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BUS381 > Lecture 1 > Flashcards

Lecture 1 Flashcards

1
Q

Human Resources Management refers to

A

The management of
employees in an organization, to drive successful organizational performance
and achievement of the organizations strategic goals

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2
Q

HR is responsible for

A

hiring, firing, and managing employee benefits,
payroll, and other staffing needs.

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3
Q

The goal of HR managers

A

to align and link HR activities to company wide goals and objectives.

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4
Q
  • HR departments can help managers avoid the
    following mistakes
A
  • Hiring the wrong person for the job / wasting
    time with useless interviews
  • Experiencing high turnover / issues with
    retention and motivation
  • Having employees work below performance
    expectations
  • Lawsuits because of discriminatory actions or
    practices
  • Issues related to equity, diversity and inclusion
  • Committing unfair labour practices
  • Lack of training to optimize a department’s
    effectiveness
  • Lack of training resulting in accidents and
    injuries
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5
Q

(HR Activities and Processes) Transactional / Operational (65-75%)

A

Benefits Administration, Record Keeping, Employee Services

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6
Q

(HR Activities and Processes) Traditional / Tactical (15-30%)

A

Recruitment, Selection, Training, Performance Management,
Compensation, Employee Relations

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7
Q

(HR Activities and Processes) Transformational / Strategic (5-15%)

A

Knowledge Management, Strategic Redirection And Renewal, Cultural Change, Management Development

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8
Q

Technological
advances resulted in outsourcing

A

During the 1980s and 1990s operational HR activities because many companies didn’t have in house HR departments.

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9
Q

Equity

A

Refers to the fairness in associated processes. Equity
goals and policies ensure all employee have equal access to
opportunities to success and grow in the organization.

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10
Q

Diversity

A

incudes variations in group characteristics which
includes identity (ethnicity, age, gender, religion etc.).

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11
Q

Inclusion

A

means individuals feel respected, accepted,
supported and valued.

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12
Q

Strategic Plan

A

The company’s plan for how it will
match its internal strength and weaknesses with its external
opportunities and threats to maintain a competitive
position.

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13
Q

External Labour market issues that influence HRM:

A

Changes to the workforce composition, including protected groups (visible/ethnic minorities, women, Indigenous Peoples, people with disabilities), generational differences traditionalists, baby boomers, Gen X, Gen Y, and Gen Z), and contingent workers

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14
Q

External Economic conditions that influence HRM:

A

Affect supply and demand for products, impacting quantity and quality of employees required, and ability to pay/give benefits

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15
Q

External Technological influences on HRM

A

Controlling data and privacy

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16
Q

External Globalization issues that influence HRM

A

Managing the workforce in an intense, hyper competitive global economy

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17
Q

External Environmental issues that influence HRM:

A

Managing sustainability and corporate social responsibility

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18
Q

Internal Organizational culture issues that influence HRM

A

Values beliefs, and norms of organizational members

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19
Q

Organizational climate:

A

Internal influence of how the atmosphere impacts employee motivation, job performance, and productivity

20
Q

Internal Management practices that influence HRM

A

Organizational structure and employee empowerment

21
Q

External and Internal Factors Impacting Canadian HRM

A
  • DEI – Diversity, Equity and Inclusion (Allyship)
  • Designated Groups (Women, First Nations/Indigenous
    Persons, Persons with Disabilities, Visible Minorities
    (face social, socioeconomic and employment barriers)
  • Non-Standard Work (part-time, seasonal, freelance,
    shiftwork, temporary, contract, unconventional careers
    etc.)
  • Legislation – Bill 21 (Quebec Secularism Bill)
  • Artificial Intelligence / Automation – Job Losses
22
Q

Other External and Internal Factors Impacting Canadian HRM

A
  • Mental health- Burnout
  • Hostile Work Environment (Harassment, bullying, discrimination
  • Flexibility (Remote work, hybrid model, compressed work weeks, flex-time)
  • Turnover (Stay interviews, Exist interviews, Performance Reviews
  • Technology (Emails, social media, privacy, confidentiality, ethics, accuracy, security breaches
23
Q

o Organizational Culture:

A

Defined as core, widely shared values, beliefs, assumptions, serves a number of purposes (communication, sense of direction and expected behaviour norms, attitudes, roles, identity, orderliness, consistency, loyalty and commitment).

24
Q

Clan Culture type

A
  • A collaborative orientation
  • Succesful leaders are viewed as facilitators, mentors and team builders.
  • Underlying theory of effectiveness is “human development and participation
25
Adhocracy Culture type
- A creative orientation - Successful leaders are viewed as innovators, entrepreneur and visionary - Underlying theory of effectiveness is innovatveness, vision, and new resources"
26
Hierarchy Culture Type
- A controlling orientation - Successful leaders are viewed as organizers, coordinators and monitors. - Underlying theory of effectiveness "Control and efficiency with capable processes.
27
Market Culture type
- A competing orientation - Succesful leaders are hard driving, competitive and productive. - Underlying theory of effectiveness in a market culture is " Aggressively competing and customer focus
28
Social Responsibility
How a company balances its commitments, to its investors, employees and customers, other businesses, and the community or communities in which it operates.
29
Evidence-Based HRM
Decisions are based on the use of data, facts, analytics, scientific rigour, and research.
30
* Actual Measurements for evidence-Based HRM
how did the employees like the training program? * Use of HR surveys
31
* Existing Data for Evidence-Based HRM
What happened to company profits when we implemented this program? * Increased performance, retention, reduced error in work, increased customer satisfaction etc
32
Strategic HRM Tools: Balanced Score Card
Provides a more “balanced” view from four organizational perspectives: financial, customers, internal business processes, and learning and growth Leverages strategic non-financial performance measurements alongside the traditional financial metrics.
33
Cost Leadership Strategy
* The HR strategies that fit a low-cost orientation emphasize efficient, low-cost production; reinforce adherence to rational, highly structured procedures to minimize uncertainty; and discourage creativity and innovation (which may lead to costly experimentation and mistakes).
34
Differentiation Business Strategy
HR strategies that fit a differentiation strategy emphasize innovation, flexibility, renewal of the workforce by attracting new talent from other firms, opportunities for mavericks, and reinforcement rather than discouragement of creative flair.
35
Management process
The five basic functions of planning, organizing, staffing, leading, and controlling.
36
strategic management
The process of identifying and executing the organizations strategic plan by matching the companys capabilities with the demands of its environment.
37
outsourcing
The practice of contracting with outside vendors to handle specified business functions on a permanent basis
38
strategy map
Shows the big picture of how each departments performance contributes to achieving the company's overall strategic goals.
39
digital dashboard
Presents the manager with desktop graphs and charts, a computerized picture of where the company stands on all those metrics from the HR scorecard process
40
balanced scorecard "Review slides"
translates an organizations strategy into a comprehensive set of performance measure
41
Productivity
The ratio of an organizations outputs (goods and services) to its inputs (people, capital, energy, and materials).
42
Primary sector
Jobs in agriculture, fishing and trapping, forestry, and mining.
43
secondary sector
Jobs in manufacturing and construction
44
tertiary or service sector
Jobs in public administration, personal and business services, finance, trade, public utilities, and transportation/ communications
45
In Canada there are four protected groups:
Members of visible minorities, women, Aboriginal peoples, and persons with disabilities.
46
Management Practices trend towards empowerment
Providing workers with the skills and authority to make decisions that would traditionally be made by managers. Has increased as the traditional bureaucratic structure is being replaced by flatter organizational forms using cross-function teams and improved communication.
47
External Government issues that influence HRM
Abiding by provincial and national standards

BUS381 (8 decks)

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