HRM Test 1

Human Resource Management

designing formal systems in an organization to manage human talent for accomplishing organizational goals

Core Competency

a unique capability that creates high value for a company

Human Capital

the collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organization’s workforce

Productivity

a measure of the quantity and quality of work done, considering the cost of the resources used

Innovation

the process whereby new ideas are generated that create value for an organization

Organizational Culture

consists of the shared values and beliefs that give members of an organization meaning and provide them with rules for behavior

GIG Economy

an economy where most work is performed by freelance workers rather than full-time employees

Social Media

online communities where users create and share content and participate in networking

HR Generalist

a person who has responsibility for performing a variety of HR activities

HR Specialist

a person who has in-depth knowledge and expertise in specific areas of HR

Strategic Planning

the process of defining organization strategy, or direction, and allocating resources toward its achievement

Organizational Mission

the core reason for the existence of the organization and what makes it unique

Organization Core Values

the principles that create the operating philosophy for organizational decisions

VUCA

an acryonym standing for volatile, uncertain, complex, and ambiguous

Triple Bottom Line

considers the organization’s impact on three major areas: profit, people and the planet

Strategic Human Resource Management

the use of HR management practices to gain or keep a competitive advantage. it helps to connect employee performance with strategic objectives.

Multinational Corporation

an organization that has facilities and other assets in at least one country rather than its home country

Offshoring

a company’s relocation of a business process or operation from one country to another

Human Resource Planning

making sure the organization has the right number of people with the right capabilities at the right times and in the right places

Succession Planning

the process of identifying a plan for the orderly replacement of key employees

Forecasting

using information from the past and present to predict future conditions

Attrition

occurs when individuals quit or retire and are not replaced

Severance Benefits

temporary payments made to laid-off employees to ease the financial burden of unemployment

Alternative Work Arrangements

nontraditional schedules that provide flexibilities to employees and include job sharing and telecommuting

Due Diligence

a comprehensive assessment of all aspects of the business being acquired

Effectiveness

to produce a specific desired effect or result that can be measured

Efficiency

the degree to which operations are carried out in an economical matter

HR Metrics

specific measures of HR practices

HR Analytics

an evidence-based approach to making HR decisions on the basis of quantitative tools and models

HR Audit

a formal research effort to assess the current state of an organization’s HR practices

Labor Force Participation Rate

the percentage of the population working or seeking work

Workflow Analysis

the study of the way work moves through an organization

Job Redesign

involves changing existing jobs in different ways to improve them

Contingent Worker

is not a full-time employee but is a temporary or freelance worker for a specified period of time and type of work

Person-Job Fit (PJ Fit)

matching the characteristics of people with the characteristics of jobs

Job Simplification

breaking a more complex job into relatively small subparts

Job Rotation

the process of shifting a person from job to job

Job Characteristics Model

skill variety, task identity, task significance, autonomy, feedback

Skill Variety

work that requires several activities for successful operation

Task Identity

work that is carried out from start to finish

Task Significance

the impact the job has on other people and the organization

Autonomy

the extent of individual freedom and discretion (good judgement) in the work

Feedback

information employees receive about how well or how poorly they have performed

Virtual Teams

includes individuals who are separated geographically but who are linked by communications technology

Flexible Work Arrangements

employees perform their jobs independent of time and location

Telework

when employees perform their job duties remotely by using electronic communications

Coworking Space

communal space shared by freelance and remote workers

Compressed Workweek

when a full week’s work is accomplished in fewer than five days

Job Sharing

where two employees perform the work of one full-time job

Flextime

employees work a set number of hours a day but vary starting and ending times

Job Analysis

a systematic way of gathering and analyzing information about the content, context, and human requirements of jobs

Competencies

individual capabilities that can be linked to enhance performance

Job Description

identifies the tasks, duties and responsibilities of a job (TDR)

Job Specifications

the knowledge, skills, and abilities of the person (KSA)

O*NET

an online database containing information on a wide range of jobs

What is the basis for all HR practices?

Job Analysis

What does job analysis set up?

how employees are hired, trained and developed, evaluated, and compensated

__________ provide remote workers with a sense of community and a chance to network while offering higher-end facilities and services than a local coffee shop.

Coworking Spaces

HR Metrics are performance indicators of various HR issues, like ____________.

absenteeism and turnover rates

____________ are all common reactions for those who survive workforce cuts.

Bitterness, anger, disbelief, and shock

Long-term planning beyond the three-year period becomes more difficult as:

Customer demands change rapidly, technology continuously innovates, employee demands shift, and competition emerges from multiple sources.

Strategic planning is considered an ongoing process because it:

Requires continuous monitoring and responding to environmental and competitive changes.

Why must organizations constantly revisit their strategic plans?

Environmental changes and competitive conditions continuously evolve.

According to the text, which leadership behavior is most likely to cause employees to "quietly quit"?

Ignoring employee needs and displaying biased or inappropriate behavior at work.