PRELIMS Flashcards
1
Q
Managing the very reason why organizations exist – Right People
A
Managing Organizations
2
Q
What determines employer-employee relationship? [3] (FET)
A
- Four-Fold Test Doctrine
- Economic Reality Test
- Two-tiered Test
3
Q
Four-Fold Test Doctrine [4] (RPPP)
A
Right to hire / the selection and engagement of the employee
Payment of wages
Power of dismissal / impose disciplinary actions
Power to control the employee with respect to the means and methods by which the work is to be accomplished
4
Q
The benchmark in analyzing whether relation exists between the parties is the economic dependence of the worker on his employee.
A
Economic Reality Test
5
Q
The putative employer’s power to control the employee with respect to the means and method by which the work is to be accomplished
A
Two-tiered Test
6
Q
The art and science of attracting, motivating, maintaining, developing, and retaining key talents to help drive business results and help employees achieve their personal and career goals
A
Human Resource Management
7
Q
The art and science of acquiring, motivating, maintaining, and developing, people in their jobs in the light of their personal, professional, and technical competencies in synchronization with the organization vision/mission, resources and culture for the maximum achievement of individual,
organizational, and societal goals.
A
Strategic Human Resource Management
8
Q
HR Functions [7] (RPLCLCO)
A
- Recruitment and Selection
- Performance Management
- Learning and Development
- Compensation and Benefits
- Labor and Employee Relations
- Communications Management
- Organizational Development
9
Q
Onboarding Arm
A
Recruitment and Selection
10
Q
Diagnostic Arm
A
Performance Management
11
Q
Education Arm
A
Learning and Development
12
Q
Rewards and Recognition Arm
A
Compensation and Benefits
13
Q
Discipline and Wellness Arm
A
Labor and Employee Relations
14
Q
Information Arm
A
Communications Management
15
Q
Change Management Arm
A
Organization Development
16
Q
What could go wrong in businesses? [6] (HEFWHC)
A
Hire the wrong person for the job
Experience high turnover
Failure to optimize performance
Waste time with useless interviews
Have your firm in court because of discriminatory actions
Commit unfair labor practices
17
Q
Change Management Arm
A
Organization Development
18
Q
SHRM reduces cost and increases profit [6] (MEWATM)
A
Manpower is not misused or misdiscredited
Everyone does a day’s work for a day’s pay
Work is not interrupted
Accidents are reduced
Turnover is minimized
Materials and time are not wasted
19
Q
Scope: Rank and File
Hours: Full-time
Place: Formal Setting
Service/Function: Few and simple
Strategies: Subjective, compartmentalized
Philosophy: People: Expense and factor of production
A
Personnel Management
20
Q
Scope: All
Hours: Full-time, part-time, flexi
Place: Formal and Informal Setting
Service/Function: Varied and Complex
Strategies: Objective, Total Systems Approach
Philosophy: People: Investment and Resource
A
HRM
21
Q
(Defensive HR)
COST – Compliance, Consistency,
Control
A
Administrative HR
22
Q
(Offensive HR)
ASSET – Availability, Alignment, Adaptability
A
Strategic HR
23
Q
Labor or Employees
Customers and Public
Stockholders / Owners
A
Triangle of Plenty
24
Q
Highest pay and best working conditions
A
Labor or Employees
25
High quality and lower cost
Customers and Public
26
Highest profit – rate of return
Stockholders / Owners
27
Myths about HR [12]
Help define jobs
Forecast HR needs
Provide training
Interview
Appraise performance
Recommend pay increases and promotions
Communicate policies
Motivate, with support from pray, benefits, and other rewards
Strategic partner
Administrative expert
Employee champion
Change agent
28
HR Manager is a true generalist; covers all areas of HR management
Small Scale Organizations
29
HRM justifies the hiring of specialist
Medium-Scale Organizations
30
HR Director has a Unit Manager reporting to him/her
Large-Scale Organizations
31
Main Responsibilities of HR [7] (SDRETDW)
1. Staffing
2. Development of Workplace Policies
3. Rewards Administration
4. Employee Retention
5. Talent Development
6. Dealing with Laws on Employment
7. Worker Protection
32
Involves the entire process from posting a job to negotiating a salary package (Recruitment and Selection)
Staffing
33
Ensures fairness, order, and continuity within the organization
Development of Workplace Policies
34
Considers the need to determine that compensation is fair, meets industry standards, and is high enough to entice people to work for the organization
Rewards Administration
35
Involves keeping and motivating employees to stay with the organization
Employee Retention
36
Considers the need to make sure employees are not only trained to do the job but also continue to grow and develop new skills in their work
Talent Development
37
Worker protection issues [4] (CHUP)
Chemical hazards
Heating and ventilation requirements
Use of “no fragrance” zones
Protection of private employee information
38
SHRM must always be aware of changes taking place on the legal environment, and then communicate those changes to the entire management organization
