HRMT 200 Ch.1,2,3,4,5

Card Set Information

Author:
jtsteven
ID:
132054
Filename:
HRMT 200 Ch.1,2,3,4,5
Updated:
2012-01-31 18:09:55
Tags:
Human Resource
Folders:

Description:
HRMT
Show Answers:

Home > Flashcards > Print Preview

The flashcards below were created by user jtsteven on FreezingBlue Flashcards. What would you like to do?


  1. Human Capital
    • The knowledge education,
    • training, skills and
    • expertise of a firm’s workers
  2. Organizational Culture
    – core values, beliefs and assumptions shared by members of an organization
  3. Organizational Climate
    – prevailing atmosphere

    – its impact on employees
  4. Internal Environmental Influences
    • Organizational Culture
    • Organizational Climate
    • Bureaucratic Culture
    • Empowerment
    • Boundaryless Organization Structure
  5. External Environmental Influences
    • Labour Force
    • Productivity
    • Labour Unions
  6. History of HRM
    Scientific Management --> Human Relations Movement --> Human Resources Movement
  7. Scientific Management
    • – FrederickTaylor
    • – concern for production
    • – emphasis on efficiency
    • – performance-based pay

    • impersonal, dehumanizing
  8. Human Relations Movement
    • – Hawthorne studies
    • – concern for people
    • – emphasis on communication
    • – treat employees with dignity and respect
    • – over simplified view of motivation
  9. Human Resources Movement
    • – joint focus on people and productivity
    • – motivation through job design
    • – acknowledges individual differences
    • – employees seen as a competitive advantage
  10. Role of HR as a Strategic Partner
    • Role in Formulating Strategy
    • – environmental scanning
    • – competitive intelligence

    Role in Executing Strategy

    • –formulate effective HR procedures
    • – execute downsizing and estructuring
    • – create effective employee-management
    • relationships
  11. Bona Fide Occupational Requirement (BFOR)
    • – a justifiable reason for discrimination
    • – based on business necessity for safe and efficient operations
    • – intrinsically required by job tasks; eg. must have sight to drive a truck
  12. Reasonable Accommodation
    • – adjustment of employment policies/practices so that no individual is:
    • • denied benefits
    • • disadvantaged in employment
    • • prevented from carrying out a job
    • • based on prohibited grounds; eg. work station redesign for wheelchair
  13. Sexual Harassment
    • – sexual annoyance
    • • harassment with no direct link to job benefits
    • – sexual coercion
    • • harassment with direct consequences to job benefits
  14. Harassment Policies
    • Have a clear workplace harassment policy
    • Provide company-wide harassment training
    • Require signed documentation
    • of:
    • ----receipt of harassment training
    • ---- familiarity with harassment policy
    • Investigate all harassment complaints thoroughly
  15. Characteristics of Effective Diversity Programs
    • – Top management commitment
    • – Diversity training
    • – Inclusive and representative communications
    • – Celebrate diversity
    • – Support groups/ mentoring programs
    • – Diversity audits
  16. Behavioural Considerations
    • – job enlargement (giving more skills for the same job ie. Washing floors and cleaning carpets)
    • – job rotation
    • – job enrichment (allow people to do other things and give freedom)
  17. Job Analysis
    • procedure for determining:
    • • tasks - what is done on the job
    • • behaviors – how the job is done
    • • environment – under what conditions
    • • knowledge, skills & abilities (KSAs) – required to do the job
  18. Methods of Collecting Job Analysis Information
    • Interviews
    • Questionnaires
    • Observation
    • Participant Diary/Log
  19. Functional Job Analysis
    • – responsibility for people, data, things
    • -- instructions,reasoning and judgment required
    • – mathematical ability requirements
    • – verbal/language facility required
  20. National Occupational Classification (NOC)
    – reference tool for writing job descriptions/specifications
  21. The HR Planning Process
    • 1. Forecast Future HR Needs (Demand)
    • 2. Forecast Future Internal/External Candidates (Supply)
    • 3. Balance Supply and Demand
  22. Forecasting Future HR Demand
    • Quantitative Approaches
    • Qualitative Approaches
  23. Quantitative Approaches
    • Trend analysis: review past employment levels
    • Ratio analysis: ratio of business activity/employees
    • Scatter plot: graph of business activity/employees
  24. Qualitative Approaches
    • Nominal Group Technique
    • – experts meet face-to-face
    • Delphi Technique
    • – experts work independently
  25. Replacement Charts
    – visual representations of likely internal replacement employees for each position
  26. Succession Planning
    – plans to fill key executive positions

    – maintains a supply of successors for current and future jobs
  27. Balancing Supply and Demand: Dealing with a Labour Surplus
    • – hiring freeze
    • – attrition
    • – buy-out and early retirement programs
    • reducing hours (job sharing, reduced workweek, part-time work, work
    • sharing)
    • – layoffs
  28. Balancing Supply and Demand: Dealing with a Labour Shortage
    • – overtime
    • – hiring temporary employees
    • – subcontracting work
    • – external recruitment
  29. The Recruitment Process
    Identifying job openings --> Specify job requirements --> Select methods of recruitment --> Generate pool of qualified candidates
  30. Recruiting Within the Organization: Advantages
    • enhanced morale if competence is rewarded
    • more commitment to company goals
    • longer-term perspective on business decisions
    • more accurate assessment of candidate’s skills
    • less orientation required
  31. Recruiting Within the Organization: Disadvantages
    • – discontent ofunsuccessful candidates
    • – time consuming to post and interview all candidates if one is already preferred
    • employee dissatisfaction with insider as new boss
    • possibility of “inbreeding”
  32. Recruiting Outside the Organization: Advantages
    • larger, more diverse pool of qualified candidates
    • acquisition of new skills and knowledge for creative problem solving
    • elimination of rivalry for transfers/promotions
    • cost savings from hiring skilled individuals with no need for training
  33. Recruiting Outside the Organization: Methods
    • online recruiting
    • print advertising
    • private employment agencies
    • executive search firms
    • educational institutions
  34. Steps in the Selection Process
    • Prescreening applicants
    • Initial selection interview
    • Selection testing
    • Background investigation and
    • reference checking
    • Supervisory interview
    • Making the hiring decision and offering the job
  35. Steps in Conducting an Effective Interview
    • 1. Planning the interview
    • 2. Establishing rapport
    • 3. Asking questions and taking notes
    • 4. Giving information
    • 5. Closing the interview
    • 6. Reviewing notes and evaluating the candidate
  36. The Importance of Reliability and Validity
    • Reliability:
    • – degree to which selection procedures yield comparable data over time
    • Validity:
    • – accuracy with which predictor measures what it is intended to measure

What would you like to do?

Home > Flashcards > Print Preview