Human Resources Management Lecture Notes

Vocabulary flashcards covering core concepts, history, strategic roles, performance appraisal methodologies, motivation theories, and evaluation biases in Human Resources Management.

Human Resource Management (HRM)

The strategic approach to managing people in an organization to improve performance and achieve business goals, viewing employees as valuable assets.

Human Resource Management (Gerhart et al.)

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

Recruitment & Selection

The core HR responsibility of attracting and choosing qualified candidates who fit the job requirements and organizational culture.

Training & Development

The HR function focused on onboarding new hires, enhancing ongoing employee skills, and preparing staff for future roles and leadership opportunities.

Performance Management

A continuous process of setting goals, assessing progress, and providing feedback to improve performance and guide employee contributions.

Compensation & Benefits

Designing fair and motivating pay structures, competitive salaries, insurance, retirement plans, and perks while ensuring legal equity.

Employee Relations

Managing workplace dynamics, resolving conflicts and grievances, and fostering a positive, diverse, and inclusive work environment.

Strategic HR Planning

Forecasting future workforce needs, planning for succession, and aligning human resource strategies directly with broader business goals.

Traditional HRM

A past HR model characterized by an administrative focus (record-keeping, payroll), a reactive role to issues, limited strategic influence, and basic personnel management.

Modern Strategic HRM

A modern HR paradigm operating as a proactive strategic business partner that uses analytics, prioritizes employee experience, and leverages digital technologies.

HR Analytics

Also called people analytics; the application of data, metrics, and statistical models to understand and improve workforce performance, engagement, and decision-making.

Key Performance Indicator (KPI)

Vital measurement tools used to evaluate how effectively an organization, department, or individual is progressing toward specific strategic targets and operational goals.

Diversity, Equity, and Inclusion (DEI)

A framework designed to ensure employees of diverse backgrounds and identities feel valued, are treated fairly, and are included in organizational decision-making.

Diversity

The representation of varied identities within the workforce, including gender, race, age, and abilities.

Equity

Ensuring fair access to opportunities, resources, and pay by identifying and eliminating systemic barriers.

Inclusion

Cultivating an organizational culture where all individuals feel respected, heard, and empowered to contribute.

Human Resource Information System (HRIS)

A digital software platform that centralizes employee records, payroll, attendance, and benefits to automate routine HR tasks and supply analytical insights.

AI System (in HRM)

Artificial intelligence tools that analyze workforce data, predict trends, automate decisions (such as resume screening or predicting attrition), and reduce hiring bias.

Performance Appraisal

A formal periodic evaluation of an employee's job performance—typically conducted annually or semi-annually—used to assess achievements, competencies, and developmental needs.

Pay-for-Performance (PFP)

A compensation strategy that directly links financial rewards and compensation to measurable performance metrics and outcomes.

Rating Scales

An appraisal method in which employees are scored across designated criteria using numerical (e.g., 1 to 5) or descriptive (e.g., Poor to Excellent) scales.

360-Degree Feedback

An evaluation method that gathers performance feedback from multiple stakeholders, including supervisors, peers, direct reports, and clients, to provide a well-rounded appraisal.

Behaviorally Anchored Rating Scales (BARS)

An appraisal tool that pairs rating scale points with explicit behavioral examples defining what performance looks like at each level to minimize ambiguity.

Management by Objectives (MBO)

A collaborative performance process where managers and employees establish specific, measurable goals together and assess performance based on goal attainment.

Continuous Performance Management

An ongoing performance management approach emphasizing frequent coaching, goal review, and feedback sessions (weekly or monthly) rather than relying solely on annual reviews.

Intrinsic Motivation

An internal drive to engage in an activity because it is personally rewarding, fulfilling, or enjoyable, characterized by passion, purpose, pride, and curiosity.

Extrinsic Motivation

Motivation driven by external incentives or pressures—such as pay, bonuses, grades, or promotions—aimed at attaining a benefit or avoiding a consequence.

Gerhart's View on Motivation

The perspective challenging the claim that extrinsic rewards undermine intrinsic drive, arguing that fair, meaningful rewards tied to performance can boost overall motivation.

Halo Effect

A cognitive bias in which a positive perception of a single trait or quality causes an evaluator to judge an individual's other unrelated qualities favorably without supporting evidence.

Recency Bias

The cognitive tendency to give disproportionate weight to recent occurrences or information when evaluating an employee's overall, long-term performance.

Holistic Review

An assessment approach that evaluates an individual or proposal comprehensively as a whole package rather than relying exclusively on quantitative scores or single metrics.

Morale

The level of confidence, enthusiasm, and sense of purpose experienced by an individual or a collective group within an organization.

Standardized

Made consistent by establishing uniform rules, formats, or criteria so that processes, evaluations, or items remain comparable and equitable.