Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Human Resources > HR Process And Trends > Flashcards

HR Process And Trends Flashcards

1
Q

The policies, practices, and systems that influence employees’ behavior, attitudes, and performance

A

Human Resource Management (HRM)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What is the objective of HRM

A

To manage, hopefully improve, the employment relationship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

How was HRM traditionally seen

A

Personnel/administrative focus

Seen as a necessary expense

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Contemporary HRM

A

HR practices as source of value to organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Effective HRM practices affect (5)

A 
Profitability
Customer sat
Productivity
Job satisfaction
Innovation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Labor forces skill deficiencies in the past vs. today

A

Past: employees performed routine tasks requiring physical strength or specific task-mastery (e.g. Factory workers)

Today: employees have a variety of task and responsibilities requiring general abilities (e.g. Interpersonal)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

The gap between skills needed and skills available has increased, resulting in

A

Companies competing for employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Anytime access information on training, benefits, compensation, policies, job listings, etc.

A

HRIS/e-HRM

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Affects labor laws, job requirements, employee motivation, and recruiting

A

e-Business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Allow for geographically dispersed talent to work interdependently on a task

A

Virtual teams

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Expatriates

A

Moving employees abroad

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Offshoring

A

Moving operations abroad

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Describes what employees and employers expect from the employment relationship

A

Psychological contract

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Independent contractors, on-call workers, and temporary workers

A

Contingent workers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What is human resource management? (HRM)

A

The policies, practices, and systems that influence employees behavior, attitudes, and performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

HRIS/e-HRM

A

Anytime access information on training, benefits, compensation, policies, job listings, etc.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

e-Business

A

Affects labor laws, job requirements, employee motivation, and recruiting

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Virtual teams

A

Allow for geographically dispersed talent to work interdependently on a task

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Contingent workers

A

Independent contractors, on-call workers, and temporary workers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Psychological contract

A

Describes what employees and employers expect from the employment relationship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Process of analyzing a company’s competitive situation, developing strategic goals, devising a plan of action, and allocating resources that will increase the likelihood of achieving goals

A

Strategic management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals

A

Strategic HRM

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

A value creating strategy not simultaneously being implemented by any current or potential competitors and other firms are unable to duplicate the benefits of this strategy
-valuable, rare, inimitable, and no substitutes

A

Sustained competitive advantage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Linkage (4 types)

A 
Between Strategic Planning and HR Function
Administrative
One-way
Two-way
Integrative
25
Q

Sustained competitive advantage

A

A value creating strategy not simultaneously being implemented by any current or potential competitors and other firms are unable to duplicate the benefits of this strategy
-valuable, rare, inimitable, and no substitutes

26
Q

HRM practices vs HRM systems (imitable vs unique)

A

Individual HRM practices may be imitable but HRM systems and routines, which develop over time, may be unique to a particular firm and contribute to the creation of specific human capital skills

27
Q

Strategic management

A

Process of analyzing a company’s competitive situation, developing strategic goals, devising a plan of action, and allocating resources that will increase the likelihood of achieving goals

28
Q

Who tested whether HR policies and practices contribute to firm performance (1995) and won the AMJ best paper award and 1996 scholarly achievement award

A

Huselid

29
Q

What did Huselid link?

A

He linked “high performance work practices” (HPWPs) to intermediate employee outcomes (turnover and productivity) and both partially mediate the relationship between those practices and corporate performance

30
Q

HPWPs: Delery & Doty’s 7 Universalistic “Best Practices”

A
  1. Internal career opportunities
  2. Formal training systems
  3. Appraisal measures
  4. Profit sharing
  5. Employment security
  6. Voice mechanisms
  7. Job definition
31
Q

HPWPs: Pfeffer’s 9 “Best Practices”

A
  1. Employment security
  2. Selective hiring and promotion from within
  3. High compensation based on performance
  4. Greater autonomy and challenge
  5. Extensive use of training & skill development
  6. Reduction of Status differences
  7. Aggressively Sharing Information
  8. Encourage a Long-Term Perspective & Evaluation
  9. HR as an Overarching Philosophy
32
Q

Strategic HRM

A

The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals

33
Q

Strategic management

A

Process of analyzing a company’s competitive situation, developing strategic goals, devising a plan of action, and allocating resources that will increase the likelihood of achieving goals

34
Q
  1. Internal career opportunities
  2. Formal training systems
  3. Appraisal measures
  4. Profit sharing
  5. Employment security
  6. Voice mechanisms
  7. Job definition
A

HPWPs: Delery & Doty’s 7 Universalistic “Best Practices”

