ur mom

resources

tangible + intangible

Human Resources

A stock or supply of money, materials, staff and other assets that can be drawn on by a person or organization in order to function effectively

Human Resources Management

The policies, practices, and system that influence employees' behavior, attitudes and performance

competitiveness

A company's ability to maintain and gain market share

Effectiveness

Doing the right things; Determined by whether the company satisfies the needs of the stakeholders

efficiency

Doing things right (Input/Process/Output (IPO)); Achieving the maximum productivity with minimum wasted effort or expense

Aims of HRM

The overall purpose of human resource management is to ensure that the organization is able to achieve success through people

strategy

there must be strategic objectives (things the strategy is supposed to achieve) and there must be a plan of action (the means by which it is proposed that the objectives will be met)

strategic HRM

the means of aligning the management of human resources with the strategic content of the business

HR Strategies

Set out what the organization intends to do about the different aspects of its human resource management policies and practices

overall strategies

General intention on how to attract, manage, develop, motivate, commit, retain → organizational effectiveness

specific strategies

Talent management, continuous improvement, knowledge management, resourcing, learning and developing, reward, employee relations

HR Policies

Guidelines on the approach the organization intends to adopt in managing people

policy

Provides generalized guidance on the approach adopted by the organization, and therefore its employees, concerning various aspects of employment

procedure

Spells out precisely what actions should be taken in line with the policy

Procedures would be included in the policy document

importance of policies

They serve as the basis for enacting values - converting espoused values into values in use. They provide frameworks within which consistent decision are made, and promote equity in the way which people are treated

overall policy

How people should be treated (do not relate to a specific issue) - Ex: Equity, Consideration, Organizational Learning, Performance through people,

specific policy

Relate to a specific issue such as promotion, rewards, health and safety, discipline, bullying, smoking, etc.

employee relationship

describes the interconnection that exists between the employee and employer

job regulation

A framework of minimum rights and rules

internal regulation

dealing w grievances, redundancies, or disciplinary problems and rules concerning the pay system and the rights of employees

external regulation

Employment legislation, the rules of trade unions and employers' associations

collective bargaining

Social processes that continually turns disagreements into agreements in an orderly fashion

bargaining power

can be defined as the ability to induce the other side to make a decisions that it would not otherwise make

distributive bargaining

One's party's goals conflict with those of the other party (Win/Lose situation) → More common

integrative bargaining

Not in fundamental conflict with those of the other party (Win/Win situation)

unitary view

Management's role: Directing and controlling- → Achieve economic and growth objectives (rule making authority)

pluralist view

many related but separate interests → Equilibrium - HR tries to satisfy most people and find an equilibrium

A balance of power and reconciliation of interests

parties to industrial relations

Trade Unions; Federations of trade unions; Employee Representatives; Staff Associations; Management; Employer's Organizations; Conciliation and Arbitration Services; Employment Tribunals

adversarial

The organization decides what it wants to do, and the employees are expected to fit in. Employees only exercise power by refusing to cooperate

traditional

A good day-to-day working relationship but management proposes and the workforce reacts through its elected representatives

partnership

The organization involves employees in the drawing up and execution of organizational policies but retains the right to manage

powersharing

Employees are involved in day to day activities and strategic decision making

competencies

abilities and skills

constructs

the conceptual framework that governs how people perceive their environment

expectations

what people have learnt to expect about their own and other's behavior

values

what people believe to be important

self-regulatory plans

the goals people set themselves and the plans they make to achieve them

skill

Specific required learned abilities that you will require to perform a given job successfully; Required to complete the job

competency

Knowledge and behaviors that lead you to be successful in a job

Ex: Initiative, Negotiation, Analytical Ability

Big 5 Personality Traits

openness, conscientiousness, extraversion, agreeableness, neuroticism

openness to experience

Tendence to think in abstract, complex ways

conscientiousness

Ability to exercise self-discipline and control in order to pursue goals

extraversion

Inclination to seek stimulation from the outside world, especially in the form of attention from other people

agreeableness

Tendency to put others needs ahead of their own; Cooperate

neuroticism

emotional stability

behavior

outcome of interactions in personal and situational characteristics

social motive

The psychological process that drive people's thinking, feeling, and behavior in interactions with other people

mclelland three motives

Excellent predictions of people's behaviors; Established reliable measures of social motives

Achievement

Affiliation

Power

values

Abstract ideas about what a group believes to be desirable; shared assumptions about how things ought to be

norms

Behavioral guidelines that are most specific to a certain context

Social rules and guidelines that prescribe appropriate behavior in particular situations

job rotation

job enlargement

Combining previously fragmented tasks into one job → Increase variety and meaning

job enrichment

Add greater autonomy and responsibility to a job → Variety, control, feedback

self-managing teams

Work largely without direct supervision; Allocated a task + given discretion (how its done)

high performance work design

Setting up working groups in environments where high levels of performance are required; Management sets goals and standards for success; Peer performance review; Team + Individual Pay