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GPHR 2019 > Strategic HR Mgmt > Flashcards

Strategic HR Mgmt Flashcards

1
Q

Balanced Scorecard

A
  1. Learning and Growth
  2. Business Process
  3. Customer
  4. Financial
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2
Q

Balanced Scorecard

A
  1. Learning and Growth - HR portion
  2. Business Process
  3. Customer
  4. Financial
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3
Q

Theory Z

A

Workers deep involvement in management, can be used anywhere in the world with equal success.

Japan

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4
Q

TNI index

A

Simple arithmetic average of the ratio of foreign-to-total assets, sales and employment.

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5
Q

Rhinesmiths four pillars of global mindset

A

Bus Acumen
Paradox mgmt
self mgmt
cultural acumen

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6
Q

Extrinsically motivated people learn more or less in class studies

A

Less

They need to be given something and that is what keeps them going.

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7
Q

Delphi technique

A

People are kept separate

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8
Q

*Delphi technique

A

People are kept separate and more questions are asked of them until we narrow it to the point where the findings are a blended version of all of the experts opinions.

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9
Q

Statistical forecasting

A

Using past to predict future

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10
Q

Quantitative forecasting

A

Historical data in a period of time.

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11
Q

snowball clause

A

Contractors use their own power over firms in their own supply chain to require them to follow standards.

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12
Q

Most common way for employees to measure engagement?

A

Employee opinion surveys

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13
Q

Deartmentalization

A

Grouping activities into departments.

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14
Q

Incremental budgeting

A

Based on existing pattern of spend, think government agencies always spend their full bugets so they get the same the next year.

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15
Q

Power

A

The ability to influence people, decisions, groups, events.

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16
Q

Transparency International

A

Civil Society which fights against corruption, brings ppl together in a worldwide coalition - sumofus.org

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17
Q

Liberalization

A

Relaxing/lowering government restrictions

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18
Q

Zero based budgetting

A

Having to justify each item you want to spend money on each year. Starts with zero.

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19
Q

Zero based budgetting

A

Having to justify each item you want to spend money on each year. Starts with zero.

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20
Q

Informal work group

A

Similar to a union but smaller and with less power.

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21
Q

Comparison controls

A

Comparing one or more things for similarities or differences.

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22
Q

Multi-domestic strategy

A

Product customized locally and control is given locally.

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23
Q

SHRM’s code of ethics

A

Adhere here to and advocate published policies.

Refrain from using your position for personal gain.

No preferential treatment.

Prioritize your obligations.

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24
Q

Affirmative action plans

A

EEOC, federal government contractor, or court order. Women, minorities, and ppl with disabiltites.

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25
Q

IRCA

A

Immigration refoorm act that prevents ppl from hiring ppl who are not legally entiteld to work in the country.

  • both indentity and proof they can work
  • prove genuine
  • Attest on form I-9 they documents are real
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26
Q

Everify

A

I-9 confirmation and is mandatory for contractors of the government.

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27
Q

China contracts

A

All emps must have contract within 1 month of starting work.
1 month severance pay for every full year
Can only term for poor perf in probationary peiod.
Must contact trade union to lay off 20 or more ppl

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28
Q

India

A

Cannot hire temp workers.

Women can’t work at night

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29
Q

Common law

A

favours past cases

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30
Q

Civil law

A

favours scholarly literature

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31
Q

HRM

A

Resp for developing a global staffing strategy

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32
Q

Medical tests

A

Only after condtional job offer

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33
Q

Physical agility test

A

Can be done before job offer.

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34
Q

Why don’t some ppl accept IA’s

A

If they don’t see a clear line between the assigment and the career enhancement.

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35
Q

Contingent workers

A

Freelancers, cotractors, etc.

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36
Q

Goal for employee onboarding

A

Building bonds and close reltionships

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37
Q

USCIS

A

immigrant visa
naturalization
asylum and refugee

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38
Q

BICE

A

Investigates immigration papers fraud and may inspect a premise to ensure no illegal aliens are working there.

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39
Q

Do visa’s allow you entry into countries

A

No, they allow to you enter the port and an office determines whether they want to let you in.

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40
Q

What is the most demanding phase of IA’s

A

Repatriation

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41
Q

What is the hardest country to workin?

A

US

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42
Q

What countries are the hardest for people to hav e assignments in?

A

China/Japan bc of the cultural and languages bariers.

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43
Q

Trends in IA’s

A

Local hiring
Short term assignments
Decreasing incentives

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44
Q

Cross cultural adaptations

A

Assimiliation: acceptance of the culture and rejecting your own.

Integration: Adapting to the culture and keeping your own.

Seperation: Maintenance of own culture while avoiding new culture.

Marginalization: comfortable with neither cultures.

