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IND300 > Shermerhorn Chapter 10 - Human Resource Management > Flashcards

Shermerhorn Chapter 10 - Human Resource Management Flashcards

1
Q

HR Management (HRM) responsibilities

A
  • Attracting quality workforce
  • Developing quality workforce
  • Maintaining quality workforce
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2
Q

Challenges for HR Management

A
  • managing global workforce
  • Discrimination
  • Equity
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3
Q

Current Legal issues

A
  • sexual harassment
  • Equal pay and comparable worth
  • pregnancy discrimination
  • legal status of independent contractors
  • workplace privacy
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4
Q

Steps in HR Planning Process

A
  1. review organizational mission, strategies
  2. review HR objectives, strategies
  3. assess current HR needs
  4. Forecast HR needs
  5. develop and implement HR plans
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5
Q

Job Analysis and what it developes

A

orderly study of job facts to determine just what is done, she, where, how, why and by whom in existing or potential new jobs

  • job description
  • job specifications
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6
Q

Steps in recruitment (3)

A
  1. advertising
  2. preliminary contact with potential candidates
  3. initial screening
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7
Q

Recruitment methods

A
  • External
  • Internal
  • Traditional (candidates receive info only on positive organizational features)
  • Realistic (candidates receive all pertinent info
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8
Q

Selection Steps (6)

A
  1. completion of formal application form
  2. interviewing
  3. testing
  4. reference checks
  5. physical examination
  6. Final analysis and decision to hire or reject
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9
Q

Application forms (4)

A
  • declares individual to be ob candidate
  • personal history and qualifications
  • personal resumes may be included
  • applicants lacking appropriate credentials are rejected
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10
Q

Interviews (2)

A
  • exchange of information between job candidate and key members of organization
  • opportunity for candidate and organization to learn more about each other
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11
Q

Employment tests:

and types

A
  • gathering additional job-relevant info
  • intelligence
  • aptitude
  • personality
  • interests
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12
Q

How to succeed in telephone interview? (7)

A
  • be prepared
  • take call in private
  • dress professionally
  • practice phone voice
  • have reference materials handy
  • have list of questions
  • ask what happens next
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13
Q

Criteria for selection devices and what they mean

A
  • reliability: consistent in measurement

- Validity: demonstrable relationship between score and job performance

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14
Q

Behaviourally-oriented employment tests

A
  • assessment centre (stimulated situations)

- work sampling (actual job tasks)

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15
Q

Background checks

A

inquires to previous employers, academic advisors, coworkers regarding qualifications, experience, past work records

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16
Q

Physical examinations reasons (2)

A
  • ensure capability to fulfill job requirements

- basis for enrolling in life, health and disability insurance

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17
Q

How to make a good final descision? (2)

A
  • consultation among multiple parties

- focus on all aspects of candidate’s capacity to perform the designated job

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18
Q

What is orientation (for developing a quality workforce)

A

set of activities designed to familiarize new employees with their jobs, coworkers and key aspects of the organization

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19
Q

What is socialization?

A

process of influencing the expectations, behaviour and attitudes of new employee in a way considered desirable by organization

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20
Q

How do you develop a quality workforce? (13)

A
  • Orientation
  • Socialization
  • Training (on or off job)
  • Performance management systems
  • Performance appraisal
  • Graphic rating scales
  • Behaviourally anchored rating Scales (BARS)
  • Multi-person comparisons
  • Critical-incident techniques
  • Alternative Appraisals
  • Work-life balance
  • Incentives
  • Labour management relations
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21
Q

Performance Management Systems ensure that:

A
  • standards and objectives are set
  • results are assessed regularly
  • actions are taken to improve future performance
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22
Q

Performance Appraisal:

A

formally assessing someone’s work accomplishments and providing feedback for evaluation and development

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23
Q

Graphic rating Scales:

A

checklist of traits or characteristics to evaluate performance (questionable reliability and validity)

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24
Q

Behaviourally anchored rating scales

A

examples used as anchor points, determines how well people perform in situations

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25
Q

Critical-incident techniques

A

keeping a running log or inventory of effective and ineffective behaviours

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26
Q

Multi-person comparisons

and types

A

formally compare one person’s performance with that of another

  • rank ordering
  • paired comparison
  • forced distributions
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27
Q

Alternatives to Supervisory Appraisal (3)

A
  • Peer appraisal
  • Upward Appraisal
  • 360 degree feedback
28
Q

Peer appraisal:

A

when people who work regularly and directly with a jobholder are involved in the appraisal

29
Q

Upward appraisal:

A

occur when subordinates reporting to the jobholder are involved in the appraisal.

