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CHRA > INTRO TO HRM (1) > Flashcards

INTRO TO HRM (1) Flashcards

1
Q

consists of people with formally assigned roles who work together to achieve
the organizaiton’s goals

A

ORGANIZATION

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2
Q

manages the efforts of the organization’s people

A

MANAGER

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3
Q
  1. Planning
  2. Organizing
  3. Staffing
  4. Leading
  5. Controlling
A

5 BASIC FUNCTIONS IN THE MANAGEMENT PROCESS

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4
Q

goals, rules, plans, and forecasts

A

PLANNING

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5
Q

task delegation, department and authority establishment, communication channels

A

Organizing

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6
Q

recruitment, selection, compensation, evaluation, training

A

STAFFING

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7
Q

motivation; retention of morale

A

LEADING

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8
Q

compare standards with performance of employees

A

CONTROLLING

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9
Q

—process of acquiring, training, appraising, and compensating employees

—development of policies and strategies for retention

—Goal: to retain and foster talent

A

HUMAN RESOURCE MANAGEMENT

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10
Q

—not limited to training and development

—individual career planning, organization development, performance management, and appraisal

—Goal: improve learning and performance

A

HUMAN RESOURCE DEPARTMENT

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11
Q

right to make decisions, direct the work of others, and give orders

A

AUTHORITY

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12
Q

—for line managers

—right to issue orders

—superior-subordinate relationship

—associated with managing departments

A

LINE AUTHORITY

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13
Q

—for staff managers

—right to advise other managers and employees

—advisory relationship

—human resource managers are usually staff managers

A

STAFF AUTHORITY

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14
Q

•WITHIN THE DEPARTMENT

A

LINE MANAGERS

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15
Q

OUTSIDE THE DEPARTMENT

A

STAFF MANAGERS

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16
Q

usually provides specialized assistance to line managers in large organizations

A

HUMAN RESOURCE DEPARTMENT

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17
Q

search for qualified job applicants through various methods

A

Recruiters
(Position in Human Resource Department)

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18
Q

—investigate and resolve EEO grievances

—examine organizational practices for violations

A

Equal employment opportunity (EEO) representatives
(Position in HRD)

19
Q

—collect information about job duties

—prepares job descriptions

A

JOB ANALYSTS
(Position in HRD)

20
Q

develop compensation plans and handle benefits programs

A

COMPENSATION MANAGERS
(Position in HRD)

21
Q

plan, organize, and direct training activities

A

TRAINING SPECIALISTS
(Position in HRD)

22
Q

advise management on all aspects of union-management relations

A

LABOR RELATIONS SPECIALISTS

23
Q
  1. Recruiters
  2. Equal employment opportunity (EEO) representatives
  3. Job Analysts
  4. Compensation Managers
  5. Training Specialists
  6. Labor Relations Specialists
A

POSITIONS IN HUMAN RESOURCE DEPARTMENT (HRD)

24
Q
  1. Shared services agreements
  2. Corporate HR teams
  3. Embedded HR teams
  4. Centers of Expertise
A

New Approach to Organizing HR

25
Q

create centralized HR units whose employees are shared by all
departments to assist line managers

A

Shared services agreements

26
Q

assist top management in top-level issues

A

Corporate HR teams

27
Q

—have HR generalists (a.k.a. relationship partners or HR business partners)

—provide the employee selection and other assistance the departments need

A

Embedded HR teams

28
Q

HR consulting firms within the company

A

Centers of expertise

29
Q

•Trends in Jobs People Do
–On-Demand Workers
–Human Capital
•Globalization Trends
–Globalization
•Labor Force Trends
•Unbalanced Labor Force

A

TRENDS IN HR

30
Q

—freelancers and independent contractor-gig workers

—work when they can, on what they want to work on, when they are needed

—mobile, independent bundles of skills

A

On-Demand Workers
(Trends in Jobs People Do)

31
Q

knowledge, skills, and abilities of a firm’s workers that produces economic
value

A

Human Capital
(Trends in Jobs People Do)

32
Q

companies extending their sales, ownership, and/or manufacturing to new
markets abroad

A

Globalization
(Globalization Trends)

33
Q

—labor force grows more slowly

—because the labor force participation rate is falling
•percent of the population that wants to work declines

A

Labor Force Trends

34
Q

—in some occupations, unemployment rate are low (usually in jobs that don’t
require college educations) while in others, unemployment rates are relatively
high (usually in jons that require college educations)

—many people working today settle for jobs below their expertise (which results in
employee disengagement)

A

Unbalanced Labor Force

35
Q

formulating and executing HR policies and practices that produce employee
competencies and behaviors

A

Strategic Human Resource Management

36
Q
  1. HR department lever
  2. employee costs lever
  3. strategic results lever
A

Three levers of performance-improvement efforts:

37
Q

HR manager ensures that the HR management function is delivering
services efficiently

A

HR department lever

38
Q

—advising top management about company’s staffing levels

—setting and controlling compensation, incentives, and benefits

A

employee costs lever

39
Q

policies and practices that produce employee competencies and skills

A

strategic results lever

40
Q

—using the best-available evidences in making decisions about HRM practices

—Sources: actual measurements, existing data, and research studies

A

Evidence-based HRM

41
Q

helping employees improve in a measurable way as a result of HR manager’s actions

A

Adding Value

42
Q

judged not just on profits, but also on their environmental and social performance

A

Sustainability

43
Q

—being psychologically involved in, connected to, and committed to getting one’s jobs done

—engaged employees have higher connectivity with work tasks = push more
effort to accomplish task-related goals

A

Employee Engagement

44
Q

—principles of conduct governing an individual or group

—standards use to decide proper conduct

A

ETHICS

CHRA (7 decks)

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