35
Q

Vertical fit for HR practices

A

Alignment of HR practices and strategy (integrative link)

36
Q

Horizontal fit for HR practices

A

Internally consistent HR practices

37
Q
  1. Employment security
  2. Selective hiring and promotion from within
  3. High compensation based on performance
  4. Greater autonomy and challenge
  5. Extensive use of training & skill development
  6. Reduction of Status differences
  7. Aggressively Sharing Information
  8. Encourage a Long-Term Perspective & Evaluation
  9. HR as an Overarching Philosophy
A

HPWPs: Pfeffer’s 9 “Best Practices”

38
Q

Uniqueness vs. strategic value

A

Uniqueness: is the skill set for this job easy to find?
Strategic: does it add value?

39
Q

Human Capital Characteristics and Employment Modes Axes

Lepak & Snell

A

X: strategic value
Y: uniqueness

40
Q

Quadrant 1: High strategic value, high uniqueness

A

Knowledge-based employment

Commitment-based HR configuration

41
Q

Quadrant 2: high strategic value, low uniqueness

A

Job-based employment

Productivity-based HR configuration

42
Q

Quadrant 3: low strategic value, low uniqueness

A

Contractual Work Arrangements

Compliance-based HR configuration

43
Q

Quadrant 4: low strategic value, high uniqueness

A

Alliances/partnerships

Collaborative-based HR configuration

44
Q

Quadrant 1
When human capital is both valuable and unique, it represents the knowledge base around which firms are likely to build their strategies
Firms rely on a knowledge-based employment mode that focuses on internal development and long-term employee commitment for their core employees

A

Knowledge-based work

45
Q

Knowledge-based work examples

A

Software developers or engineers

46
Q

Quadrant 2
Workers within this quadrant are able to make significant contributions to a firm while possessing skills that are widely transferable
HR configuration is likely to emphasize staffing and deploying skills for immediate contribution, with little attempt to develop employees

A

Job-based work

47
Q

Job-based work examples

A

CPAs or UPS drivers

48
Q

Quadrant 3
Generic skills that can be purchased easily on the open labor market, and, therefore, can be treated essentially as a commodity
HRPs focus on the work to be done, the results to be accomplished, the terms of the contract, and virtually nothing else

A

Contractual work arrangements

49
Q

Contractual work arrangements examples

A

Outsourced factory workers, custodians

50
Q

Quadrant 4
Unique human capital that is less codified and transferable than generic skills, yet more widely available than firm-specific skills
HR configuration focus on mutual investment and build trust, while still protecting own investments and gaining access to each other’s talents

A

Alliances/partnerships

51
Q

Alliances/partnerships examples

A

Outside R&D labs or legal consultants

52
Q

Knowledge-Based Work

A

Quadrant 1
When human capital is both valuable and unique, it represents the knowledge base around which firms are likely to build their strategies
Firms rely on a knowledge-based employment mode that focuses on internal development and long-term employee commitment for their core employees

53
Q

Job-based work

A

Quadrant 2
Workers within this quadrant are able to make significant contributions to a firm while possessing skills that are widely transferable
HR configuration is likely to emphasize staffing and deploying skills for immediate contribution, with little attempt to develop employees

55
Q

Contractual work arrangements

A

Quadrant 3
Generic skills that can be purchased easily on the open labor market, and, therefore, can be treated essentially as a commodity
HRPs focus on the work to be done, the results to be accomplished, the terms of the contract, and virtually nothing else

56
Q

Why is it difficult to implement HR strategically? (4)

A

HR managers and specialists often do not understand the business
HR employees need: interpersonal skills, decision-making skills, leadership skills, technical (HR) skills
Managers are enslaved by short-term processes
A one-in-eight chance of success

57
Q

Why are managers enslaved by short-term processes

A

Evaluations are a year or less (Ratings, Stock) - Yet you cannot change culture < 1 year
Putting out fires

58
Q

Alliances/partnerships

A

Quadrant 4
Unique human capital that is less codified and transferable than generic skills, yet more widely available than firm-specific skills
HR configuration focus on mutual investment and build trust, while still protecting own investments and gaining access to each other’s talents

59
Q

One-in-Eight chance of success

A

1 in 2 firms will not believe relationship between HRM and Profits exists
1 in 2 firms that do see the relationship will try piecemeal changes (change pay without changing training, recruitment, selection, job design)
1 in 2 firms will not persist long enough

60
Q

Four skills HR employees need

A

Interpersonal skills
Decision-making skills
Leadership skills
Technical (HR) skills

Human Resources (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions