Term
| 6 Competencies for the HR Profession |
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Definition
Credible Activist
Cultural Steward
Talent Manager/ Organizational Director
Strategic Architect
Business Ally
Operational Executor |
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| Way to Remember 6 competencies |
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Definition
| CAn Charlie Sheen Take More Opium Drugs? SAid Bryan Adams while On Ecstasy |
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| Forms relationships; share information; influencing others |
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| Facilitates change; developing and valuing the culture. |
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| Talent Manger/ Organizational Designer |
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| manages talent; design rewards systems; shapes organization |
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| Recognizes business trends and their impact on the business; evidence based HR; develop people strategies that contribute to the business strategy |
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| understanding how the business makes money; understand the language of business |
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| Implementing workplace policies; advancing HR technology; Administer day-to-day work of managing people |
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| practice of having another company provide services |
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| Three Competitive Challenges |
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Definition
| Sustainability, Globalization, Technology |
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| 3 Competitive challenges hint |
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| provide a return to shareholders, high quality services/products/work experience; increased value placed on intangible assets and human capital; social and environmental responsibility; adapt to changing characteristics; legal and ethical issues; effectively use new work arrangements |
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| Expand into foreign markets; prepare employees to work in foreign locations |
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| Change employee's and managers work roles; create high performance work systems through integrating technology and social systems; development of e-commerce and e-HRM |
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| A systematic planned strategic effort by a company to attract, retain, develop, and motivate highly skilled employees and management |
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| Alternative Work Arrangements |
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Definition
| use of independent contractors, on-call workers, temporary workers, and contract company workers. make up 11% of total employement. |
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Definition
| gives managers an indication of the performance of a company based on the degree to which stakeholder needs are satisfied; gives internal and external perspectives; links HR to business strategy |
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| Malcolm Baldridge National Quality Award |
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Definition
| Started by Reagan; promotes quality awareness and to recognize quality achievements of US companies and to publicize successful quality strategies. Highest level of national recognition; to become eligible a company must complete a detailed application that consists of basic information about the firm as well as an in depth presentation of how it addresses specific criteria related to quality improvement |
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| A process used to determine how to use less effort, time, equipment, and space but still meet the customers' requirements |
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| born between 1946 and the early 1960's; largest group who controls lots of wealth; optimistic financially |
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| 1965 to 1980; casual work environment; learning work environment; not a career ladder but a career lattice |
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| 1980's to 1990's; financially smart; work/life balance is important; change is important; technologically savvy; need a stimulating job environment; problem- no critical job knowledge transferred |
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| Six Legal and Ethical Issues |
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Definition
| EEO laws; Employee safety/ health; Employee pay/benefits; Employee Privacy; Job Security; ADA |
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| exporting of jobs from developed countries to less developed countries where costs are lower. Ex: from US to China |
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| Exporting jobs to rural parts of the US (EX; Dell's call center in Idaho) |
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| the processing and transmission of digitized information used in HRM |
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| Strategic Human Resource Management |
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Definition
| a pattern of planned human resource deployments and activities intended to enable n organization to achieve its goals |
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Definition
The process of deciding on a strategic direction by defining a company's mission and goals, its external opportunities and threats, and its internal strengths and weaknesses;
basically planning groups decide on direction by examining goals and competition. use SWOT analysis |
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Definition
the process of devising structures and allocating resources to enact the strategy a company has chosen
Company follows through on strategy chosen. Part of strategic management process/ performance management.
