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Human Resource Management

Terms in this set (72)

Staffing
1.) Identifying work requirements within an organization;
2.) Determining the numbers of people and the skills mix necessary to do the work;
3.) Recruiting, selecting, and promoting qualified candidates.
pg.6
Retention
1.) Rewarding employees for performing their jobs effectively;
2.) Ensuring harmonious working relations between employees and managers;
3.) Maintaining a safe, healthy work environment.
pg.6
Development
Objective is to preserve and enhance employees' competence in their jobs through improving their knowledge, skills, abilities, and other characteristics; HR specialists use the term "competencies" to refer to these items.
pg.6
Adjustment
Comprises activities intended to maintain compliance with the organizations HR policies (e.g. through discipline) and business strategies (e.g. cost leadership).
pg.6
Managing Change
Objective is to enhance the ability of an organization to anticipate and respond to developments in its external and internal environments, and to enable employees at all levels to cope with the changes.
pg.6
Human Resource Management System (HRM system)
Activities carried out at the individual, workteam, or larger organizational unit level.
pg.6
Authority
The organizationally granted right to influence the actions and behavior of the workers they manage.
pg.7
Globalization
The free movement of capital, goods, services, ideas, information, and people across national boundaries.
pg. 9
Human Resources Information System (HRIS)
an intersection of human resources and information technology through HR software. This allows HR activities and processes to occur electronically.
pg. 11
Virtual Organization
Teams of specialists come together to work on a project, and then disband when the project if finished (like the movie industry)
pg.14
Virtual Workplace
Employees operate remotely from each other and from managers.
pg.14
Restructuring
Comes in a variety of forms. Companies can restructure by selling or buying plants or lines of business by altering reporting relationships, or by laying off employees.
pg.16
Downsizing
Planned elimination of positions or jobs
pg.16
Six Sigma
One of the best known quality-management programs. Based on five steps: define, measure, analyze, improve, and control. Main value lies in its ability to save time and money.
pg.16
Ethical decisions about behavior
To be ethical is to conform to moral standards or to conform to the standards of conduct of a given profession or group. EDAB takes account not only of one's own interests but also, equally, the interests of those affected by the decision.
pg.18
Productivity
A measure of the output of goods and services relative to the input of labor, capital, and equipment.
pg.20
Quality of Work Life (QWL)
1.) A set of objective organizational conditions and practices.
2.) Employees' perceptions that they are safe and relatively well satisfied.
pg.23
Big data
extremely large data sets that may be analyzed computationally to reveal patterns, trends, and associations, especially relating to human behavior and interactions.
pg.37
Competitive strategy
The decisions, processes, and choices that organizations make to position themselves for sustainable success.
pg.37
HR strategy
Decisions, processes, and choices organizations make regarding how they manage their people.
pg.37
how to calculate productivity
total output/total input
LAMP (logic, analytics, measures, process)
four critical components of a measurement system that drives strategic change and organizational effectiveness
pg.38
Workforce analytics
A set of quantitative approaches that answer two simple questions
1.) what do we need to know about our organization and workforce to run the company more effectively?
2.) How do we turn that knowledge into action?
pg.41
Logic diagram
diagram links investments in an HR program to financial and non financial outcomes that decision makers care about.
diagram on pg.42
attitudes
internal states that focus on particular aspects of or objects in the environment.
pg.42
job satisfaction
a multidimensional attitude; it is made up of attitudes toward pay, promotions, coworkers, supervision, the work itself, and so on.
pg.43
organizational commitment
a bond or linking of an individual to the organization that makes it difficult to leave.
pg.43
sysco pg. 46
...
absenteeism
is any failure of an employee to report for or to remain at work as scheduled, regardless of reason.
pg. 46
turnover
when an employee leaves an organization permanently.
functional, where the employees departure produces a benefit for the organization.
dysfunctional, where the departing employee is someone the organization would like tor retain.
number of turnover incidents per period/average work force x100%
pg.50
work-life program
an employer-sponsored benefit or working condition that helps an employee to manage work and non-work demands.
pg.54
return on investment ROI
pg. 57
dependent-care assistance plan (DCAP)
a form of flexible spending account that provides a tax-free vehicle for employees to pay for certain dependent-care expenses.
pg.56
Equal employment opportunity EEO
nondiscriminatory employment practices that ensure evaluation of candidates for jobs in terms of job-related criteria only, and fair and equal treatment for employees on the job.
pg. 73
discrimination
giving an unfair advantage or disadvantage to the members of a particular group in comparison with the members of other groups.
pg.73
Unequal treatment
is based on the intention to discriminate, including the intention to retaliate against a person who opposes discrimination, has brought charges, or has participated in an investigation or a hearing.
