The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals.
strategic human resource management
the process by which managers design the components of an HRM system to be consistent with each other, with other elements of organizational architecture, and with the organization's strategy and goals
recruitment and selection
The first component of an HRM system to attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals.
training and development
Organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future.
equal employment opportunity
the equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
activities that managers engage in to develop a pool of qualified candidates for open positions.
the process that managers use to determine the relative qualifications of job applicants and their potential for performing well in particular job.
human resource planning
activities that managers engage in to forecast their current and future needs for human resources.
to use outside suppliers and manufacturers to produce good and services
identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job.
a job change that entails no major changes in responsibility or authority levels.
Managers recruiting within the company to fill positions.
The degree to which a tool or test measures the same thing each time it is used.
the degree to which a tool or test measures what it purports to measure.
Teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills that need to be effective performers.
Building the knowledge and skills of organizational members so that they are prepared to take on new responsibilities and challenges.
An assessment of which employees need training or development and what type of skills or knowledge they need to acquire.
on the job training
Training that takes place in the work setting as employees perform their job tasks.
The evaluation of employees' job performance and contributions to their organization.
The process through which managers share performance appraisal information with subordinates, give subordinates an opportunity to reflect on their own performance and develop, with subordinates, plans for the future.
An appraisal that is based on facts and is likely to be numerical.
An appraisal that is based on perceptions of traits behaviors, or results.
360 degree appraisal
a performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager's performance.
An appraisal conducted at a set time during the year and based on performance dimensions and measures that were specified in advance.
An unscheduled appraisal of ongoing progress and areas of improvement.
The relative position of an organization's pay incentives in comparison with those of other organizations in the same industry employing similar kinds of workers.
The arrangement of jobs into categories reflecting their relative importance to the organization and it goals levels of skill required, and other characteristics.
cafeteria style benefit plan
A plan from which employees can choose the benefits that they want.
The activities that managers engage in to ensure that they have effective working relationships with the labor unions that represent their employees interests.
Negotiations between labor unions and managers to resolve conflicts and disputes about issues su,ch as working hours, wages, benefits, working conditions, and job security.
5 components of HRM system
What is: recruitment and selection, training and development, performance appraisal and feedback, pay and benefits, labor relations?