MGMT 305 Quiz 1 (Ch. 1-3)

Shared Services Model

-Model restructures the HR department into three components that each report to HR exectives -Goal is to achieve cost savings by combining some HR functions, eliminating duplicate services

Frederick Taylor

-"Father of scientific management" -published "The Principles of Scientific Management" in 1911

Sarbanes-Oxley Act

-2002 -Establishes requirements for proper financial recordkeeping for public companies as well as penalties for noncompliance

Replacement Chart

-A chart that indicates positions that may become vacant in the near future and the individuals who may fill the vacancies -Help investors see who is next in line and attempt to prevent financial problems

What is HR?

-A field of academic study: undergrad and graduate -A professional with 'accepted' theory and practice -A set of organizational functions (staff) -A set of managerial roles (Line)

Globalization

-A process of interaction and integration among the people, companies, and governments of different nations, driven by international trade and investment and accelerated by information technology

Hawthorne Studies

-A series of studies that provides new insights into group behavior and motivation -Informal groups had significant effect on worker performance

Ethics

-A set of rules or principles that define right and wrong conduct

Mission Statement

-A short, specific written statement of the reason a business exists and what it wants to achieve

-Job Description

-A statement indicating what a job entails -Helps prevent mismatch between the employee's skills and expectations

Labor Unions

-Acts on behalf of its members to secure wages, hours, and other terms and conditions of employment

Downsizing

-An activity in an organization aimed at creating greater efficiency by eliminating certain jobs

Flex Time

-An alternative to traditional "9 to 5" work schedules allows employees to vary arrival and departure times

Core Employees

-An organization's full-time employee population

Professional Employer Organization (PEO)

-Assume all HR functions of a client company by hiring all of its employees and leasing them back to the company. -Best way for small-medium sized companies to provide similar benefits that large scale companies provide

Flexible Work Arrangements

-Compressed workweek schedules -Flex time -Job sharing -Telecommuting

Multinational Corporations (MNCs)

-Corporations with significant operations in more than one country

Information Technology

-Creating and maintaining the technology infrastructure of an organization

Millennials (Gen Y) 1981-1996

-Creative, tech savvy, like teams, seek lots of feedback, guidance and praise

O*NET

-Database that contains information on hundreds of careers and is continually updated and provided online free of cost

Compressed Workweek Schedule

-Employees work longer days in exchange for longer weekends or other days off

HR Planning/Workforce Planning

-Ensures that an organization has the right number and kinds of employees at the right time/place that are capable of completing tasks

Diversity challenge for HRM

-Establish inclusive work places that welcome, appreciate and support our uniqueness

Two new HR credentials established by the SHRM

-Established in 2015 -SHRM Certified Professional (SHRM-CP) -SHRM Senior Certified Professional (SHRM-SCP)

Gen Z (1997-2012)

-Funny, witty, technology is essential, concerned about debt

HR today faces many challenges. Which is not a major HR challenge?

-Global warming

What do Fortune's "100 Best" do?

-Great benefits and perks -Good performance is demanded, but rewarded -Great training -Employees are trusted and valued -Flextime and telecommuting -Focus on diversity -Compensation is above market

HR generalist vs HR specialist

-HR Generalists provide service to an organization in all four of the HR functions while a Specialist is typically concerned with only one of the four functions

Strategic Nature of HRM

-HR strategy must be aligned with the business strategy to help the organization achieve its goals and objectives; and in the end, to make money

How Globalization affects HRM practices

-HRM professionals must seek employees with knowledge, skills, and cultural adaptability

Baby Boomers (1946-1964)

-Hard working and loyal to the company

Gen X (1965-1980)

-Hard working, seek fun and meaningful work, work-life balance

Succession Planning

-Identifying employees who are ready to move into management positions

Knowledge Workers

-Individuals whose jobs are designed around the acquisition and application of information

What does "Every manager is a HR manager" mean?