Dealing with Laws on Employment
39
Safety is a major consideration in all organizations
Worker Protection
40
External Impacts of Globalization to HR Practices [3] (ONO)
1. Onshoring
2. Nearshoring
3. Offshoring
41
The practice of transferring a business operation that was moved overseas
back to the country from which it was originally relocated
Onshoring
42
The practice of transferring a business operation to a nearby country, especially in preference to a more distant one
Nearshoring
43
The practice of basing some of a company’s processes or services overseas, so as to take advantage of lower costs
Offshoring
44
External Impacts to HR Practices [7] (CHELIEC)
Changes to employment laws
Health-care costs
Employee expectations
Layoffs and downsizing
Increased use of social networking
Economic conditions
Changing demographics of the workforce
45
An innovation, service, or feature intended to make a company or product attractive to customers/clients
Value Proposition
46
Theories that talk about behaviors that are acceptable
Ethics
47
Rules that apply to any kind of practice
Ethical Standards
48
Ethical Governance [2] (MA)
Mandatory Ethics
Aspirational Ethics
49
Where individuals focus on compliance with the law and the dictates of professional code of ethics that apply to their practice
Mandatory Ethics
50
A more ethically sophisticated level wherein individuals additionally reflect on the effects of the situations on the welfare of their clients and the effects of their actions on the profession as a whole.
Aspirational Ethics
51
Means that a practitioner is acting according to standards of practice defined as acceptable by the profession
Professional Ethics
52
The importance of knowing the contents of professional best practices and codes of conduct and the purposes and limitations of such is essential to the understanding of ethical and legal issues in people management
Ethical Compliance
53
inspiration; ideas
Principle
54
expectation; actions
Standard
55
A circumstance that puts the person in hot waters because of a clear violation of established rules, regulations, standards, etc.
Clear conflict
Ethical Problem
56
Unclear conflict
A circumstance that confuses the practitioner because:
(a) There are competing or conflicting ethical standards that apply
(b) There is conflict between what is ethical and moral
(c) The situation is such that complexities make applications of ethical standards unclear
(d) Some other circumstances prevents a clear application of standards
Ethical Dilemma
57
Violation of confidentiality
Unethical Behaviors
58
The ability to perform effectively
Competence
59
Different from ethical standards
It is related to accepted professional practices in the community; ethical standards tend to be idealistic
Legal Standards
60
Rules governing proper behaviors/actions (operating within the law)
Particular, since every locale has unique laws
Restrictive: Can and cannot do
Law
61
The sum of all tolerated, created, propagated, envisioned, implemented, reviewed, remembered, executed . . . in an organization
Corporate Culture
62
Guidelines for proper behaviors/actions (doing what is right)
Universal, since they can be applied globally
Prescriptive: should and should not do
Ethics
63
Poses a serious development challenge and results in the inefficient provision of services
Corruption
64
The practice among those with power or influence of favoring
relatives or friends, especially by giving them jobs
Nepotism
65
Relentless and excessive submission to questionable practices
Conformity
66
The act of withholding assets for the purpose of conversion of such assets, by one or more persons to whom the assets were entrusted, either to be held or to be used for specific purposes; a financial fraud
Embezzlement
67
The act of giving or receiving something of value in exchange for some kind of influence or action in return, that the recipient would otherwise not alter
Bribery
68
The payment to a recipient as compensation or reward for providing favorable treatment or services to another party
Kickbacks
69
A form of political corruption in which an influential member of a party assists another person in the climb to leadership
Godfatherism
70
Efforts to Fight Corruption [8] (EIACPIES)
Establishment of ethics codes
Improved remuneration
Administrative reform
Compulsory disclosure of assets and gifts
Policy and program rationalization
Introduction of core values and competencies
Ethical conduct by top officials
Senior managers increasing and taking action against unethical conduct
71
Ethical Challenges for HR Professionals [6] (TCPPPC)
Trust
Conferred Power
Power to name and define
Power of Testimony
Power of Knowledge
Care
72
People undergo a process of opening in the hope that their problems will be addressed
Trust
73
Competent professionals can do things that a person without competence can do
Conferred Power
74
Such labels, conferred by professionals, are as influential on the person as they are on their relatives and friends and it should not surprise anyone that these act on all of them as self-fulfilling prophecy
Power to Name and Define
75
