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Human Resource Management > Employee Outcomes > Flashcards

Employee Outcomes Flashcards

1
Q

What are the key HR objectives?

A
  • Staffing objectives - who to recruit/select, what is going on in the labour market
  • Performance - motivation
  • Change management - new technology? culture?
  • Administrative objectives - payroll, payslips, legal contracts
  • Repetitional objectives - organisations more concerned about reputation than ever
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2
Q

What HR ambiguities exist?

A

Overlap in activities: HRM is a set of activities for all managers as well as a specialist function.

Difficulty of defining success: difficulty of determining who or what was responsible for success or failure and identifying the unique contribution of the HR function

Mediating role: HR managers are part of management, while having a special relationship with and responsibility for the employees

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3
Q

How does Ulrich (1997) outline the role of HR as business partners?

A

A matrix with 4 quadrants ranging from strategic focus to operational focus (up and down) and process focus to people focus (left to right)

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4
Q

Which quadrant is process focused and strategically focused?

A

Strategic partner: management of strategic Human Resources, aligning HR and business strategy

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5
Q

Which quadrant is process focused and day to day focused (operational)?

A

Administrative partner: management of firm infrastructure, managing organisational processes

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6
Q

Which quadrant is future (Strategic) focused and people focused?

A

Management of transformation of change - creating a renewed organisation

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7
Q

Which quadrant is people focused and day to day (operational) focused?

A

Employee champion: management of employee contribution - increasing employee commitment and capability by listening and responding to employees

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8
Q

What does Capelli (2015) say HR should do to deal with ambiguities?

A
  • Set the agenda - be clear about what you are trying to achieve
  • Focus on issues that matter in the here and now
  • Acquire business knowledge
  • Highlight financial benefits
  • Walk away from the time wasters
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9
Q

How are employees seen as resources and assets?

A

People are seen as employees or workers, not employees seen as people (economic and business perspective)

Employees are intangible assets and there are consequences of not valuing human assets (Mayo)

The paradox - employees are both

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10
Q

What is the role of managers in today’s organisations?

A
  • Ensuring that the supply of labour is in line with demand
  • Operation
  • Maintenance and development
  • Order and control
  • Generating commitment
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11
Q

What are the rights of employees in today’s organisations?

A
  • To be treated as a human being: to be known and to be a part of something
  • To be valued as an employee
  • To be allowed to work In a secure and safe working environment
  • To be allowed to grow and develop as an employee
  • To be paid and rewarded fairly
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12
Q

What is hard HRM?

A
  • Task oriented/instrumental approach
  • Employees viewed as passive means to production
  • Employees just a resource
  • Employees are an expense that should be used cost effectively
  • Employees are easily replicable and disposable
  • Economic focus on quantitive aspects
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13
Q

What is soft HRM?

A
  • People oriented/humanistic approach
  • Employees are not just another resource; valuable assets
  • Employees must be active in the organisation
  • They have unique competencies which are valuable
  • Employees feelings should be considered
  • Employees should be motivated and involved in decision making
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14
Q

What is the human aspect of work (soft HRM)?

A
  • Work is seen as a social activity involving teams
  • There is a need for security, belonging and recognition more so than a nice physical environment
  • An employee’s attitudes and effectiveness are conditions by social expectations
  • When employees complain, it can be seen as a change in their sense of self worth
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15
Q

What is an attitude?

A

A predisposition or tendency to respond positively or negatively towards a particular target or the object (Aizen, 2001)

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16
Q

What are the different types of attitude?

A

Affective - emotions or feelings
Cognitive - belief, thought or opinions held consciously
Conative - inclination for action
Evaluative - positive or negative response

17
Q

What is a behaviour?

A

The way a person acts towards other people. The aggregate of the response or reactions or movements made by an individual in any situation.

18
Q

What are examples of employee attitudes and behaviours?

A
  • Motivation
  • EE withdrawal and turnover
  • Employee empowerment
  • Commitment
  • Satisfaction
  • Perceived organisational support
19
Q

What factors influence employee attitudes and behaviours?

A

Job related factors

Psychological factors

Environmental factors

Organisational factors

Individual attributes

20
Q

Which job related factors influence employee attitudes and behaviours?

A
  • Job characteristics
  • Job social support
  • Job difficulties
  • Job attractiveness
21
Q

Which environmental factors influence employee attitudes and behaviours?

A
  • Family and friends
  • Perceived job alternativeness
  • Technology advancement i.e threat of professional obsolescence
22
Q

Which organisational factors influence employee attitudes and behaviours?

A
  • Remuneration and benefit
  • Human resource practices
  • Organisational culture
23
Q

Which individual attributes influence employee attitudes and behaviours?

A
  • Demographics
  • Human capital
  • Motivational attributes
  • Professional behaviour
24
Q

What are the psychological factors that influence employee attitudes and behaviours?

A

Other employee attitudes and behaviours

25
Q

What is motivation?

A

Willingness to exert high levels of effort to reach goals, conditioned by the individual’s ability to satisfy individual need.

26
Q

What are the components of motivation?

A
  • Effort: a measure of intensity or drive
  • Goals: a direct effort in direction that benefits the organisation
  • Need: refers to an internal state that makes certain outcomes appear attractive
27
Q

What are the principles of Social Exchange Theory?

A

Involves a series of interactions that generate obligations. These interactions seen as interdependent with the actions of another person and have the potential to generate high quality relationships

28
Q

What circumstances according to Cropanzano and Mitchell (2005) facilitate the exchanges described in SET?

A

Norm of reciprocity where employees have social relationships with their…

  • Immediate supervisor
  • Co workers
  • Employing organisation
  • Customers
  • Suppliers
29
Q

What are psychological contracts?

A

Explanatory framework to predict and understand employee attitudes and behaviour (Conway and Briner 2005)

  • Implicit
  • Subjective
  • Exchange
  • About beliefs
  • Perceived agreement
30
Q

What is job satisfaction according to Spector (1997)?

A

How people feel about their jobs and different aspects of their job.

31
Q

What is organisational commitment?

A

A force that binds an individual to a target and to a course of action of relevance to that target. (Meyer, Becker and Van Dick, 2006)

32
Q

What is affective commitment in terms of organisational commitment?

A
  • Emotional attachment

- Identification with and involvement with the organisation

33
Q

What is employee engagement?

A

Business def = the individual’s involvement and satisfaction as well as enthusiasm for work (Gallup, 2012)

Academic def = persistent and pervasive affective-cognitive motivational state (Schaufeli and Bakker, 2002)

34
Q

What do employees with high work engagement show?

A
  • High levels of energy and mental resilience in their work
  • Strong involvement in one’s work with feelings of significance, enthusiasm, inspiration, pride and challenge
  • Full concentration and immersion, time flies, difficulty from detaching oneself from work
35
Q

Which factors make employees engaged?

A
  • Job demands
  • Job resources
  • Personal resources
  • Work engagement
  • Performance
36
Q

What is job performance?

A

The value of the set of employee behaviours that contribute, either positively or negatively, to the organisational goal accomplishment

37
Q

What does task performance refer to?

A

An individual’s proficiency with which he or she performs activities which contribute to the organisations “technical core”

38
Q

What does contextual performance refer to?

A

Activities which do not contribute to the technical core but which support the organisational, social and psychological environment in which the organisational goals are pursued

39
Q

What is organisational citizenship behaviour?

A
  • Voluntary employee activities that may or may not be rewarded that improve overall quality of the work (Organ, 1988)
  • Extra role behaviour that is separate from the job performance

Human Resource Management (6 decks)

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