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Principles of Management > Managing Human Resources > Flashcards

Managing Human Resources Flashcards

1
Q

human resource management (HRM)

A

activities undertaken to attract, develop and maintain an effective workforce within the organisation

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2
Q

three key elements of the strategic approach to HRM

A
  • all managers are involved in managing human resources
  • employees are viewed as assets
  • HRM is a matching process, integrating the organisation’s strategy and goals with the correct approach to managing human capital
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3
Q

three broad HRM activities

A
  • find the right people
  • manage talent
  • maintain an effective workforce
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4
Q

innovations in HRM

A
  • branding the company as an employer of choice
  • using temporary and part-time employees
  • promoting work-life balance
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5
Q

employer brand

A

aims to make the organisation seem like a highly desirable place to work

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6
Q

using temporary and part time employees

A

for organisations, the primary goal is to access specialised skills for specific projects, enabling the company to maintain flexibility and keep costs low

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7
Q

telecommunication

A

using computers and telecommunications equipment to perform work from home or another remote location

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8
Q

three broad goals of HRM

A

finding, developing and maintaining an effective workforce

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9
Q

finding the right people

A
  • recruiting
  • assessing jobs
  • realistic job previews
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10
Q

human resource planning

A

the forecasting of human resource needs and the projected matching of individuals with expected vacancies

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11
Q

recruiting

A

the activities or practices that define the desired characteristics of applicants for specific jobs

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12
Q

assessing jobs

A

basic building blocks of HRM include job analysis, job descriptions and job specifications

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13
Q

job analysis

A

the systematic process of gathering and interpreting information about the essential duties, tasks and responsibilities of a job

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14
Q

job description

A

the concise summary of the specific tasks and responsibilities of a particular job

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15
Q

job specification

A

an outline of the knowledge, skills, education and physical abilities needed to adequately perform a job

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16
Q

realistic job previews

A

a recruiting approach that gives applicants all pertinent and realistic information about the job and the organisation

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17
Q

selection

A

the process of determining the skills, abilities and other attributes a person needs to perform a particular job

  • application form
  • interview
  • employment test
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18
Q

application form

A

a device for collecting information about an applicant’s education, previous job experience and other background characteristics

19
Q

interview

A

there are a variety of approaches to get a more reliable picture of a candidate’s suitability for the job. These include:

  • structured interviews
  • non-directive iterview
  • panel interview
20
Q

structured interviews

A

uses a set of standardised questions that are asked of every applicant so comparisons can be made easily

21
Q

non-directive interview

A

interviewer asks broad, open-ended questions and permits the applicant to talk freely with minimal interruption, in an attempt to bring to light information, attitudes and behavioural characteristics

22
Q

panel interview

A

where the candidate meets with several interviewers who take turns asking questions

23
Q

employment tests

A

assess candidates on various factors considered important for the job to be performed and include cognitive ability tests, physical ability tests and personality tests

24
Q

training and development

A

the process of improving an employee’s skills and knowledge to allow them to do their jobs more efficiently and effectively than before.

  • on-the-job training
  • social learning
  • mentoring and coaching
  • corporate university
25
Q

on-the-job training

A

a type of training in which an experienced employee ‘adopts’ a new employee to teach him or her how to perform job duties

26
Q

social learning

A

learning informally from others by using social media tools

27
Q

mentoring

A

when an experienced employee guides and supports a less experienced employee

28
Q

coaching

A

a method of directing, instructing and training a person with the goal to develop specific management skills

29
Q

corporate university

A

an in-house training and education facility that offers broad-based learning opportunities for employees

30
Q

performance appraisal

A

the process of observing and evaluating an employee’’s performance, recording the assessment and providing feedback to the employee

31
Q

360-degree feedback

A

a process that uses multiple raters, including self-rating, to appraise employee performance and guide development

32
Q

performance evaluation errors

A
  • stereotyping

- halo effect

33
Q

stereotyping

A

occurs when a rater places an employee into a class or category based on one or a few traits or characteristics

34
Q

halo effect

A

a type of rating error that occurs when an employee receives the same rating on all dimensions regardless of his or her performance on individual ones

35
Q

approach to overcome performance evaluation error

A

use a behaviourally anchored rating scale

36
Q

behaviourally anchored rating scale

A

a rating technique that relates an employee’s performance to specific job-related dimensions

37
Q

maintaining an effective workforce

A
  • compensation / rewards structures
  • benefits
  • rightsizing the organisation
  • termination
38
Q

compensation

A

monetary payments and non-monetary goods and commodities used to reward employees

  • wage and salary systems
  • compensation equity
  • pay-for-performance
39
Q

rightsizing the organisation

A

reducing the company’s workforce intentionally so that the number of employees is deemed to be right for the company’s situation

40
Q

termination

A

ending of the employment relationship

41
Q

exit interview

A

an interview conducted with departing employees to determine reasons for their departure and learn about potential problems in the organisation

42
Q

branding the company as an employer of choice

A

organisations that are branded as an employer of choice are those that have developed leading workplaces that maximise the full potential of their workforce through practices that demonstrate effective employee recruitment, engagement and retention.

43
Q

contingent workers

A

people who work for an organisation, but not on a permanent or full-time basis, including temporary placements and contracted employees

Principles of Management (13 decks)

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