info or lack of international perspective
This failure, whatever the cause will result in difficulties

71
Q

What is an expatriate

A

An employee who is working and temporarily residing in a foreign country
Some firms prefer to use the term “international assignees”

72
Q

4 dimensions for successful expatriate selection

A

1) self oriented (expresses adaptive concern for self-preservaition, self enjoyment and mental hygene)
2) perceptual (Accurately understands why host nationals behave the way they do)
3)others-oriented (concerned about host national coworkers and has desire to affiliate with them)
4)cultural toughness (able to handle the incongruence between the host country and that of the home country)

73
Q

Convergence vs divergence

A

An isssue facing all international firms is the extent to which their HR policies should either converge worldwide to be basically the same in each location, or diverge to be differentiated in response to local requirements

74
Q

Global standardization requirements

A

According to MNE’s global requirements:
Strategy and structure
Corporate culture
Firm size and maturity

75
Q

Localization

A

According to the host country context:
Cultural environment
institutional environment
Firm size and maturity according to features of the local affiliate:
Mode of operation
Subsidiary role

76
Q

Drivers of standardisation

A

Those MNE’s that are very large, have long history of international business, have worldwide corporate culture tend toward standardisation; also wholly owned subsidiaries give more control than cross border alliances (M & A, IJV)

Aim is to standardise HRM practices on world wide basis in e.g. pay and rewards, performance mgt

77
Q

Diversity of localisation:

A
  1. culture
  2. Institutional environment
  3. Subsidiary size
  4. Mode of operation e.g. Licensing, subcontracting, M&A, IJV, wholly owner subsidiaries
78
Q

Standardisation and localisation:

A

Desire to build corporate identity means MNe strive to create consistency in HR practices
To be effective locally must be adaptive to local cultural requirements
Culture and institutional environment shape behaviour and attitudes in subsidiaries
Global nature of business calls for increased consistency but variety of cultural environment calls for differentiation

79
Q

National culture:

A

A system of values and norms that are shared among a group of people and that, taken together constitute a design for living

80
Q

Culture comprises three levels:

A

Inner patterns of thought and perception
Deep-level verbalisation
Visible patterns of behaviour

81
Q

Culture, Human behaviour and socialisation

A

Individuals and group express culture and its normative qualities through symbols, which determine values, which again shape human behaviour
Shared values and behaviour change over time and generations

82
Q

Socialisation

A

The process by which members lean the way of life of their society

83
Q

Collectivism

A

People are born into extended families or other ingroups which continue to protect them in exchange for loyalty
Harmony should always be maintained and direct confrontations avoided
High-context communication

84
Q

Identity (collectivism)

A

Is based in the social network to which one belongs

85
Q

Individualists

A

Everyone grows up to look after him/herself and his/her immediate (nuclear) family
Children learn to think in terms of “I”
Low-context communication

86
Q

Identity (individualists)

A

Identity is based in the individual

87
Q

Collectivists in firms

A

Hiring and promotion decisions take employees in group into account
Management is management of groups
Relationships prevail over tasks

88
Q

Individualists in firms

A

Hiring and promotion decisions are supposed to be based on skills and rules only
Management is management of individuals
Task prevails over relationship

89
Q

Large power distance

A

Inequalities among people are both expected and desired
Less powerful people should be dependent on the more powerful
Parents teach children obedience
Children treat parents with respect

90
Q

Small power distance family

A

Inequalities among people should be minimized
Some interdependence exists between less and more powerful people
Parents treat children as equals
Children treat parents as equals

91
Q

Large power distance workkplace

A

Superiors are offended if subordinates bypass them
Employees expect boss to behave consistently with status
Centralization is popular
Subordinates expect to be told what to do

92
Q

Small power distance workplace

A

Bypassing of superiors accepted
Boss is expected to coach others to make decisions
Decentralization is popular
Subordinates expect to be consulted

93
Q

Uncertainty avoidance

A

Measures the extent to which national cultures differ in how the respond to ambiguous situations and the extent to which they try to avoid these situations

94
Q

Low uncertainty avoidance Family

A

Uncertainty is normal feature of life and each day is accepted as it comes
Comfortable in ambiguous situations and with unfamiliar risks
Lenient rules for childre
What is different is curious

95
Q

High uncertainty avoidance family

A

The uncertainty inherent is life is felt as a continuous threat to which must be fought
Acceptance of familiar risks; Fear of ambiguous situations and of unfamiliar risks
Tight rules for children
What is different is dangerous

96
Q

Low uncertainty avoidance workplace

A

There should not be more rules than is strictly necessary
Tolerance of deviant and innovative ideas and behaviour
Motivation by achievement

97
Q

High uncertainty avoidance workplace

A

Emotional need for rules
Suppression of deviant ideas and behavior; resistance to innovation
Motivation by security

98
Q

Criticism on the national dimensions of culture

A

Term national culture is misleading
Claiming to measure values of national culture is problematic as there is wide variance in the personal values of that population
More likely to have a plural orientation with hyphenated identities such as african american, anglo indian etc.