We possess authority to affect lives through our testimony as experts in the civil and criminal courts and through similar judicial or administrative proceedings
Power of Testimony
76
Acknowledging and respecting the power of knowledge and expertise is essential to avoid the subtle ways of manipulating and exploiting clients
Power of Knowledge
77
Pertains to placing client’s welfare foremost and not allowing our personal judgment or services to be drawn off course by one’s own needs
Care
78
Organizations in the New Millenium [5] (EORGK)
Evolving work methods
Organization structure
Reporting relationships
Global demands
Knowledge workers
79
Work Climate [6] (LAEMCA)
Legal
Adequate
Equitable
Motivating
Cost-benefit efficient
Aligned with security needs of employees
80
Used to effectively determine the worth of the job internally
(internal competitiveness)
Job Evaluation
81
Used to effectively benchmark a position’s worth with its
counterparts in the competitors (external competitiveness)
Pay Survey
82
Objectives of Job Evaluation [4] (DEDM)
Design and document positions
Establish a system whereby positions are properly evaluated
Develop an equitable classification and grading system
Minimize, if not totally eliminate, the problems resulting from pay inequities
83
Underlying Principles of Job Evaluation [4] (EMSA)
Equal pay for equal work
More pay for more difficult work
Similar or substantially similar positions should receive similar pay
A position is evaluated in relation to other positions
84
The type of work performed and the skills and knowledge
necessary to perform the work
Job Content
85
The job’s degree of contribution in meeting organizational goals
and the degree of difficulty in filling the job
Job Value
86
Gathering, analyzing and structuring information about a job’s components, characteristics and requirements
Job Analysis
87
Training needs for new employees
Training program content
Training evaluation
Training
88
Job Analysis Process [3] (JVJ)
1. Job information; data gathering
2. Validation interview
3. Job description
89
Uses of Job Analysis [9] (HRTPHRELC)
1. HR Planning
2. Recruitment / Staffing
3. Training
4. Performance Management
5. Health, Safety, Environment (HSE)
6. Rewards Management
7. Employee / Labor Relations
8. Legal Compliance
9. Classifying Different Positions
90
Designing of essential job positions within the organization
Proper identification of competency requirements
HR Planning
91
Advertising in labor market
Selection criteria
Selection methods
Succession planning
Recruitment / Staffing
92
Performance standards
Evaluation criteria
Appraisal forms and methods
Feedback and communication with employees
Performance Management
93
Training required
Protective equipment needed
Hazard communications
Accommodations for medical impairments
Health, Safety, Environment (HSE)
94
Value of each job for compensation purposes
Pay adjustments
Rewards Management
95
Work rules, policies and procedures
Clear lines of authority and responsibility
Union work settings
Employee / Labor Relations
96
Records-keeping
Accommodations
Training
Compensation practices
Equal employment practices and affirmative action
Legal Compliance
97
According to Grade Level
According to Job Family
According to Exemption
According to Hierarchy
Classifying Different Positions
98
Job Classification [4] (GJEH)
According to Grade Level
According to Job Family
According to Exemption
According to Hierarchy
99
Complies with legal directives in compensation
According to Exemption
100
Pay Grade or Salary Grade refers to the system of determining the fixed framework of salary ranges
According to Grade Level
101
Also known as department, division, or unit
Share the similar nature of objectives, duties, and responsibilities organized in terms of job progression that considers the scope and complexity of positions
According to Job Family
102
Technical specialist, supervisory, managerial and leadership positions
Generally paid a salary, meaning they will receive the same amount each pay period regardless of hours worked
Executive, Professional, and Administrative
Not eligible for overtime pay
Exempt Employees
103
Rank and file positions
Must be paid at least minimum wage
Paid an hourly rate
Eligible for overtime pay
Non-Exempt Employees
104
Shows reporting relationships of positions in an organization
According to Hierarchy
105
A written statement about what the job holder actually does, how s/he does it and why s/he does it
Job Description
106
What the employee does
How the employee performs the duties
Why the employee performs the duties
What abilities are involved to perform the duties
Information to Secure in Job Analysis
107
Parts of a Job Description [8] (JBWTJWCJ)
1. Job Title
2. Brief Summary / Job Statement / Job Summary
3. Work Activities
4. Tools and Equipment Used
5. Job Context
6. Work Performance
7. Compensation Information
8. Job Competencies
108
Describes the nature of the job
Provides the identity of the job
Aids in attracting the right candidates for the job
Includes reporting relationships
Job Title
109
Also referred to as job statement or job summary
Only a paragraph in length
Briefly describes the nature and purpose of the job
