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LPO2 > SHRM > Flashcards

SHRM Flashcards

1
Q

1st component of SHRM

A

HRM policies & practices (such as recruitment, selection, training, performance appraisal, & combined w/ leadership) are fully integrated w/ organization’s strategy/strategic needs

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2
Q

2nd component of SHRM

A

HRM policies & practices are consistent with each other & across the organization

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3
Q

3rd component of SHRM

A

line managers primarily responsible for day-to-day implementation of HR policies & practices

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4
Q

4th component of SHRM

A

emphasis on employee commitment and exercise of initiative w/ managers playing more role of facilitator or “empowerer” than boss

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5
Q

2 forms of HRM

A
  1. soft model

2. hard model

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6
Q

Hard model HRM

A

accepts first 3 components of SHRM, but sees emphasis on employee commitment and supportive leadership as being appropriate only if its objectively required by the organization’s strategy, technology, industry, etc.

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7
Q

Soft model HRM

A

accepts all 4 components of SHRM and views the 4th (commitment and supportive leadership) as the key to successful HRM

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8
Q

soft model HRM is likely to be found in:

A

high performance organizations (‘lean and smart’) adopting a differentiation strategy based on innovation, quality, customer/ client service, and or/ specialization
- differentiate on the basis of their people

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9
Q

organizations using soft model HRM depend which type of workforce:

A

a non-traditional workforce

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10
Q

Soft model HRM policy choices

A
  • a flexible organizational structure and work system
  • a commitment to training and development
  • employee involvement and participation in decision-making
  • policies to promote sharing of risks and benefits
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11
Q

hard model HRM is found in:

A

organizations adopting a ‘lean and mean’ strategy w/ a low-cost labor approach

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12
Q

role of HR in the soft model

A

HR is less focused on traditional roles (ie. recruitment, selection, training, etc.) and establishing policies and practices, and more focused on acting as coaches/ facilitators

  • roles are not stratified w/in org’s structure (b/c it is more flexible)
  • they take the role of coach/ facilitator when they establish roles of relationships, responsibilities, and entitlements of people in the organization
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13
Q

successful SHRM requires:

A
  • management must recognize a need for it and understand its implications
  • the HR people must posses the knowledge, skills, and credibility to become involved in the org’s strategy
  • incorporating HR concerns in the organization’s planning at all levels
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14
Q

in successful SHRM, HR people must gain credibility by:

A

demonstrating a knowledge of the “business” of the orgnization HR expertise, & that HR policies/practices is useful in attaining organization’s goals

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15
Q

a hurdle often faced by people trying to implement SHRM even when they may have the desire and skills to raise HRM concerns to a strategic level:

A

overcoming tradition!
-in SHRM HR people take on a less-traditional role, though they still do those practices, they are a role of coach while doing those, instead of being a boss and implementing policies in a traditional manner

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16
Q

1st question to ask in establishing HRM strategy:

A
  • what kind of business are we in?
  • who are our clients/ customers?
  • what do they think they are getting from us?
  • what is our strategy for conducting business?
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17
Q

(HRM stakeholders interests) Stakeholder’s interest includes:

A
  • shareholders
  • gov’t
  • managers
  • employees
  • unions
18
Q

HRM territory: situational factors include:

A
  • business strategy and conditions
  • management philosophy
  • workforce characteristics
  • labor markets
  • unions
  • task technology
  • laws and societal values
19
Q

(HRM situational factors) Workforce characteristics:

A
  • a determining factor of HRM policies, practices, and programs b/c a well-educated workforce may provide a comp. advantage and both allows/ required an org. to carefully consider its HRM strategy
20
Q

true/ false: soft model HRM can work in all organizations

A

true

21
Q

management philosophy is:

& involves:

A
  • is a primary determinate of HRM policies, practices, and programs
  • All choices involved in managing people in organizations rest on management’s values, beliefs, and assumptions about the nature of ppl
22
Q

strategic HRM policy choices:

A
  • employee influence
  • the work system
  • Human resource flow
  • rewards systems
23
Q

SHRM policies, practices, and programs requires that:

A
  • that all 4 policies choices are consistent w/ organizational goals and strategy and w/ each other
  • the recognition that these 4 choices are not independent, but interdependent and are heavily linked w/ each other
24
Q

(HRM policy choices) the work system:

A
  • is a major HR task that defines and designs the work
25
Q

the work system involves:

A

the arrangement of people, information, activities, and technology

26
Q

decisions about the work system affects:

A

affects the kinds of people required to meet org’s goals via strategy, training and development needs (part of HR flow), their motivation, and rewards
- design of the work system has consequences for HR flow, rewards systmes, and the degree of employee influence

27
Q

Human resource flow:

A

is conceerned w/ managing the flow of people into, through, and out of the orgnization

28
Q

the HR flow involves:

A

involves traditional personnel areas of recruitment, performance appraisal, training and development, and outplacement
- and ensuring the right mix of people to meet the org’s long-term needs

29
Q

Managing the HR flow requires:

A
  • ## requires management to coordinate traditional HR functions w/ decisions about job design, compensation, and employee influence
30
Q

(HRM policy choices) Rewards systems:

A

the type of rewards, both psychological and financial, signals to employees what type of org management is trying to run, and sends powerful symbolic messages to the org’s employees

31
Q

w/ HRM policy choices, the rewards systems will provide an org’s employees the answers to:

A
  • does the org value individual or cooperative performance?
  • what behaviors will get you in trouble or get you ahead?
  • what is emphasized: cost-reduction, quality, or quantity
  • is there a preference for specialization or multi-skilled?
  • is exceptional performance recognized, and if so then how?
32
Q

(HRM policy choices)

employee influence:

A
  • How much responsibility, authority, & power should be delegated and to whom?
  • Management must decide how much say to allow ppl w/ respect to organizational goals, working conditions, rewards, & career progression
  • Since management has considerable decision-making power, not taking action to encourage employee influence is essentially a decision not to share power & influence
33
Q

what is at the center of HRM policy choices?

A

employee influence

34
Q

SHRM: how to evaluate human resource management

A
  • its directly useful to managers to use the 4 C’s (cost effectiveness, competence, commitment, and congruence) to evaluate the impact of HRM policies and practices on the organization
35
Q

HRM outcomes: 4 C’s

A
  • competence
  • congruence
  • cost-effectiveness (if orgs bother to eval. HRM at all, they tend to only look at cost-effectiveness)
  • commitment
36
Q

(HRM outcomes)

Cost effectiveness answers the question of:

A

What are the costs of turnover, absenteeism, strikes, wages & benefits, training?

37
Q

(HRM outcomes) competence answers the question of:

A

so our HRM polices attract, keep, and/or develop people w/ the skills and knowledge that we need now and in the future?

38
Q

(HRM outcomes) congruence answers the question of:

A
  • how much agreement is there b/tw an org’s management and various stakeholders as to their mission, objectives, and polices?
39
Q

(HRM outcomes) importance of congruence:

A
  • congruence is difficult and expensive to measure and to achieve
  • ppl in an org are most likely to be aware of congruence when its lacking
40
Q

(HRM outcomes)

commitment answers the questions of:

A
  • do people care about working here?

- are they proud of their associate w the org?

41
Q

(HRM outcomes)

commitment can result w/:

A

w/ increased loyalty and performance as well as enhancing people’s sense of self-worth and identity

LPO2 (3 decks)

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