Week 5: H 11, 12, 13 Flashcards
Best (HR) practices
Are people management activities that are created and implemented by organizational performance without any institutional obligation (e.g. by law).
Collective bargaining agreement (CBA)
Coverage refers to the percentage of all workers who are covered by a CBA.
Degree of unionization
Represents the percentage of all employees who are trade union members.
Financial participation
Involves employee participation in organizational ownership and profits.
Industrial democracy perspective
Pays specific attention to and highlights the importance of the further emancipation of individual workers and their involvement in an organization.
Institutional HR practices
Are people management activities that are determined by legislation or CBAs; for example, with regard to wages, pension schemes, employment benefits, training budget and employee participation.
Pluralist HRM approach
takes into account the interests of different stakeholders of an organization and builds on the notion that their interests can be conflicting.
Trade unions
Are a form of institutionalized employee representation at organization, branch of industry and national level mainly engaged in CBAs and relationship management with other social partners (employers and the goverment).
Unitarist HRM approach
Mainly focuses on the interests of the shareholders of an organization in combination with the assumption that employers and employees share common goals and interests.
Works councils
are a form of institutionalized employee representation within organizations mainly engaged in organizational issues that affect the employment relationship.
Administrative expert role
Represents the HR role focused on cost-effective design and delivery of the functional areas of HRM.
Change agent role
Focuses on managing organizational change.
Conformist innovator role
Represents the HR business role mainly emphasizing the economic value of employees.
Deviant innovator role
Emphasizes the long-term perspective and the necessary balance between the economic value and the human side of organizing.
Employee champion role
Concentrates on blending employees’ needs with organizational goals.
Personnel function
Is defined as the HR responsibilities and tasks that are bundled in an HR department an performed by HR professionals.
Strategic partner role
involves the alignment of the HR strategy with the overal business strategy in the process of strategic decision making of an organization
Three HR ambiguities
Reflect the dualities and paradoxes in HRM.
Contextual paradigm
Assumes that there might be general best principles in HRM, but the organizational context in the end determines the nature of the specific HR practices.
Cross-cultural differences
Are the differences between countries based on norms, values, rituals and habits of its citizens.
Expatriates
Are employees that temporarily or permanently work in a different country than their home country.
Global HR strategy
Is one corporate people management strategy applied to all units of an MNC across the world.
Globalization
Is the transition from local or regional activities to global activities.
Institutional differences
Are the differences between countries based on legislation, procedures and stakeholders (e.g. trade unions).
International HRM (IHRM)
Is the people management (or HRM) in MNCs and HRM across borders.
Internationalization
Is the expansion of business activities, products, services and markets of an organization to other countries.
Local HR strategy
Is a people management strategy within an MNC adapted to national or regional contextual factors.
Offshore outsourcing
Is the subcontracting and relocation of business activities to external companies in other countries or regions.
Offshoring
Is the relocation of business activities to other countries or regions.
Outsourcing
Is subcontracting business activities to external companies.
Universalist paradigm
Assumes the existence of best practices in HRM that can be applied by organizations successfully worldwide.
