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CHRA > Theories > Flashcards

Theories Flashcards

1
Q

Responsible for overseeing the entire HR function within an organization

A

HR Manager

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2
Q

They develop HR strategies, policies, and programs, manage employee relations, and ensure alignment between HR practices and organizational goals

A

HR Manager

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3
Q

Focus on specific areas within HR, such as recruitment, training and development, compensation and benefits, employee relations, or performance management.

A

They bring specialized expertise to these functional areas

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4
Q

Responsible for sourcing, attracting, and selecting candidates to fill job vacancies within the organization

A

Recruiters

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5
Q

They engage in candidate outreach, screening, interviewing, and ensuring a smooth onboarding process

A

Recruiters

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6
Q

Other term for recruiters

A

Talent Attraction & Acquisition/ Sourcers

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7
Q

They design and implement training programs that enhance employees’ skills, knowledge, and performance

A

Training and Development Professionals

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8
Q

They identify learning needs, develop training materials, and facilitate workshops and courses

A

Training and Development Professionals

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9
Q

Design and manage compensation structures, benefits packages, and incentive programs that attract, retain, and motivate employees

A

Compensation and Benefits Specialists

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10
Q

Handle employee grievances, conflicts, and workplace issues, fostering positive relationships between employees and the organization

A

Employee Relations Specialists

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11
Q

Oversee the performance appraisal process, set performance goals, and provide feedback to employees to ensure their continuous development

A

Performance Managers

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12
Q

In organizations with unions, labor relations managers handle negotiations, grievances, and compliance with labor laws and agreements

A

Labor Relations Managers

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13
Q

Use data and analytics to derive insights from HR metrics, helping to inform strategic decisions and improvements in HR processes

A

HR Analysis

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14
Q

These roles support various HR functions, such as administrative tasks, scheduling interviews, maintaining records, and assisting with onboarding processes

A

HR Associate, Assistants, and Coordinators

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15
Q

Typically have a broader scope of responsibilities compared to assistants and coordinators

A

HR Associates

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16
Q

They might be involved in various HR functions, including recruitment, employee relations, training, and administrative tasks

A

HR Associates

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17
Q

They may assist in conducting interviews, managing HR records, and supporting HR projects

A

HR Associates

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18
Q

Focus on administrative tasks and providing support to the HR team

A

HR Assistants

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19
Q

Duties may include: maintaining employee records , scheduling interviews, coordinating meetings, and managing paperwork

A

HR Assistants

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20
Q

They play a crucial role in ensuring the smooth operation of HR processes by handling routine tasks and assisting with various HR functions

A

HR Assistants

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21
Q

Typically have more responsibility than assistants but might have a narrower focus compared to associate

A

HR Coordinators

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22
Q

They might handle specific areas within HR, such as employee onboarding, benefits administration, or training coordination

A

HR Coordinators

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23
Q

They ensure that processes run efficiently by managing logistics, communication, and coordination related to their assigned area

A

HR Coordinators

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24
Q

In larger organizations, they are the executive leader responsible for the overall HR strategy and its alignment with business goals

A

Chief Human Resources Officer (CHRO)

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25
Q

While not HR professionals, they themselves also play a role in HR management by participating in performance evaluations, development programs, and other HR-related processes

A

Employees

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26
Q

Is a strategic approach to managing an organization’s human resources with a focus on attracting, developing, retaining, and maximizing the potential of talented individuals to achieve the organization’s goals and objectives

A

Talents Mangement

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27
Q

Key elements of talent management typically include:

A

2TPS - CReW
1. Talent Acquisition
2. Talent Development
3. Performance Management
4. Succession Planning
5. Career Pathing
6. Retention
7. Workforce Analytics

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28
Q

4 Main Activities of HRM

A

2MAD
1. Motivation
2. Maintenance of Human Resources
3. Acquisition
4. Development

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29
Q

Involves the processes of attracting , sourcing, selecting, and hiring qualified individuals for various job roles within the organization

A

Acquisition

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30
Q

Includes recruitment strategies, candidate evaluation, and making informed hiring decisions to bring in the right talent

A

Acquisition

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31
Q

Focuses on enhancing the skills, knowledge, and abilities of employees to improve their performance and contribute effectively to the organization

A

Development

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32
Q

Includes training programs, career development initiatives, mentoring, and continuous learning opportunities

A

Development

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33
Q

Involves creating a positive work environment, recognizing employee contributions, and implementing strategies to increase employee engagement and job satisfaction

A

Motivation

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34
Q

Activities that aim to retain and sustain the workforce over the long term

A

Maintenance of Human Resources

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35
Q

Includes managing employee relations, ensuring fair compensation and benefits, addressing workplace concerns, and creating a safe and inclusive workplace culture

A

Maintenance of Human Resources

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36
Q

HRM has 2 functions

A

BO
1. Basic Functions
2. Operative Functions

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37
Q

General Management: Planning, organizing, directing, coordinating, and controlling

A

Basic Functions

38
Q

Daily activities of business: Procurement, placement and utilization of employees, motivating, and compensating employees

A

Operative Functions

39
Q

Developing strategies and action plants to align HR activities with organizational goals, anticipating workforce needs, and creating a roadmap for effective HR management

A

Planning

40
Q

Structuring and arranging resources, rules, and responsibilities within the organization to ensure smooth operations, clear communication, and efficient workflow

A

Organizing

41
Q

Guiding and leading HR teams to execute tasks, projects, and initiatives effectively, while fostering a positive work environment that encourages collaboration and innovation

A

Directing

42
Q

Monitoring and evaluating HR processes and outcomes, comparing actual results to predefined standards, and taking corrective actions to ensure compliance, efficiency, and continuous improvement

A

Controlling

43
Q

Involves attracting, sourcing, and recruiting suitable candidates to fill vacant positions within the organization

