Managing Human Resources Flashcards
human resource management (HRM)
activities undertaken to attract, develop and maintain an effective workforce within the organisation
three key elements of the strategic approach to HRM
- 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
three broad HRM activities
- find the right people
- manage talent
- maintain an effective workforce
innovations in HRM
- branding the company as an employer of choice
- using temporary and part-time employees
- promoting work-life balance
employer brand
aims to make the organisation seem like a highly desirable place to work
using temporary and part time employees
for organisations, the primary goal is to access specialised skills for specific projects, enabling the company to maintain flexibility and keep costs low
telecommunication
using computers and telecommunications equipment to perform work from home or another remote location
three broad goals of HRM
finding, developing and maintaining an effective workforce
finding the right people
- recruiting
- assessing jobs
- realistic job previews
human resource planning
the forecasting of human resource needs and the projected matching of individuals with expected vacancies
recruiting
the activities or practices that define the desired characteristics of applicants for specific jobs
assessing jobs
basic building blocks of HRM include job analysis, job descriptions and job specifications
job analysis
the systematic process of gathering and interpreting information about the essential duties, tasks and responsibilities of a job
job description
the concise summary of the specific tasks and responsibilities of a particular job
job specification
an outline of the knowledge, skills, education and physical abilities needed to adequately perform a job
realistic job previews
a recruiting approach that gives applicants all pertinent and realistic information about the job and the organisation
selection
the process of determining the skills, abilities and other attributes a person needs to perform a particular job
- application form
- interview
- employment test
application form
a device for collecting information about an applicant’s education, previous job experience and other background characteristics
interview
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
structured interviews
uses a set of standardised questions that are asked of every applicant so comparisons can be made easily
non-directive interview
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
panel interview
where the candidate meets with several interviewers who take turns asking questions
employment tests
assess candidates on various factors considered important for the job to be performed and include cognitive ability tests, physical ability tests and personality tests
training and development
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
on-the-job training
a type of training in which an experienced employee ‘adopts’ a new employee to teach him or her how to perform job duties
social learning
learning informally from others by using social media tools
mentoring
when an experienced employee guides and supports a less experienced employee
coaching
a method of directing, instructing and training a person with the goal to develop specific management skills
corporate university
an in-house training and education facility that offers broad-based learning opportunities for employees
performance appraisal
the process of observing and evaluating an employee’’s performance, recording the assessment and providing feedback to the employee
360-degree feedback
a process that uses multiple raters, including self-rating, to appraise employee performance and guide development
performance evaluation errors
- stereotyping
- halo effect
stereotyping
occurs when a rater places an employee into a class or category based on one or a few traits or characteristics
halo effect
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
approach to overcome performance evaluation error
use a behaviourally anchored rating scale
behaviourally anchored rating scale
a rating technique that relates an employee’s performance to specific job-related dimensions
maintaining an effective workforce
- compensation / rewards structures
- benefits
- rightsizing the organisation
- termination
compensation
monetary payments and non-monetary goods and commodities used to reward employees
- wage and salary systems
- compensation equity
- pay-for-performance
rightsizing the organisation
reducing the company’s workforce intentionally so that the number of employees is deemed to be right for the company’s situation
termination
ending of the employment relationship
exit interview
an interview conducted with departing employees to determine reasons for their departure and learn about potential problems in the organisation
branding the company as an employer of choice
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.
contingent workers
people who work for an organisation, but not on a permanent or full-time basis, including temporary placements and contracted employees
