HR Chpt. 5

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HR Chpt. 5
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2012-02-07 21:37:12
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  1. Human Resource Planning
    organizations should carry out human resource planning so as to meet business objectives and gain a competitive advantage over competitors. compares present with future goals
  2. Forecasting + 3 major steps
    • -attempts to determine the supply and demand for various types of human resources to predict areas within the org. where there will be labor shortages or surpluses.
    • 1)forecast demand for labor
    • 2)determining labor supply
    • 3)determining labor surplus or shortage
  3. Forecasting Demand for Labor: Trend Analysis
    constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year
  4. Determining Labor Supply: Transitional Matrix
    chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period
  5. Skills/Management Inventories
    • -contain comprehensive info about the capabilities of current employees: name, age, date of employment, position, duties, responsibilities.
    • -updated regularly for promotion opportunities
    • -simpler these days through HR info systems
  6. Forecasting HR Supply: External Factors (3)
    • 1)general economic conditions - unemployment rate
    • 2)National labor market conditions- demographic trends
    • 3)local labor market conditions- community growth rates, chambers of commerce and local development
  7. Goal Setting and Strategic Planning (4)
    • 1)goals come from analysis of labor supply + demand
    • 2)includes specific figure of what should happen with the job category or skill area and timetable
    • 3)each goal should have 1 or more HR strategies
    • 4)organizational core competency
    • Ex:downsizing, early retirement programs, phased retirement, temporary workers, outsourcing, overtime
  8. Implementing and Evaluating (3)
    • 1)implementing the strategies and evaluating outcomes
    • 2)some individual must be accountable
    • 3)checking whether the org. has succeeded in avoiding labor shortages or surpluses
  9. Recruiting
    • -any practice or activity carried on by the org. with the primary purpose of identifying and attracting potential employees
    • -requires creative efforts to identify and attract both active job seekers and passive job seekers
  10. Internal vs. External Recruiting
    promote from within policies make an organization more attractive
  11. Lead the Market Pay Strategies
    Meeting or exceeding the market rate of pay to compete for applicants
  12. Employment at Will
    weighting the advantages of employment at will policies against the impact on recruitment
  13. Employer Branding + Image Advertising
    • -using marketing techniques to become an "employer of choice"
    • -generate a favorable image
  14. Recruitment sources: Internal
    employee who currently hold other positions in the organization
  15. Internal sources Advantages(4)+DisAds(3)
    • ads:1)generate applicants who are well known to the org
    • 2)realistic expectations about job
    • 3)cheaper + faster
    • 4)enhanced morale if competence is rewarded
    • DisAds:1)discontent of unsuccessful candidates
    • 2)employee dissatisfaction with insider as new boss
    • 3)possibility of "inbreeding"
  16. Recruitment Sources: External (6)
    • 1)direct applicants and referrals
    • 2)advertisements
    • 3)electronic recruiting
    • 4)public employment agencies
    • 5)private employment agencies
    • 6)universities and colleges
  17. External Advantages (5)
    • 1)larger pool of qualified candidates
    • 2)more diverse applicant pool
    • 3)acquisition of new skills and knowledge for creative problem solving
    • 4)elimination of rivalry for transfers/promotions
    • 5)potential cost savings from hiring skilled individuals with no need for training

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