99
Q

Power distance

A

The degree to which members of a collective expect power to be distributed equally

100
Q

Humane orientation

A

The degree to which a collective encourages and individuals for being fair, altruistic, generous, caring and kind to each other

101
Q

Collectivism I (institutionalized collectivism)

A

The degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action

102
Q

Collectivism II(in-group collectivism)

A

The degree to which individuals express pride, loyalty, and cohesiveness in their organizations and families

103
Q

Assertiveness

A

The degree to which individuals are assertive, confrontational and aggressive in their relationship with others

104
Q

Gender egalitarianism

A

The degree to which a collective minimizes gender inequality

105
Q

Performance orientation

A

The degree to which a collective encourages and rewards group members for performance improvement and exellence

106
Q

General systems theory

A

Systems adapt to their environments in order to survive. Organization is a living organism
Resources flow in and transformed in output

107
Q

Contingency

A

Companies who operate in line with their characteristics/context/strategy perform better than companies who dont

108
Q

Vertical fit (strategic alignment HRM)

A

Every HR activity supports the organizational strategy

109
Q

Horizontal fit (strategic alignment HRM)

A

The Hr activities are not aligned

110
Q

HRM in the lifecycle (startup)

A

Flexible patterns of work, recruitment of highly motivated and committed employees, competitive pay and little formality

111
Q

HRM in the lifecycle (growth)

A

More sophisticated recruitment and selection, training and development, performance Mgmt process, rewards systems and developing stable employee relations

112
Q

HRM in the lifecycle (Pleateauing)

A

Attention to the control of labour cost, focus on increasing productivity and control compensation

113
Q

HRM lifecylce (Decline)

A

Plan labor reductions, retraining, career consulting

114
Q

Isomorphism

A

A contraining process that forces one unit in a population to resemble other units that face the same set of environmental conditions

115
Q

Institutional isomorphism (increases when)

A

They add that rate of institutional isomporphism is increased when firms:
Are highly dependent on the institutional environment
Exist under high uncertainty or ambiguous goals
Rely extensively on professionals

116
Q

Decent work

A

Decent work is the minimal standard for work conditions that allow a good quality of life (a shared moral concern exists worldwide that bad jobs should be abolished in order to improve the quality of life for all

117
Q

Indicators of decent work

A

Opportunities for work: Employment opportunities for everyone who is available and seeking work

Basic human rights: abolishment of work that is objected to in international conventions on basic human rights

Social security: Regulations for the protection of workers against different contingencies such as old age, disability, death of the principal breadwinner and unemployment

118
Q

Indicators of decent jobs (quality of work conditions

A

Productive work, equity in work, dignity at work and security at work

119
Q

Utilitarianism

A

Whichever action gives the greatest happiness or utility is to be preferred .
Provides a rationality for any employer seeking to wrggel out of any social responsibility

120
Q

What does good mean 1,2,3

A

1) pleasure = hedonistic utilitariansim
2)pluralistic goods e.g. frienships knowledge beauty
3) Preference utilitarianism

121
Q

Rights theory (kants categorical imperative) (Universal principle)

A

A person should act that the principle of ones act could become a universal law of human action in a world in which one would hope to live
A person should treat other people as having intrinsic value and not merely as a means to achieve ones end
People should not be treated as objects but as subjects

122
Q

Deontological (duty) rights theory:

A

We must treat people as end in themselves and not a means to an end

Individuals have rights that should not be sacrificed simply to produce a net increase in the collective good – ethical rights which are basic to all individuals

We have duties (obligations, commitments or responsibilities)
E.g. employees have a right to a decent living wage

123
Q

Justice as entitlement

A

Humans beings have a right to acquire and transfer property freely, providing they follow due process nad avoid fraud and theft

124
Q

Justice as fairness

A

What sort of society would we like to live in, without knowing what position we would occupy in it

125
Q

Virtue ethics

A

Emphasises the role of ones character and the virtues that ones character embodies for determining or evaluating ethical behaviour
Ethics requires us, at least at times, to act for the well-being of others. It asks to define the virtues that lead to a life that is full, satisfying, meaningful, enriched and worthy
This is called character and is the emotional (affective) side of humans
Character is shaped while young by parents, schools, church, friends, and society – As adults it is modified by workplace

126
Q

HR as an ethical champion

A

the greatest burden of pluralist hope lay upon the shoulders of personnel, the company function and department that specialises in dealing with employees and their representatives
Ethics shoudl be seen as part and parcel of everyday personnel policy, not some entirely different realm of activity

127
Q

Paternalism

A

Worker defence and social responsibility (HR has the social conscience of the business

128
Q

Corporate social responsibility (CSR)

A

Applied business ethics
Based on stakeholder theory of the firm
Characterized as a multi-layered concept with four interrelated responsibilities: economic, legal, ethical and philanthropic
Detractors, however, suggest that:
CSR is only a public relations or marketing ploy and misleads consumers
CSR is too marginal to make a real difference
Real change through regulation of markets and business