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45
Q

Replacement planning

A

Identifying backups when openings occur.

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46
Q

Works council

A

Similar to a union and have a collective bargaining agreement.

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47
Q

Extra territorial laws

A

Apply to non-us companies that are controlled by the US entity.

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48
Q

Ascriptive cultures

A

France

China

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49
Q

Direct employees

A

Touch the product

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50
Q

Staff

A

Overhead like accounting and HR

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51
Q

*SWOT

A

SW - internal

OT - Coming at us from the outside

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52
Q

Eiffel tower

A

Command and control structure, low skilled labour.

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53
Q

Guided Missile

A

Very task oriented jobs and very separate roles. Departmentalized or functionalized.

Project oriented.

Building airplanes

Think Nasa

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54
Q

Incubator

A

Apple, Microsoft, R&D

One rule, get your work done.

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55
Q

*Change mgmt theory

A

Stop doing it the way you have always done it.

Unfreeze
Change
Refreeze

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56
Q

*Cross functional team

A

bringing together people from different departments to work together on an initiative or project

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57
Q

Is France an ascriptive culture?

A

Yes

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58
Q

*Strategic Choice Theory

A

Not actually giving businesses a lot of choice.

We are shaped by our environment - market, customers, etc. is making the company make choices. A lot of external pressures.

We are at the whim of our customers.

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59
Q

Greenfield vs acquisition

A

Acquisition is easier.

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60
Q

Great way to move into a new country?

A

Acquisitions

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61
Q

Joint ventures

A

two companies working together on a project

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62
Q

ZBB budgetting

A

most common budgetting

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63
Q

Incremental budgetting

A

Taking last years numbers and adding a bit to it

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64
Q

Forecast based budgetting

A

Using a formula to determine how much $ you will need. Will need to prove why you need the money.

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65
Q

Traditional HR role

A

Advisory, serve the needs of the workers, control

66
Q

Modern HR role

A

Strategic

67
Q

Ethical relativism

A

Adopt the ethics in the local country - change from country to country.

68
Q

Ethical relativism

A

Adopt the ethics in the local country - change from country to country.

69
Q

Ethical universalism

A

Using the same rules/standards all over the world.

70
Q

*Bribery act of the UK

A

So strict - no bribes and no facilitation payments to anyone - foreign officials or anyone.

71
Q

*FCPA

A

You can bribe foreign officials. Can only pay them to do their jobs better.

72
Q

HR metrics

A

Tactical - quantitative ## time to fill, turnover

Strategic - qualitative - how good are the people we are hiring

73
Q

What is the easiest way to determine employee engagement

A

Employee turnovre

74
Q

What is the easiest way to determine employee engagement

A

Employee turnovre

75
Q

SWOT

A

Strategy formulation

76
Q

Western cultures more concerned about mission or vision?

A

Mission

77
Q

Eastern cultures more concerned about mission or vision?

A

Vision

78
Q

Judgemental forecasting

A

Forecasting HR requirements:

educated guess

79
Q

*Delphi technique

A

Forecasting HR requirements:

Panel of experts to apply judgmental forecasting
People are separated

80
Q

*Nominal group technique

A

Ask a panel of experts to apply judgmental forecasting but together not separate.

81
Q

Scanning the environment

A

Due diligence

82
Q

Theory x vs Theory Y

A

X = workers only work as hard as they need to not get fired.

Y = Workers are noble, hard working, if they are not performing well it’s bc of the company.

83
Q

Situational leadership

A

My leadership style will decide on the situatons.

84
Q

Consultative

A

Gets consultation and then makes decisions. Solicites insights before making a decision.

85
Q

Mgmt by objective

A

Work together to set goals/objective for the employee with mgmt and employee. Very hands-off mgmt style.

86
Q

Manager

A

Someone who is concerned about the job - tactics

87
Q

Leader

A

More concerned about people, developing them.

88
Q

Tax Equalization

A

Tax burden is equal to what it would have been back home.

89
Q

Tax protection

A

Works well for someone who goes to a country with less tax than their home country. The emp is reimbursed for the amount of tax they would have paid back home.

90
Q

Tax protection

A

Works well for someone who goes to a country with less tax than their home country. The emp is reimbursed for the amount of tax they would have paid back home.

INCOME TAX

91
Q

Global

A

high cost pressures and low local responsivenss pressures.

Apple

92
Q

Perlmutter’s Management strategies

A
  1. Ethonocentric - HQ’s or PCN’s hold key positions.
  2. Polycentric - mostly HCN’s. Little intervention from HQ.
  3. Regiocentric - HQ controls the region but you have HCN’s and emps from the region.
  4. Geocentric - best people from anywhere in the world.
93
Q

Intro stage of a company

A

Little money to pay ppl, given stock instead.