A

Procurement of Employees

44
Q

Includes activities such as job analysis, job posting candidate screening, interviewing, and selecting the best-fit individuals for the roles

A

Procurement of Employees

45
Q

Focuses on placing selected employees in appropriate job roles that align with their skills, qualifications, and competences

A

Placement and Utilization of Employees

46
Q

Aims to optimize the allocation of human resources to maximize their contributions and overall organizational efficiency

A

Placement and Utilization of Employees

47
Q

Encompasses activities that enhance the skills, knowledge, and abilities of employees

A

Training and Development

48
Q

Involve structured programs that impart specific skills

A

Training

49
Q

Focuses on a broader growth plan for employees to excel in their current and future roles

A

Development

50
Q

Involves creating an environment that encourages employees to perform at their best

A

Motivating Employees

51
Q

Includes recognition, rewards, career growth opportunities, and addressing employees’ needs to boost their job satisfaction and commitment

A

Motivating Employees

52
Q

Encompasses designing and managing compensation packages for employees

A

Compensating

53
Q

Includes determining salaries, bonuses, benefits, and incentives that align with both industry standards and the organization’s financial capabilities

A

Compensating

54
Q

Focuses on fostering positive relationships between employees, management, and labor unions (if applicable)

A

Maintaining Good Industrial Relations

55
Q

Includes handling grievances, disputes, negotiations, and creating an environment of open communication and cooperation

A

Maintaining Good Industrial Relations

56
Q

Involves maintaining accurate and up-to-date records related to employees’ personal and professional information

A

Record Keeping

57
Q

Includes documentation of employment contracts, performance evaluations, training records, and other relevant data for legal compliance and decision-making purposes

A

Record Keeping

58
Q

Features of HRM

A

3P2BIC
1. Pervasive Function
2. People Centered
3. Personnel Activities or Functions
4. Basic to all Functional Areas
5. Based on Human Relations
6. Inherent Part of Management
7. Continuous Process

59
Q

HRM is an integral component of overall management, involving the management of people to achieve organizational goals and objectives

A

Inherent Part of Management

60
Q

HRM is present throughout the organization and impacts all levels, departments, and functions, reflecting its broad influence

A

Pervasive Function

61
Q

Human resource management principles are essential in every functional area of an organization, ensuring that people are effectively managed regardless of their roles

A

Basic to all Functional Areas

62
Q

HRM places a strong emphasis on employees as valuable assets, recognizing their contributions and focusing on their development and well-being

A

People Centered

63
Q

Working on machines and engaged in loading, unloading, etc.

A

Blue-collar workers

64
Q

Clerical employees, managerial and non-managerial personnel professionals

A

White-collar workers

65
Q

HRM encompasses various activities, including recruitment, training compensation, performance management, and employee relations

A

Personnel Activities or Functions

66
Q

HRM is grounded in the understanding of human behavior, interactions, and psychology to effectively manage and motivate employees

A

Based on Human Relations

67
Q

HRM is an ongoing and evolving process, involving various stages such as planning, recruitment, selection, development, and retention that require consistent attention and adaptation

A

Continuous Process

68
Q

Is the process an organization uses to analyze and determine the steps it mush take to prepare for future staffing needs

A

Human Resource Planning (HRP) or Workforce Planning (WFP)

69
Q

Process of estimating and projecting the supply and demand for different categories of personnel in the organization for the years to come

A

Human Resource Planning (HRP) or Workforce Planning (WFP)

70
Q

A systematic assessment of workforce content and composition issues and determines what actions must be taken to respond to future needs

A

Human Resource Planning (HRP) or Workforce Planning (WFP)

71
Q

Workforce Planning Process

A

SDGS
1. Supply Analysis
2. Demand Analysis
3. Gap Analysis
4. Solution Analysis

72
Q

Also referred to as “staffing”, an analysis of an organizations’ labor supply

A

Supply Analysis

73
Q

Includes a review of future business plans and objectives

A

Demand Analysis

74
Q

Compares the differences in the supply and demand analysis and identifies human capital availability and deficiencies

A

Gap Analysis

75
Q

Focuses on how to address gaps in current staffing and future staffing needs through recruiting, training, and development, contingent staffing, and outsourcing

A

Solution Analysis

76
Q

Supply analysis is also called

A

Supply Forecasting

77
Q

Demand Analysis is also called

A

Demand Forecasting

78
Q

Gap Analysis is also called

A

Estimating Workforce Gap

79
Q

Solution Analysis is also called

A

Formulating HR Plans

80
Q

Factors affecting WFP

A

EOW
1. External Challenges
2. Organizational Decisions
3. Workforce Factors

81
Q

Economic developments, political, legal, social, technological changes, and competition

A

External Challenges

82
Q

Divesting, investing, downsizing, and merger

A

Organizational Decisions

83
Q

Quality and quantity, and diversity of workforce

A

Workforce Factors

84
Q

The most important managerial function of an organization

A

Human Resource Planning (HRP)

85
Q

HRP ensures three main things

A

APE
1. Adequate supply of human resources
2. Proper quality of human resources
3. Effective utilization of human resources

86
Q

Determinant of HRP can be classified into

A
  1. External Factors
  2. Internal Factors
87
Q

External Factors of HRP

A

2LGIB
1. Level of Economic Development
2. Level of Technology
3. Government Policies
4. International Factors
5. Business Environment

88
Q

Internal Factors of HRP

A

CHJT
1. Company Policies and Strategies
2. Human Resource Policies
3. Job Analysis
4. Time Horizon

89
Q

HR Planning at Different Levels

A

NSIUD
1. National Level
2. Sectoral Level
3. Industrial Level
4. Unit Level
5. Departmental Level

90
Q
A

CHRA (4 decks)

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