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Human Resource Management > Introduction to HRM > Flashcards

Introduction to HRM Flashcards

1
Q

What is the main concern for an organisation?

A

Profits + business and organisational performance

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2
Q

How do organisations relate to different environments?

A

Internal environment = culture, teams, employees, line managers, HR managers, HR departments etc

External environment = customers, governments, suppliers, labour unions, competitors

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3
Q

What key factor influences organisational performance?

A

Employee attitudes and behaviours

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4
Q

What is human resource management?

A

A management activity, employees are resources, these resources help achieve organisational goals. Achieved goals help to achieve strategy = competitive advantage.

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5
Q

What were the first types of organisation that existed?

A

Family businesses, military - ability and efforts of people had to be organised because they all had the same aim

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6
Q

What are inputs?

A

They are resources - they depend on the focus of the organisation

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7
Q

What is the value creation cycle?

A

The process of an organisation taking resources, working on them and converting them into outputs e.g product/service. This output goes back into the environment, they sell it. This may be recycled to adjusted to due to feedback. This cycle keeps going.

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8
Q

How has the definition of HR changed?

A

Begun as personnel management: discipline, rewards e.g Taylorism - nobody cared about how to motivate people, they were supposed to repeat small specialised tasks

Evolved to be HRM - understanding the labour market better and ensuring productivity but NOT at the expense of employees

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9
Q

How did the definition of HR change?

A

Hawthorne experiments found that paying attention to people improves their productivity = motivation theories

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10
Q

What didn’t change during the transition to HRM from personnel management?

A

Organisational goals didn’t change - profits and business, they just found better ways of achieving them. How to reach these goals changed.

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11
Q

How did mergers and acquisitions change HRM?

A

M+As started to boom with the spread of globalisation, finances were done correctly but mergers were still failing because they ignored the human factor, employees now encouraged to be part of the organisation rather than just being seen as important

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12
Q

What are the HR functional practices?

A
  • Recruitment
  • Selection
  • Training and development
  • Performance appraisal
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13
Q

How did Gospel (1983) define HR?

A

“The plans and policies used by management to direct work tasks, to evaluate, discipline, reward workers and to deal with trade unions”

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14
Q

How did Keenoy (1990) define HR?

A

“Method of maximising economic return from labour resource”

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15
Q

How did Armstrong (1992) define HR?

A

“Strategic, coherent, and comprehensive approach to the management and development of organisation’s Human Resources”

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16
Q

How did Watson (2003) define HR?

A

Element of managerial work which is concerned with acquiring, developing and dispensing with efforts, skills and capabilities of workforce

17
Q

How did Storey (2007) define HR?

A

A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce using an array of cultural, structural and personal techniques

18
Q

How did Mathis and Jackson (2007) define HR?

A

Designing management systems to ensure that human talent is used to effectively and efficiently accomplish organisational goals.

19
Q

Why do we need HR?

A

Because people have skills, knowledge and abilities. This is particularly important for service employees

20
Q

How does Guest (1987) differ between personnel management and HRM on the basis of organisational structures and systems?

A

PM = mechanistic, centralised and formal

HRM = organic, less centralised, flexible

21
Q

How does Guest (1987) differ between personnel management and HRM on the basis of time and planning?

A

PM = short term, reactive, marginal

HRM = long term, proactive, strategic, integrated

22
Q

How does Guest (1987) differ between personnel management and HRM on the basis of control systems?

A

PM = external

HRM = commitment/self control

23
Q

How does Guest (1987) differ between personnel management and HRM on the basis of employee relations?

A

PM = collective, low trust

HRM = individualist, high trust

24
Q

How does Guest (1987) differ between personnel management and HRM on the basis of roles?

A

PM = specialist, professional

HRM = integrated into line management

25
Q

How does Guest (1987) differ between personnel management and HRM on the basis of evaluation criteria?

A

PM = cost maximisation

HRM = maximum utilisation

26
Q

How does Guest (1987) differ between personnel management and HRM on the basis of psychological contract?

A

PM = compliance

HRM = commitment

27
Q

How was personnel management broken down before the HR transformation?

A

Administrative = 50%

Operational and employee advocate = 30%

Strategic = 20%

28
Q

How is strategic HRM broken down as a result of the HR transformation?

A

Strategic = 60%

Operational and employee advocate = 30%

Administrative = 10%

29
Q

What is Boselie’s definition of HRM?

A

Boselie (2014) addressed HRM by focusing on sharing relationship that exists between employees and the organisation. He argues that there are four types of contract

30
Q

What types of contract between employees and the organisation does Boselie (2014) argue for?

A
  1. Contract law
  2. Economic and trade agreement
  3. Psychological contract
  4. Sociological contract
31
Q

What is contract law (Boselie, 2014)?

A

Establishes the rights and obligations that arise between employees and the organisation

32
Q

What is the economic and trade agreement (Boselie, 2014)?

A

Employer and employee determine the employee work effort, reflected in the number of working days and how much the employer pays for the submission of this work

33
Q

What is the psychological contract according to Boselie (2014)?

A

Contains all those elements that are not directly stated but are expected by the two actors - the employee and the organisation. e.g investing additional time to gain a promotion

34
Q

What is the sociological contract according to Boselie (2014)?

A

Relations and networks that employees have with the organisation e.g teamwork

35
Q

What are the key HR objectives?

A
  • Staffing objectives
  • Performance objectives
  • Change management objectives
  • Administration objectives
  • Reputational objectives
36
Q

What does HRM encompass?

A
  • Motivation
  • Productivity
  • Trade Unions
  • Training
  • Rewards systems
  • Development
  • Discipline
  • Employment legislation
  • Recruitment
37
Q

What are the key external challenges to HR?

A
  • Technology
  • Rise of knowledge workers
  • Globalisation
  • Demographic change
38
Q

What does Capelli (2015) think HR should do?

A
  • Set the agenda
  • Focus on issues that matter in the here and now
  • Acquire business knowledge
  • Highlight financial benefits
  • Walk away from timewasters

Human Resource Management (6 decks)

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