-It means that managers spend much more time on personnel issues than technical issues

Motivation

-Job design -Performance appraisals -Rewards and compensation -Employee benefits

Problems with Contingent Workforce

-Less loyal -Less committed to the organization -Less motivated on the job

Rightsizing

-Linking employee needs to organizational strategy -Promotes outsourcing

Sustainability

-Living, doing business, and employing individuals in a responsible and ethical way

Legal Compliance

-Making sure that all legal requirements involved in employment are met

Job Sharing

-Two people share one job by splitting the work week and the responsibilities of the position

"Well-Managed Org" according to Deming

-One in which statistical control reduced variability and resulted in uniform quality and predictable quantity of output

To assist the organization in its strategic direction, which of the following must HRM NOT do?

-Only react to the decisions made my top managers

Transnational Corporation

-Organization with extensive international operations and subsidiaries in many countries, no longer identifying with a single "home" country

-Continuous Improvement

-Organizational commitment to constantly improving quality of products or services

Quality Management

-Organizational commitment to continuous process of improvement that expands the definition of customer to include everyone involved in the organization

Training and Development

-Orientation -Employee training -Employee development -Career development

Traditionalists (Born before 1964)

-Practical outlook on life and the way they approach the world in general

Development Strategies for Best Companies to work for:

-Promote from within -Develop skills for careers, not just jobs -Career Road-Mapping -Succession plans -Developmental goals

Job Analysis

-Provides information about jobs currently being done and the knowledge, skills, and abilities that individuals need to perform the jobs adequately

Maintenance

-Safety and health -Communications -Employee relations

Outsourcing

-Sending work "outside" the organization to be done by individuals not employed full time with the organization

All of the following are within the primary HRM functions except:

-Setting production standards

Software as a Service (SaaS)

-Software delivered on the internet on a subscription basis

Basic Human Resource Functions

-Staffing -Training and Development -Motivation -Maintenance

Job Specifications

-Statements indicating the minimal acceptable qualifications incumbents must possess to successfully perform the essential elements of their jobs

W. Edwards Deming

-Statistician who taught statistical methods to control quality in manufacturing

Ascribed Status

-Status determined by factors important to the organization such as seniority or education

Achieved Status

-Status determined by individual's personal acconplishments

Staffing

-Strategic human resource planning -Recruiting -Selection

Human Resource Information Systems (HRIS)

-Systems used to gather, store, and analyze information regarding an organization's human resources

Major HR challenges

-Technology -Diversity -Work-life balance

Why Job Descriptions are important to the ADA

-The ADA requires employers to give equal consideration to applicants who can perform the essential functions of a position with "reasonable accommodations"

Kaizen

-The Japanese term for an organization's commitment to continuous improvement

The Society for Human Resource Management (SHRM)

-The leading professional organization for HR professionals

Contingent Workforce

-The part-time, temporary, and contract workers used by organizations to fill peak staffing needs or perform work not done by core employees

Culture

-The patterns or thought and behavior that distinguish one group of people from another

Reshoring

-The process of bringing jobs back to the home country

Offshoring

-The process of moving jobs out of one country and into another country

Workforce Diversity

-The varied personal characteristics that make the workforce heterogeneous.

SWOT Analysis for HR

-This analysis can provide internal and external characteristics such as skills, knowledge, and abilities -Really used to get a grasp for an organization

What is the ultimate goal of HR?

-To help make the company money: Legally, Morally, and Ethically

Steps of the Job Analysis Process

-Understanding the job and linking it to the organizational strategy 1. Understand the purpose 2. Understand the roles 3. Benchmark 4. Determine how to collect info 5. Seek classification 6. Develop draft 7. Review draft

Talent Management

-Using HRM best practices to recruit and retain talented employees to achieve organizational objectives

Information Systems

-Using information technology to improve organizational performance

Telecommuting

-Using technology to work in a location other than the traditional workplace

Inclusion

-Valuing the contribution of everyone

Six Domains of O*NET

1. Worker characteristics 2. Worker requirements 3. Experience requirements 4. Occupation-Specific information 5. Workforce characteristics 6. Occupational requirements