HRM

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Anonymous
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249702
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HRM
Updated:
2013-11-29 21:13:22
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Human Resource
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For my first exam in HRD
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  1. This indicates policies, practices, and systems that influence employees’ behavior,
    attitudes, and performance.
    Human Resource Management
  2. WHAT RESPONSIBILITIES AND ROLES DO HR DEPARTMENTS PERFORM? (9)
    • Employment and Recruiting
    • Training and Development
    • Compensation
    • Benefits
    • Employee Services
    • Employee and Community Relations
    • Personnel Records
    • Health and Safety
    • Strategic Planning
  3. Other Roles of HRM (4)
    • Strategic Partner
    • Administrative Expert
    • Employee Advocate
    • Change Agent
  4. Designing and delivering efficient HRM systems, processes, and practices. These include systems for selection, training, developing, appraising, and rewarding
    employees.
    Administrative Expert
  5. This HRM role entails managing the commitment and contributions of employees.
    Employee Advocate
  6. HRM role that helps transform organizations to meet the new competitive conditions.
    Change Agent
  7. Giving employees online access to HR information
    Self-service
  8. This refers to the practice of having another company provide services.
    Outsourcing
  9. This refers to the ability of a company to survive and succeed in a dynamic
    competitive environment. Company success is based on how well the company meets
    the needs of its stakeholders.
    Sustainability Challenge
  10. This indicates planned or unplanned transformations in an organization’s structure,
    technology, and/or people.
    Organizational Change
  11. Sample Organizational Change (3)
    • Workforce Diversity
    • Technological Change
    • Internal Forces
  12. Competitive Challenges Influencing HRM (3)
    • Sustainability Challenge
    • Organizational Change
    • Merging and Acquisitions
  13. Providing signal to the employees of long-term commitment by the company to the workforce. This practice generates employee loyalty and commitment.
    Employment Security
  14. Reducing the size of the pay difference among employees.
    Wage Compression
  15. HRM Practices that Enhance Competitive Advantage (12)
    • Employment Security
    • Selectivity in Recruiting
    • High Wages
    • Incentive Pay
    • Employee Ownership
    • Participation and Empowerment
    • Training and Skill Development
    • Cross utilization and cross-training
    • Symbolic Egalitarianism
    • Wage Compression
    • Promotion from Within
    • Measurement of Practices
  16. Forces for Change in Organizations (2)
    • External Forces
    • Internal Forces
  17. External Forces for Change in Organizations (3)
    • Global Phenomenon
    • Workforce Diversity
    • Technological Change
  18. Resistance to Change (5)
    • Fear of the Unknown
    • Fear of Loss
    • Fear of Failure
    • Disruption of Interpersonal Relationships
    • Personality Conflicts
  19. Behavioral Reactions to Change (4)
    • Disengagement
    • Disidentification
    • Disenchantment
    • Disorientation
  20. It is a psychological withdrawal from change where employee may appear to lose initiative and interest in the job. Employees are physically present but mentally absent.
    Disengagement
  21. Individuals reacting in this way feel that their identity has been threatened by change.
    Disidentification
  22. It is usually expressed as negativity and anger.
    Disenchantment
  23. ___________ employees are lost and
    confused, and often they are unsure of their feelings.
    Disoriented
  24. This involves three separate tasks: identifying the problem, isolating its primary causes, and
    coming up with an appropriate and effective solution.
    Diagnosis
  25. The process of getting an organization ready for change.
    Unfreezing
  26. ________ is the implementation of the change plan
    Movement
  27. The process of institutionalizing the new changes into organizational habits
    Refreezing
  28. Model for Change in Organizations (4)
    • Diagnosis
    • Unfreezing
    • Movement
    • Refreezing
  29. Transactional Activities of HRM (2)
    • Benefits Administration
    • Record Keeping
  30. Traditional Activities of HRM (4)
    • Recruitment
    • Training
    • Compensation
    • Employee Relations
  31. Transformational Activities of HRM (4)
    • Knowledge Management
    • Strategic Redirections and Renewal
    • Cultural Change
    • Management Development
  32. Roles of HRM Specialists (6)
    • Training/Development
    • Compensation/Benefits
    • Employment/Recruiting
    • Employee Relations
    • Safety/Health/Wellness
    • Research
  33. Trends in HRM Specialty Ares (3)
    • Work and Family Programs
    • Cross-cultural Training
    • Managing Diversity
  34. A pattern of planned human resource deployments and activities intended to enable
    an organization to achieve its goals.
    Strategic Human Resource Management
  35. COMPONENTS OF THE STRATEGIC
    MANAGEMENT PROCESS
    • Strategy Formulation
    • Strategy Implementation
  36. The process of deciding on strategic direction by defining a company’s mission and
    goals, its external opportunities and threats, and its internal strengths and
    weakness.
    Strategy Formulation
  37. The process of devising structures and allocating resources to enact the strategy a
    company has chosen.
    Strategy Implementation
  38. Roles of HRM in Strategy Formulation (3)
    • Administrative Linkage
    • One-way Linkage
    • Integrative Linkage
  39. The HRM function’s attention is focused on day-to-day activities.
    Administrative Linkage
  40. The HRM function is to design systems that implement the strategic plan.
    One-way Linkage
  41. The HRM executive is involved in both strategy formulation and strategy implementation.
    Integrative Linkage
  42. This is a statement of the organization’s reason for being; it is usually specifies
    the customers served, the needs satisfied and the values received by the
    customers, and the technology used.
    Mission
  43. Are what the company hopes to achieve in the medium- to long-term future.
    Goals
  44. This consists of examining the organization’s operating environment to identify the
    strategic opportunities and threats.
    External Analysis
  45. This attempts to identify the organization’s strengths and weaknesses. It focuses on
    the quantity and quality of resources available in the organization– financial, capital, technological, and human resources.
    Internal Analysis
  46. The organization’s strategy; the ways an organization will attempt to fulfill its
    mission and achieve its long-term goals.
    Strategic Choice
  47. Require that the company maintain the current skills that exist in the organization.
    Concentration Strategies
  48. An emphasis on acquiring vendors or suppliers or buying businesses that allow a
    company to expand into new markets.
    External Growth Strategies
  49. 4 important variables determine success in strategy implementation
    • Organizational Structure
    • Task Design
    • Selection, training, and development of people
    • Reward systems

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