Human Resource Management (HRM) Complete Reviewer

Comprehensive vocabulary flashcards covering core concepts, functions, principles, theories, and trends in Human Resource Management based on the lecture reviewer.

Organization

A group of people with formally assigned roles who work together to achieve organizational goals.

Manager

A person responsible for accomplishing organizational goals by managing the efforts of other people.

Managing

The process of performing the five basic functions: planning, organizing, staffing, leading, and controlling.

Management Process

The process involving the five basic functions of planning, organizing, staffing, leading, and controlling.

Human Resource Management (HRM)

The process of acquiring, training, appraising, and compensating employees while handling labor relations, health and safety, and fairness concerns.

Authority

The right to make decisions, direct others' work, and give orders.

Line Authority

The right to issue orders to others.

Line Manager

A manager who directs the work of subordinates.

Staff Authority

The right to advise other managers.

Staff Manager

A manager who assists and advises line managers.

Recruiter

HR personnel responsible for finding qualified applicants.

EEO/Affirmative Action Coordinator

HR personnel who handle discrimination grievances and reports.

Job Analyst

HR personnel who study job duties to create job descriptions.

Compensation Manager

HR personnel responsible for managing salaries and benefits.

Training Specialist

HR personnel who plan and direct employee training.

Labor Relations Specialist

HR personnel who advise on union-management relations.

Job Analysis

The process of determining the nature of each employee's job.

Human Resource Planning and Recruitment

The process of planning labor needs and finding job candidates.

Selection

The process of choosing the most qualified applicant for a position.

Orientation

The process of introducing new employees to their job and organization.

Performance Appraisal

The process of evaluating an employee's work performance.

Equal Employment Opportunity (EEO)

A principle that ensures employees are given equal opportunities in the workplace.

Affirmative Action

Programs designed to promote opportunities and address discrimination.

Grievance Handling

The process of handling employee complaints or disputes.

Planning

The management function that involves establishing goals, standards, rules, procedures, plans, and forecasts, as well as determining future needs.

Organizing

The management function that involves assigning tasks, creating departments, delegating authority, establishing communication channels, arranging resources, and assigning duties.

Staffing

The management function that involves recruiting, selecting, training, evaluating, and compensating employees.

Leading

The management function that involves motivating employees and maintaining morale.

Controlling

The management function that involves setting standards, comparing actual performance with standards, taking corrective action, and monitoring performance against targets.

People-Oriented

The characteristic of HRM that focuses on humans rather than machines.

Goal-Oriented

The characteristic of HRM that helps achieve organizational objectives.

Strategic Function

The characteristic of HRM that supports the organization's long-term success.

Development-Oriented

The characteristic of HRM that focuses on improving employees' knowledge and skills.

Continuous Process

The characteristic of HRM that covers the entire employee lifecycle, from recruitment to retirement.

Right Person for the Right Job

The principle that ensures employees match the requirements of their jobs.

Fair Treatment

The principle that promotes equality and merit-based decisions instead of favoritism.

Employee Development

The principle that focuses on continuously improving employees' knowledge and skills.

Employee Participation

The principle that encourages employees to give ideas and suggestions to improve the workplace.

Industrial Revolution

The historical period during which workers were often treated as tools, with long hours, low wages, and unsafe workplaces.

Frederick Taylor

The individual associated with Scientific Management who proposed four principles: study work scientifically, select workers carefully, train employees properly, and cooperate with workers.

Scientific Management

A management approach focused on efficiency and the scientific study of work.

Elton Mayo

The individual associated with the Human Relations approach.

Human Relations

A management approach that recognized that social and psychological factors can motivate workers.

Behavioral Science Era

An era focused on motivation, leadership, and human behavior, associated with Abraham Maslow and Douglas McGregor.

Strategic Assets

How Modern HRM views and considers employees.

Competitive Advantage

An advantage that talented employees can give to an organization.

Employee Turnover

The rate at which employees frequently leave the organization and need to be replaced.

Directing

The managerial function that involves leading and motivating employees.

Recruitment and Selection

The operative HR function that involves sourcing and choosing applicants.

Training and Development

The operative HR function that focuses on improving employee skills.

Compensation and Benefits

The operative HR function that involves managing salaries and rewards.

Performance and Employee Relations

The operative HR function that includes performance reviews and conflict resolution.

Occupational Health and Safety

The operative HR function that focuses on ensuring employees' physical well-being and safety.

Technological Advancement

An HR challenge that involves adapting to AI screening and new technologies.

Workforce Diversity

An HR challenge that involves managing multi-generational and cross-cultural teams.

Remote and Hybrid Work

An HR challenge that involves maintaining communication and connection through video platforms.

Talent Shortage

An HR challenge that refers to strong competition for skilled workers.

Employee Well-being

An HR challenge that focuses on mental health and work-life balance.

Enhanced Employee Experience

An emerging trend that focuses on improving employees' overall experience in the organization.

Flexible Work Arrangements

An emerging trend that allows employees greater flexibility in where or when they work.

Artificial Intelligence

An emerging trend involving the use of AI in HR processes.

Digital HR and HR Analytics

An emerging trend that uses data to support HR decision-making.

Strategic Role of HRM

The role of HRM aimed at helping the organization achieve success through its workforce.

Workforce Planning

An HR practice that focuses on identifying and preparing for future workforce needs.

Talent Management

An HR practice that focuses on attracting, developing, and retaining skilled employees.

Leadership Development

An HR practice that prepares employees to become effective leaders.

Organizational Development

An HR practice that focuses on improving the organization and its overall effectiveness.

Change Management

An HR practice that helps an organization adjust to new situations and transformations.

Self-Actualization

The level of Maslow's Hierarchy related to career growth and reaching one's full potential.

Esteem Needs

The level of Maslow's Hierarchy related to recognition, respect, and achievement.

Social Needs

The level of Maslow's Hierarchy related to workplace friendships and relationships.

Safety Needs

The level of Maslow's Hierarchy related to job security and protection.

Physiological Needs

The level of Maslow's Hierarchy related to basic needs such as salary.

Hygiene Factors

Factors in Herzberg's Two-Factor Theory that prevent employee dissatisfaction, such as salary, company policies, and working conditions.

Motivators

Factors in Herzberg's Two-Factor Theory that create genuine job satisfaction, such as achievement, recognition, and promotion.

Theory X

A management theory developed by Douglas McGregor which believes that employees dislike work, avoid responsibility, and need close and constant supervision.

Theory Y

A management theory developed by Douglas McGregor which believes that employees enjoy meaningful work, can accept responsibility, and can motivate themselves independently.

Douglas McGregor

The theorist who developed Theory X and Theory Y.