30
Q

360 degree feedback

A

when superiors, subordinates, peers and even internal and external customers are involved in the appraisal of a jobholder’s performance

31
Q

Work-Life balance:

A

balancing career demands with personal and family needs

32
Q

Work-life balance issues:

A
  • single parent concerns
  • dual-career couples
  • family-friendliness
33
Q

Pay for Performance theories (3)

A
  • equity theory (fair distribution of resources and authority)
  • expectancy theory (motivate by maximizing pleasure and minimizing pain)
  • reinforcement theory (accountability)
34
Q

Merit Pay:

A

awards a pay increase in proportion to individual performance contributions

35
Q

Incentive compensation ( types)

A
  • skill-based pay
  • bonus pay plans
  • Profit-sharing
  • gain-sharing plans
  • employee stock ownership plans
36
Q

Skill-based pay:

A

links pay to number of job relevant skills an employee masters

37
Q

bonus pay plans

A

one-time or lump-sum payments based on the accomplishment o specific performance targets

38
Q

profit-sharing plans:

A

some or all employees receive a proportion of net profits earned by organization

39
Q

gain-sharing plans:

A

groups of employees share in any savings realized through their efforts to reduce costs and increase productivity

40
Q

Types of Benefits (3)

A
  • fringe benefits
  • family-friendly benefits
  • employee assistance programs
41
Q

fringe benefits:

A

include non-monetary forms of compensation

42
Q

family friendly benefits:

A

help in balancing work and non-work responsibilities

43
Q

employees assistance programs:

A

help employees deal with troublesome personal problems

44
Q

replacement:

A

management of:

  • promotions
  • transfers
  • terminations
  • layoffs
  • retirements
45
Q

Labour-management relations includes:

A
  • labour contracts
  • collective bargaining
  • two-tier wage system
46
Q

Labour contracts include: (6)

A
  • wages
  • work hours
  • work rules
  • seniority
  • hiring
  • grievances
47
Q

Collective bargaining:

A

process of negotiating, administering and interpreting a labour contract

48
Q

Two-tier wage system:

A

pays new hires less than workers with more seniority

49
Q

organizational culture:

A

“the way we do things here” and binds members together with sense of collective identity

50
Q

Elements of a strong culture: (3)

A
  • commit members to do things that are best interests of organization
  • discourages dysfunctional behaviour
  • encourages functional work behaviour
51
Q

Best organizations have strong cultures that: (5)

A
  • are performance oriented
  • emphasize team work
  • allow for risk taking
  • encourage innovation
  • value the well being of people
52
Q

Observable culture: and examples

A

visible actions and events

  • ceremonies
  • rites and rituals
  • legends and stories
  • metaphors and symbols
53
Q

Core culture: and examples

A

underlying assumptions and beliefs that influence behaviour

  • innovation
  • ethics
  • social responsibility
  • customer service
  • teamwork
54
Q

Value based management:

A

describes managers who actively help to develop, communicate and enact shared values

55
Q

criteria for evaluating core values: (4)

A
  • relevance
  • integrity
  • pervasiveness
  • strength
56
Q

workplace spirituality:

A

practices that create meaning and shared community among organizational members

57
Q

Symbolic leadership:

A

leaders use symbols well to establish and maintain a desired organizational culture

58
Q

3 things symbolic leaders do:

A
  • use metaphors
  • highlight/dramatize core values and observable culture
  • rites and rituals to glorify performance
59
Q

multicultural organizations:

A

based on pluralism, operating with inclusion and respect for diversity

60
Q

Characteristics of multicultural organizations

A
  • pluralism
  • structural integration
  • informal network integration
  • absence of prejudice and discrimination
  • minimum intergroup conflict
61
Q

organizational subcultures:

A

cultures based on shared work responsibilities and/or personal characteristics

62
Q

ethnocentrism:

A

belief that one’s subculture is superior to all others

63
Q

Challenges faced by minorities:

A
  • glass ceiling
  • misunderstanding and lack of sensitivity
  • sexual harassment
  • pay discrimination
  • job discrimination
64
Q

Diversity leadership approaches (3)

A
  • managing diversity
  • affirmative action
  • valuing diversity
65
Q

Managing diversity:

A

commitment to building an organizational culture that allows all members to reach full potential

66
Q

Affirmative action:

A

commitment of organization to hire and advance minorities

67
Q

valuing diversity:

A

committing the organization to education and training

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