Assists in advertisements and job postings
Brief Summary / Job Statement / Job Summary
110
Also called as statement of duties and responsibilities
Lists the tasks and duties in which the worker is involved
Are expected to be themed and organized into meaningful categories
Work Activities
111
Placing these in a separate section allows for easier identification
Gives information on tools and equipment under responsibility by the worker
Tools and Equipment Used
112
Describes the environment in which an employee works
Should mention the stress levels, work schedule, physical demands, level of responsibility, temperature, number of co workers, degree of danger, and any other relevant information
Job Context
113
Outlines the standards of performance
Contains a relatively brief description of how an employee’s performance is evaluated and what work standards are expected of an employee
Work Performance
114
Contains information on salary grade
Indicated whether an employee is Exempt or Non-exempt
Compensation Information
115
Steps in Conducting the Job Analysis [5] (IWRDS)
1. Identify tasks performed
2. Write task statements
3. Rate task statements
4. Determine essential KSAOs
5. Selecting Tests to tap KSAOs
116
Contains what are commonly called as job specifications
Refers to knowledge, skills, abilities, and other characteristics that are necessary to be successful on the job
Job Competencies
117
Job incumbent
Supervisor or manager
Former jobholders
Job analyst
Subject matter experts (SMEs)
Industry resources
Professional organizations
Data Sources
118
Consolidation of all relevant information about a job that were obtained from a job analysis initiative
Job Documentation
119
Veers away from simply looking at the job descriptions as a laundry list of duties and responsibilities but emphasizes the specific competencies that incumbents needs to possess to become more successful in performing the job
Competency-based Job Descriptions
120
Observation
Work sample
Work diary
Interview
Questionnaire
Job Performance
Background records
Data Collection Methods
121
Occur when workers have either fewer or more skills than jobs required
Skills Mismatches
122
Elements of Talent Acquisition [4]
1. Recruiting
2. Sourcing
3. Screening
4. Selecting
123
Inviting applicants
Recruiting
124
Looking for the right person, sourcing in diff channels
Sourcing
125
Shortlisting
Selecting
126
Sifting or looking for the best candidate among the applicants
Screening
127
Also known as talent acquisition
Sourcing and assessment of potential candidates utilizing different methods of gathering data and hiring the most qualified candidates who meet the specifications in terms of abilities a motivation
Recruitment, Selection, Hiring
128
Talent Acquisition Process [5] (PRSSP)
1. Planning
2. Recruiting
3. Screening
4. Selection
5. Placement
129
Basic requirements, Job dimensions, Competency, Profile
Job
130
Education, Experience, Traits, Skills
Person
131
Job – Basic requirements, Job dimensions, Competency, Profile
Person – Education, Experience, Traits, Skills
Job and Person Match
132
Assessing FIT [3] (CMO)
1. Competency Profile Fit
2. Motivational FIT
3. Organizational FIT
133
Technical Knowledge
Skills and abilities
Interpersonal skills
Academic Qualifications
Competency Profile FIT
134
Less supervision
Faster and better integration
Higher retention
Better employee performance
Cost effective
Benefits for Employers
135
Personal goals
Needs
Interests
Career Aspirations
Intrinsic Factors
Motivational FIT
136
Culture
Values
Work Environment
Working Style
Organizational FIT
137
Value of Proper Selection [2] (EC)
1. Benefits for Employers
2. Benefits for the Candidate Hired
138
Committed to the job
Encourages teamwork
Highly engaged
Better employee morale
Benefits for the Candidate Hired
139
Also known as Smartsizing
The systematic restructuring efforts aimed at maximizing efficiency, cutting corporate bureaucracy and hierarchy, thereby, reducing costs in order to focus on core business priorities
Rightsizing
140
removing unnecessary hierarchies in the business structure
Delayering
141
The intention is to cut and get rid of people.
The permanent reduction of an organization’s workforce and is generally associated with corporate reorganization, financial delinquencies or problems, or creating a leaner and more effective organization.
Downsizing
142
Review of application forms and resume
Initial interview with the HR Department
Employment Tests
Preliminary Selection un the HR Department
Supervisory / Panel Interviews
Simulations / Assessment Centers
Medical Tests
Background Investigation
Hiring Decision
Submission of Pre-employment Requirements
A Day in a Life of an Applicant
143
Employee Lifecycle [3] (POO)
1. Pre-Boarding
2. On-Boarding
3. Off-Boarding
144
begins on the first encounters until when the job offer is extended & accepted
Pre-Boarding
145
continues until the employee is fully functioning &
productive.
May last up to 12 months
On-Boarding
146
Occurs when the employee leaves the organization
Off-Boarding
147
HR ROLES (David Ulrich) [4]
1. Strategic Partner
2. Administrative Expert
3. Employee Champion
4. Change Agent