subtheories of discrimination
direct evidence, circumstantial evidence, mixed-motive cases.
direct evidence
in a discrimination case, an open expression of hatred, disrespect or inequality knowingly directed against members of a particular group, revealing pure bias.
pg.73
circumstantial evidence
statistical evidence used as a method of proving the intention to discriminate systematically against classes of individual.
pg.73
mixed-motive case
a discrimination case in which an employment decision was based on a combination of job-related as well as unlawful factors.
pg.73
adverse-impact discrimination
when identical standards or procedues are applied to everyone, despite the fact that they lead to a substantial difference in employment outcomes for the members of a particular group, and they are unrelated to success on a job.
pg. 74
affirmative action
refers to those actions appropriate to overcome the effects of past or present policies, practices, or other barriers to equal employment opportunity.
pg.76
bona fide occupational qualification BFOQ
otherwise prohibited discriminatory factors that are exempted from coverage under Title VII of the Civil Rights Act of 1964 when they are considered reasonably necessary to the operation of a particular business or enterprise.
pg.76
prima facie case
a case in which a body of facts is presumed to be true until proven otherwise.
pg. 78
race-norming
each individuals percentile score on a selection test was computed relative only to others in his or her race/ethnic group and not relative to the scores of all person who took the test.
pg. 80
essential functions
job functions that require relatively more time and have serious consequences of error or nonperformance associated with them.
pg.82
disability
a physical or mental impairment that substantially limits one or more major life activities, such as walking, talking, seeing, hearing, or learning.
pg.82
qualified job applicants
applicants with disabilities who can perform the essential functions of a job with or without reasonable accommodation
pg.83
systemic discrimination
Any business practice that results in the denial of equal employment opportunity.
pg.88
contract compliance
in addition to quality, timeliness, and other requirements of federal contract work, contractors and subcontractors must meet EEO and affirmative action requirements.
pg.88
case law
serves as a precedent to guide future legal decisions. And, of course, precedents are regularly subject to reinterpretation.
pg.89
Sexual harassment
unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when submission to or rejection of this conduct explicitly or implicitly affects an individuals employment, unreasonably interferes with an individuals work performance, or creates an intimidating, hostile, or offensive work environment.
pg.91
quid pro quo harassment
sexual harassment-when sexual favors are a condition of gaining or keeping employment.
pg.91
hostile-environment harassment
verbal or physical conduct that creates an intimidating, hostile, or offensive work environment or interferes with an employees job performance.
pg.92
seniority system
an established business practice that allots to employees ever-improving employment rights and benefits as their relative lengths of pertinent employment increase.
pg.95
reverse discrimination
discrimination against whites (especially white males) and in favor of members of protected groups.
ethnic minorities
people classified according to common traits and customs.
managing diversity
establishing a heterogeneous workforce (including white men) to perform to its potential in an equitable work environment where no member or group of members has an advantage or a disadvantage.
pg.115
extended leave
a policy in some companies to grant longer leaves of absence, with or without pay, as a way to retain talent.
flexible scheduling
an option granted to workers to set the times they will work, within specified boundaries.
culture
the characteristic customs, social patterns, beliefs, and values of people in a particular country or region, or in a particular racial or religious group.
flextime
a strategy that allows any employee the right, within certain limitations, to set his or her own workday hours.
job sharing
an approach that allows two employees to share the job responsibilities normally handled by only one employee, and to receive salary and benefits in proportion to their contribution.
silent generation
between born between 1930 and 1945, who dedicated themselves to their employers, made sacrifices to get ahead, and currently hold many positions of power.
teleworking
work carried out in a location that is remote from central offices or production facilities, where the worker has no personal contact with coworkers but is able to communicate with them using electronic means.
baby boom generation
people born between 1946 and 1964, currently 54 percent of the workforce, who believe that the business of business includes leadership in redressing social inequities.
age grading
subconscious expectations about what people can and cannot do at particular times of their lives.
Generation x
people born between 1965 and 1980, who grew up in times of rapid change, both social and economic; also known as baby busters.
Generation y
people born between 1981 and 1995; includes offspring of baby boomers as well as an influx of immigrants through the 1900's. These people have grown up and are growing up with sophisticated technologies, having been exposed to them much earlier in life than members of generation X.
mid-career plateaus
performance by mid-career workers at an acceptable but not outstanding level, coupled with little or no effort to improve performance.
obsolescence
as it pertains to human resource management, the tendency for knowledge or skills to become out of date.
alternative career paths
part-time work arrangements that may be available to professionals in law, accounting, or consulting as a way to retain talent.
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