includes structuring organization, allocating resources, developing reward systems. |
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Definition
| part of strategy formulation; strengths weaknesses opportunities and threats. |
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| lowest level of integration between HRM and strategic planning. HR has no involvement in planning or implementation |
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| HR doesn't help in strategic planning but they DO help in implementation |
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| consideration of HR during strategy formulation process. then helps implement certain things. Kind of like "what do you think?" Sequential |
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| Not sequential interaction. Continual rather than occasional. This is where HR managers want to be. Involved in strategy formulation and implementation. |
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| examining the organizations operating environment to identify strategic opportunities and threats |
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| examining strengths and weaknesses |
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| examining strengths and weaknesses |
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| the organizations strategy; the ways an organization will attempt to fulfill both its mission and long term goals |
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| Things that go into a strategic choice |
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Definition
mission; external analysis; goals; internal analysis
MEA GIA |
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Term
| Five Things to consider about Strategy Implementation and which 3 are HR people responsible for? |
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Definition
Task Design; Selection/Training/Development of People; Rewards; Types of Information; Organizational Structure
At TD's he got Rewarded with people's STD's |
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| HRM Practice; the process of getting detailed information about jobs |
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| HRM practice; the process through which the organization seeks applicants |
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| hrm practice; a planned effort to facilitate learning of job-related knowledge, skills and behavior |
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| hrm practice; making decisions about what tasks should be grouped into a particular job |
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| identifying the applicants with the appropriate knowledge, skills, and ability |
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| hrm practice; the acquisition of knowledge, skills, and behavior that improves employees' ability to meet the challenges of future jobs |
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| hrm practice; helps ensure that employees' activities and outcomes are congruent with the organization's objectives. they also do pay structure, incentives, and benefits; labor and employee relations |
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| External Growth; Concentration; Downsizing; Internal Growth; Mergers and Acquisitions |
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| those that evolve from the grass roots of the organization; what is done vs what is planned-- think at starbucks emerged flavor shots for coffee! |
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| President and his regulatory agencies. Can propose bills to Congress. Enforces laws. Approves laws. |
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Senate and House
Govern activities |
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1) US District Courts and Quasi-judicial agencies
2) US Court of Appeals
3) Supreme Court |
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governments attempt to ensure that all individuals have an equal chance for employment, regardless of race, color, religion, sex, or national origin
13 and 14th Amendment (Slavery and Equal protection/due process) |
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| Reconstuction Civil Rights Acts |
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Definition
granted all person property rights as white citizens, as well as other rights such as entering into and enforcing contracts
Court System Enforces |
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1963
requires that men and women in the same organization who are doing equal work must be paid equally |
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Definition
| can't discriminate on race, color, religion, sex, or national origin. Reasonable accommodation to appease as many people as possible |
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| Age Discrimination in Employment Act |
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Definition
| 1967; can't discriminate against those over the age of 40 |
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Term
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Definition
| Amends Title VII, ADA, and ADEA; act was written in response to five supreme court cases; the ______ allows compensatory and punitive damages when discrimination has been intentional or reckless |
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Term
| Americans w/ Disabilites Act |
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Definition
| 1990; protects individuals with disabilities from being discriminated against in teh workplace by prohibiting discrimination in all employment practices. resonable accommodations be made as long as no undue hardship to employer |
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| Requires affirmative action in hiring women and minorities; |
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| government employment policies based on merit and fitness |
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| Office of Federal Contract Compliance Programs |
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Definition
| enforces EXecutive Orders and Rehabilitation act |
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Term
| 3 Responsibilities of the EEOC |
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Definition
1) investigation and resolving discrimination complaints within 60 days
2) Gathering information- usually via EEO1 reports- 100 or more employees
3) issuing guidelines |
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| 3 Components of the OFCCP |
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Definition
1) Utilization Analysis
2) Goals and Timetables
3) Action Steps |
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Definition
| a comparison of the race, sex, and ethnic composition of the employers workforce with that of the available labor supply (by job group) |
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Definition
| exists when individuals in similar situations are treated differently based on race, color, religion, sex, national origin, age, or disability status |
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Definition
occurs when a facially neutral employment practice disproportionately excludes a protected group from employment opportunities
ex: SAT |
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Term
| Three types of discrimination |
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Definition
| Disparate Treatment, Disparate Impact, Reasonable Accommodation |
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Definition
| increased litigation; cased being filed don't reflect Congressional intent; act was passed to protect people with major disabilities; law has not resulted in a major increase in the proportion of people with disabilities who are working |