94
Q

Growth

A

Emps are paid at market rate

95
Q

Maturity

A

Emps are paid well above market rate

96
Q

Decline

A

Only choice is to reivent itsself or risk demise.

97
Q

Force field analysis

A

helps gauge the magnitude of a change, any risks, possible actions necessary to implement change.

98
Q

ERP - Enterprise Resource Planner

A

Company wide system that combines all systems, HRIS, HRI, etc.

99
Q

ISO 9000

A

certification that companies get in some ways to go into the global market. Audit, procedures, etc.

100
Q

Functional structure

A

Payroll function

101
Q

Divisional

A

Product lines, they have everything they need. Similar to our RAR - Developer, PM, Designer, etc.

102
Q

Matrix

A

A mix between functional nad divisional. Can be hard for employees bc they are having to satisfy two managers.

103
Q

*Destination services

A

Assistance for families as they arrive in the country to help with housing, schooling, shopping, etc.

104
Q

*Development assignment

A

usually the nearest border and it’s meant to help train and develop employees to becoming managers at some point.

105
Q

Domestic corporation

A

A company doing business in the country it originated in.

106
Q

*Efficient Purchaser Index (EPI)

A

Not as generous as the standard calculation bc it assumes that the employee will learn to buy less expensive products in the host country.

107
Q

Egalitarian vs Hierarchical

A

Political doctrine that says everyone should be treated equal. Similar to incubator.

Hierarchical - chain of command, similar to family/eiffel tower.

108
Q

Egocentrism

A

Your culture is RIGHT.

109
Q

Global environment

A

Encompasses local, international and multinational conditions.

110
Q

Global mindset

A

A way of thinking that combines an openness to and awareness of diversity across cultures/markets and the propensity and ability to synthesize across this diversity.

111
Q

Globalist

A

A truly international employee, very senior and who can adapt to any culture. Comp packages are usually taillored to them.

112
Q

Higher of home or host

A

Compares standard balnce sheet calculations with the local market salary for equivalent job. Expat receives the greater of the two.

113
Q

Indefinite assignment

A

Temp transfer with an open end date.

114
Q

Inpatriat

A

being brought in to work for HQ

115
Q

Inpatriat

A

being brought in to work for HQ

116
Q

International commuting

A

Employee commutes to and from the country on a regular basis while family stays at home.

117
Q

ILO International Labor Org

A

UN specialized agency which seeks the promotion of social justice and internationally recognized human and labor rights.

118
Q

Interregional assignment

A

temp transfer across national borders - US/Mexico, US/Canada, France/Switzerland

119
Q

Kaizen

A

Continuous improvement

120
Q

Most favoured nation principal

A

If a concession is made for one country that is part of WTO it is made for all.

121
Q

*OECD - Org. for economic cooperation and development

A

EU, Asia and north america that share the same principles of market economy, democracy and human rights.

122
Q

Stakeholder

A

Having a vested interest in a given decision.

123
Q

Totalization Agreements

A

Social Security benefit treaties among countries so ppl are only paying one SS and not in two countries.

124
Q

Unaccompanied assignment

A

Transfer across borders where the family stays home.

125
Q

White goods

A

household items, bed sheets, curtains, household appliances.

126
Q

*Xenocentrism

A

Preferring ideas, concepts and objects from other cultures over your own.

127
Q

Vertical loading

A

adding duties to a job that are unrelated and require different KSA’s.

128
Q

Rest and Recreation Leave

A

When an employees is posted somewhere particularly difficult.

129
Q

Family oriented culture

A

Strong emphasis on hierarchy and the leader is regarded as a caring parent who looks after them.

Very good with people.

Leader is intuitive instead of using rational.

Leaders are looked at for guidance and approval.

Characterized by traditions and cultures.

Cliques

130
Q

Eiffel Tower

A

Strong emphasis on hierarchy.

Coordinated from the top.

Low skilled workers.

People at the top can be replaced and the work still keeps going.

Assessment centres, appraisal systems, training and development systems are very common.

131
Q

Guided missile

A

Team and project based.

Very committed.

All team members are equal.

Very skills.

360 are very common.

Very departmentalized.

NASA

132
Q

Incubator

A

Strong emphasis on equality and innovation.

Little structure, creative work.

Silicon valley

Intense emotional commitment.

Often working 70 hours a week, happily.

Leadership is achieved.

133
Q

*Blooms

A

Affective - emotions
Psychomotor - change in behaviour
Cognitive - increase knowledge

134
Q

*Instructional design

A

Behaviourism - trying to change someones behaviour. Operant conditioning.

Cognitivism - thought process, change in behaviour.

Constructivism - learning is a process, using past behaviour to construct future behaviour.