129
Q

An organisation can limit non-rational effects on outcomes by

A

Setting objectives
Maintaining optimal group size
Preventing over-dominance

130
Q

Methods to reduce danger of bias/error

A

Brainsotrming
Stepladder technique
The delphi techinique

131
Q

HRm roles with global code of conduct

A

1) Drawing up and reviewing codes of conduct
2) Conducting a cost-benefit analysis to oversee compliance of employees and relevand alliance partners
3) Championing the need to train employees and alliance partners in elements of the code of conduct
4) Checking that performance and rewards systems take into consideration compliance to codes of conduct

132
Q

The effect of stress

A

Physiologial, emotional and behavioural

133
Q

Acute stress:

A

Stress related to a single event; impacts work performance unitl the event has passed

134
Q

Chronic stress

A

Negative performance effects of acute stress + health effects

135
Q

Conservation of resources

A

The greatest stress for individual is when basic resources are loss. Individual tries to compensate these resources through other resources

136
Q

Conservation of resources

A

The greatest stress for individual is when basic resources are loss. Individual tries to compensate these resources through other resrouces

137
Q

Sources of stress:
work

A

Role related or interpersonal

138
Q

Stress capacity

A

The range and level of issues to which our emotional and physical responses are positive in terms of work performance and general well being

139
Q

Managing stress

A

Accepting individual differences
Maximising “stress capacity”
Developing physical and emotional resilience
Acquiring skill to manage stress

140
Q

Developing emotinoal resilience

A

INcreasing self awareness
Positive self-talk
Create relationships with individuals or groups who can provide objective comment on work situations

141
Q

Acquiring skills

A

Creating a personal development plan
Taking responsibility for managing your own career

142
Q

Dealing with stress issues among team members (work related offer)

A

Coaching, training and support

143
Q

Dealing with stress issues among team members non work related

A

Every situation is unique
Situation must be assessed on its merits
Treat each case fairly and equally
Seek a second opinion

144
Q

Motivation

A

A cognitive decision making process that influence the effort, persistence and voluntary goal-directed behavior

145
Q

Intrinsic motivation

A

Stems from persons internal desire to do something

146
Q

Extrinsic motivators

A

Stem from outside the individual and include tangible rewards (pay)

147
Q

Theories of work motivation (content theories)

A

Relate to conscious choice that lead to a specific type of work behaviour

148
Q

Process theories

A

Relate the conscious choices that lead to a specific type of work behaviour and include

Equity theory and expectancy theory

149
Q

motivation fators

A

Promotion opportunities, opportunities for personal growth, recognition, responsibility and achievement

150
Q

Hygene factors

A

Quality of supervision, pay, company policies, physical working conditions, relations with others and job security

151
Q

Equity theory

A

Based on comparison of the ratio between employee input into task and output (rewrds)
Inequity can motivate changes in behaviour
Contemporary systems of rewards management and performance-related pay represent the influence of equity in the workplace

152
Q

Adam

A

Based on comparisons between inputs (what an individual brings to employment) and outputs (factors received in return for input)
Focuses on peoples feelings about how fairly they have been treated in comparison with treatment received by others
Where inequity is perceived, the individual tries to restore equity. He/she will do this by:
Distorting inputs or outcomes
Disregarding the comparable other and referring to a new one

153
Q

Expectancy theory (victor vcroom)

A

Considers the relationship between output and desirable reward
Expectancy is then the link between the effort and performance

154
Q

Job design

A

Job rotation(relif from boredom)
Job enrichtment (increased responsibility and wider range of duties added)
Work simplification (breaking down into small sub parts)
Job enlargement (extension of work plus additional tasks to obtain a complete unit

155
Q

Job specialization

A

Dividing work into separate jobs that include a subset of the tasks required to complete the product or service

156
Q

Scientific management (frederick winslow taylor)

A

Advocated job specialization
Taylor also emphasized person-job matching, training, goal setting and work incentives

157
Q

Evaluating job specialization advantages

A

Less time changing activities, lower training costs, job mastered quickly

158
Q

Evaluating job specialization Disadvantages

A

Job boredom, discontentment pay, higher costs, lower quality and lower motivation

159
Q

Job rotation benefits

A

minimizes repetitive strain injury, multiskills the workforce and potentially reduces job boredom

160
Q

Supporting empowerment (individual factor)

A

Possess required competencies, able to perform the work

161
Q

Conducting a force field analysis

A

 Step 1: Current situation vs.
Desired situation
 Step 2: Restraining forces
 Step 3: Driving forces
 Step 4: Evaluation
 Step 5: Design a plan of action

162
Q

3 parts of dynamic capabilities

A
  1. Adaptive capability
     Flexible adjust of business priorities, management systems and organization structures
  2. Absorptive capability
     Bring in and use new information and knowledge
  3. Innovative capability
     Develop and create new products and markets
163
Q

contested career perspective

A

The most qualified and skilled people ‘win’ the best careers

164
Q

sponsored career perspective

A

Those with the right connections and who receive help from influential
others ‘win’ the best careers

165
Q

Organizational citizenship behavior

A

ehavior that is not
formally required by the employer in a job description, but which contributes to the
overall functioning of the organization

166
Q

agile organizations

A

Organizations that
increase their human resources’ adaptive, absorptive and innovative capabilities

167
Q

r

A

Second year first semester (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions