Chapter 3 & 4

Business Process Reengineering

Redesigning business processes, usually by combining steps, so that small multifunction process teams using information technology do the jobs formerly done by a sequence of departments.

Job Enrichment

Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

Employee Engagement

Refers to being psychologically involved in, connected to, and committed to getting one's jobs done.

Strategic HR Management Tools

Strategy map, the HR scorecard, and digital dashboards.

Mission Statement

Summarizes the answer to the question, What business are we in?

Job Rotation

Systematically moving workers from one job to another.

Strategic Plan

The company's overall plan for how it will match its internal strengths and weaknesses with its external opportunities and threats in order to maintain a competitive position.

Talent Management

The goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees.

Job Analysis

The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.

The Strategic Management Process

The process of identifying and executing the organization's strategic plan by matching the company's capabilities with the demands of the environment.

Human Resource Metrics

The quantitative gauge of a HRM activity, such as employee turnover, hours of training per employee, or qualified applicant per position.

Types of Strategies

1) Corporate strategy 2) Competitive strategy 3) Functional strategy

Three Standard Competitive Strategies

1) Cost leadership 2) Differentiation 3) Focus

Strategic Management Process Steps

1) Define the current business 2) Performance external and internal audits 3) Formulate a new direction 4) Translate the mission into strategic goals 5) Formulate strategies to achieve the strategic goals 6) Implement the strategies 7) Evaluate performance

Conducting a Job Analysis

1) How will info be used? 2) Background information 3) Representative positions 4) Collect and analyze data 5) Verify 6) Job description and specification

Organization Chart

A chart that shows the organization-wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates with whom.

Workflow Analysis

A detailed study of the flow of work from job to job in a work process.

Vision Statement

A general statement of the firm s intended direction that shows, in broad terms, what we want to become.

Job Description

A list of a job s duties, responsibilities, report- ing relationships, working conditions, and supervisory responsibilities one product of a job analysis.

Job Specification

A list of a jobs human requirements, that is, the requisite education, skills, personality, and so on another product of a job analysis.

HR Scorecard

A process for assigning financial and nonfinancial goals or metrics to the human resource management related chain of activities required for achieving the company s strategic aims and for monitoring results.

Position Analysis Questionnaire (PAQ)

A questionnaire used to collect quantifiable data concerning the duties and responsibili- ties of various jobs.

High Performance Work Systems

A set of HRM policies and practices that promote organizational effectiveness.

Strategy Map

A strategic planning tool that shows the big picture of how each department s performance contributes to achieving the company s overall strategic goals.

Competitive Strategy

A strategy that identifies how to build and strength the business's long term, competitive passion in the marketplace.

Functional Stratgey

A strategy that identifies the broad activities that each department will pursue in order to help the business accomplish its competitive goals.

Competency Based Job Analysis

Describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit to do the job well.

Manager's Role in Strategic Planning

Devising the company's overall strategic plan is top management's responsibility.

The Management Planning Process

Five steps: setting objectives, making basic planning forecasts, reviewing alternative courses of action, evaluating which options are best, and then choosing and implementing your plan.

The Hierarchy of Goals

Goals from the top of the firm down to front-line employees as a chain or_____.

Corporate Strategy

Identifies the portfolio of businesses that, in total, comprise the company and how these businesses relate to each other. Answers the question "what businesses will we be in?"

HR Audits

Involves using a checklist to review the company's HR functions as well as ensuring that the firm is adhering to regulations, laws, and company policies.

Benchmarking

Means comparing the practice of high-performing companies results to your own, in order to understand what they do that makes them better.

Strategic HR Management

Means formulating and executing HR policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims.

Data Analytics

Means using statistical and mathematical analysis and algorithms to find relationships and make predictions.

Strategy Based Metrics

Metrics that specifically focus on measuring the activities that contribute to achieving a company's strategic aims.

Process Chart

A workflow chart that shows the flow of inputs to and outputs from a particular job.

Competitive Advantage

Any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share.

Job Enlargement

Assigning workers additional same-level activities.

Standard Occupational Classification (SOC)

Classifies all workers into one of 23 major groups of jobs that are subdivided into minor groups of jobs and detailed occupations.

Corporate Level Strategies

Concentration, diversification,. vertical integration, consolidation, and geographic expansion.

Diary/Log

Daily listings made by workers of every activ- ity in which they engage along with the time each activity takes.

Policies and Procedures

Policies provide day-to-day guidance employees need to do their jobs in a manner that is consistent with the company's plans and goals. Policies set broad guidelines delineating how employees should proceed. Procedures spell out what to do if a specific situation arises.

Digital Dashboard

Presents the manager with desktop graphs and charts, and so a computerized picture of where the company stands on all those metrics from the HR Scorecard process.

What can managers do to improve employee engagement?

Provide supportive supervision, ensure employees understand how their departments contribute, see how their effort contribute to achieving the company's goal, ensure employees get a sense of accomplishment from working at the firm, ensure employees are highly involved, and employers should hold managers responsible for employee engagement.