135
Q

*Content validity

A

Measuring a part of the job KSA. Typing for example would have high content validity bc for an admin ass. they need to know how to type. If it’s for a machinist, it’s low content validity.

136
Q

*Construct validity

A

Measuring characteristic or trait;

Reasoning ability
Sociability
Communication skills

137
Q

*Concurrent validity

A

Take people that are working for us and break them into 1/3, 2/3, 3/3 and ask them questions. Take the questions to see if there are similarities among our top performers and use that to identify great candidates. 16 personality test that we used for sales.

138
Q

Predictive/Criterion validity

A

Giving the test in the beginning and then comparing it to other hires to see if there is similarities from answers to certain questions for ppl who were top performers, left, stayed, etc.

139
Q

Face validity

A

Test looks like it is valid on the face of it.

Least likely to hold up in court.

140
Q

Disparate impact

A

something I was doing resulted in discrimation

141
Q

Disparate treatment

A

Doing it on purpose.

142
Q

Balanced Scorecard

A

Gives managers a comprehensive view of the performance of a business. Modern enterprise needed this to foster the alignment between people and finances.

  1. Financial - cash flow, debts, revenues. Negatives - it’s in the past and it does not predict the future.
  2. Customer satisfaction - delivery, customer surveys, complaints, competitor rankings.
  3. Business Process - number of faulty units, how are we doing internally. KPI’s.
  4. Learning and Growth - number of employees who have done training, total hours spent on staff training, funds spent on training.

Used for budgets, identify and align strategic objectives, periodic perf reviews.

143
Q

Balanced Scorecard

A

Gives managers a comprehensive view of the performance of a business. Modern enterprise needed this to foster the alignment between people and finances.

  1. Financial - cash flow, debts, revenues. Negatives - it’s in the past and it does not predict the future.
  2. Customer satisfaction - delivery, customer surveys, complaints, competitor rankings.
  3. Business Process - number of faulty units, how are we doing internally. KPI’s.
  4. Learning and Growth - number of employees who have done training, total hours spent on staff training, funds spent on training.

Used for budgets, identify and align strategic objectives, periodic perf reviews.

144
Q

Business/Product life cycle

A

Product and services go through these stages.

Intro - doesn’t pay well, stock and growth opp.
Growth
Maturity - competition is fierce.

Decline
Demise - try to regroup and get back into growth mode.

145
Q

Compa ratio

A

Average of employee actual pay/range midpoint = compa ratio

146
Q

Central tendency

A

Average or the typical of a range of numbers

147
Q

Median

A

Middle score - rearrange the numbers from lowest to highest and it’s the middle number

148
Q

Mode

A

Most frequently occurring number

149
Q

Mean

A

X - average of a set of numbers

150
Q

Range

A

Difference between highest and lowest number. Take highest number and subtract lowest number and that is the range.

1,2,3,4,5 5-1=4

Range is 4

151
Q

Compa ratio ranges

A

.80-.87 new or underperforming

.88-.95 - gaining but not yet full competent

.96 - 1.03 - fully competent, good performers

  1. 04+ - higher then what is required
  2. 12-1.20 - outstanding
152
Q

Hay model

A

15 % below and 15% above the mid point for compa ratio

153
Q

Job evaluation

A

Determining the worth of the job for the company. You can do this by looking at skills needed, working condition, etc.

Evaluating the job not the person.

Give points based on skills, knowledge

154
Q

*Factor comparison method

A

The more factors the more points they will score. Not used very often. The more factors there are for each job the more the role will be paid.

Mental req
Working conditions
Skill req
etc.

Compares jobs to one another.

155
Q

**Hay guide Chart profile Method

A

The most commonly used.

Used universal factors

15% intervals

Makes job to job comparisons.

  • How much know how (skill) should the position have
  • Problem solving
  • Accountability
  • Working conditions

HPAW

156
Q

*Job ranking

A

The easiest to do.

Judgement call, not scientific. Downsize, there is difference between jobs, can’t tell whether it’s a big difference or a small difference.

157
Q

*Point factor method

A

Used extensively

Rating each job on several factors and then adding the scores to obtain a total score.

Once you have put it in place it can stay for years.

158
Q

Job (task) analysis

A

KSA’s

Base with which a job description and ______ is built on.

Break the role down into his tasks/ KSA’s, very indepth, basic level of the job. Can be in some cases 20-30 pages in length.

Detailed collection that normally includes:

Context
Requirements
Content

What the worker does
how they do it
Why they do it
The skill involved in doing it

159
Q

Job description

A

Duties and responsibilities of the role.

160
Q

Job specifications

A

Find what is exactly is wanted and desired in the job. Could be used for recruitment.

GPHR 2019 (19 decks)

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