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Definition
| Occupation Safety and Health Act |
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Term
| Safety Awareness Programs 3 components |
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Definition
1) Identifiying and communication job hazards with the hazard analysis technique
2) Identifying and Communicating Job Hazards with the Technic of Operations Review
3 Promoting Safety Internationally |
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Term
| Organization Stucture dimensions |
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Definition
Centralization
Departmentalization |
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| the degree to which authority resides at the top of the organizational chart |
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| the degree to which work units are grouped based upon functional similarity or similarity of workflow |
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| functional deparmentalization; high level of centralization; high efficiency; inflexible; insensitive to subtle differences across products, regions, and clients |
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| workflow departmentalization; low level of centralization; semi-autonomous; flexible and innovative; sensitive to subtle differences across products, regions, and clients; low efficiency |
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Term
| What can the HR Manager DO that is important with job analysis? |
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Definition
| work redesign; performance appraisal; job evaluation; career planning; training and development; selection; HR planning |
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Definition
| process of getting detailed information about jobs |
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| 4 Approaches to Job Design |
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Definition
| mechanistic, motivational, biological, perceptual-motor |
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roots in engineering; focuses on task specialization, skill simplification, repetition;
scientific management is part of this |
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Definition
earliest mechanistic approach
sought to identify the one best way to perform the job through the use of time and motion studies |
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Definition
| focuses on job characteristics that affect the psychological meaning and motivational potential of job design |
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Term
| motivational approach focuses on increasing job complexity through: |
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Definition
job enlargement,
job enrichment
the construction of jobs around sociotechnical systems |
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Definition
comes from the sciences of biomechanics
goal is to minimize the physical strain on the worker |
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| Perceptual- Motor Approach |
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Definition
| roots in the human-factors literature; mental capabilities and limitations; ties to improve reliability, safety, and user reaction by designing jobs in a way that reduces the information processing requirements of the job |
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| Positives of Motivational Approach |
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Definition
| higher job satisfaction and motivation; greater job involvement; lower absenteeism |
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| Negatives Motivational Approach |
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Definition
| increased training time; lower utilization levels; greater likelihood of error; greater chance of mental overload and stress |
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| Positives of Mechanistic Approach |
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Definition
| decreased training time; higher utlization levels; lower likelihood of error; less chance of mental overload and stress |
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| Negatives Mechanistic Approach |
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| lower job satisfaction; lower motivation; higher absenteeism |
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| Positives Biological approach |
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| less physical effort; less physical fatigue; fewer health complaints and medical incidences; lower absenteeism; higher job satisfaction |
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| negatives biological approach |
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Definition
| higher financial costs because of changes in equipment or job environment |
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| Perceptual- Motor Positives |
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Definition
| lower likelihood of error and accidents; less chance of mental overload and stress; lower training time; higher utlization levels |
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| perceptual motor negatives |
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Definition
| lower job satisfaction and motivation |
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Term
| 6 ways of strategy implementation |
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Definition
| job analysis/design; recruitment/selection; training and development; performance management; pay structure/incentives/benefits; labor-employee relations |
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| Elements of Strategic HR Management |
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Definition
| goals, internal analysis, external analysis, strategic choice |
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| Alternative Work Arrangements |
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Definition
| independent contractors, on call workers, temporary workers, contract company workers |
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| measures the degree to which stakeholders needs are satisfied through both external and internal analysis |
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| cooperative form of business that relies on the talents and capabilities of labor and management to continually improve quality and productivity |
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Term
| Which pieces of legislation will affect the HR profession for a century? |
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Definition
| EEO, Equal Pay, OSHA, Employee Privacy, ADA? |
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| Steps in Strategic Management |
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Definition
| strategy formulation and strategy implementation |
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Definition
states cannot take life, liberty, or property without due process.
also prohibits states from denying equal protection |
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| directly issued and amended by the president; the do not need congressional approval but they are considered law. |
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| number of women and minorities working for a company of 100 or more workers |
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| will show how a company plans to fix the problem of underutilization of available workforce |
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| Where does Job Analysis information come from? |
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Definition
| Job Description (TDR's) and Job Specifications (KSAO's) |
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