Unit 2 - HR Management

Flexitime

less-restrictive working hours

Gig Economy

labor market that is short term, temporary contracts, or freelance

Homeworking

aspect of flexitime; working from home

Human Resource Planning

forecasting an organization’s current and future staffing needs

Geographic Mobility of Labor

the flexibility of workers to move locations

Occupational Mobility of Labor

the flexibility of workers to change their jobs

Net migration

difference between the number of immigrants and emigrants

Portfolio worker

a worker who carries out different contract jobs simultaneously, often temporary

education, participation, facilitation, negotiation, manipulation, explicit/implicit coercion

Kotter’s six approaches for reducing the resistance of change

Teleworking

working away from the office by using electronic means of communication

Workforce

number of employees in an organization at one given time

Demography

statistical study of population characteristics

Kaizen

constant, incremental change

recruitment, resources, reservations, returns, reputation

problems that poor HR management could result problems in (5 R’s)

Authority

power to act and make decisions within boundaries

Responsibility

who is in charge of carring out specific tasks; looking down

Accountability

liability of subordiantes’ actions and decisions; looking up

Delegation

empowering people to get the tasks done

Succession Planning

delegation for continuity of the organization

Span of Control

the number of people within control

Wide Span of Control

high number of people directly under control

Narrow Span of Control

low number of people directly under control

Hierarchy

rank of people in an organization

Chain of Command

the lines of authority

Bureaucracy

governance by official, administrative, and formal rules

Centralization

decisions are made by small number of people

Delayering

reducing the levels of hierarchy; widens the span of control

Strategic Business Unit

division of an organization by product lines

Matrix Structure

organization structure that features more than one authority to report to

Team Structure

organization structure with autonomous work groups

Project Based Organization

organizations that are disbanded after the completion of a project

Handy’s Shamrock Organization

core staff, project workers, external subs

Line manager

person directly above an employee

Outsourced Workers

individuals hired on a contract bases

Peripheral Workers

part-time or temporary staff hired by the organization

Professional Core

workers consisting of full-time specialists who are vital for the organization

Scientific Thinking

thinking method that involves data-driven approach

Intuitive Thinking

thinking method that involves ethics and morals

planning, commanding, controlling, coordinating, organizing

five functions of management

Autocratic

form of leadership used for quick decisions or hazardous tasks

Democratic

leadership in which the people are involved in decision-making

Paternalistic

the leader makes decision based on the best interest of the subordinates

Laissez-faire

form of leadership where subordinates are allowed to make their own decisions

Situational

change of form of leadership depending on the situation

culture, leader, organization, task, subordinates

how to determine the form of leadership (CLOTS)

Taylorism

motivation theory that prioritizes maximum financial efficiency

self-actualization, esteem, love and belonging, safety needs, physiological needs

Maslow’s Hierarchy of Needs

Two-Factor Theory (Herzberg)

motivation theory that consists of hygiene factors and motivators

Extrinsically Motivated

motivated by external rewards or threats (depends on the value and attainability)

Intrinsically Motivated

self-motivated; no need for reward

Salary

fixed annual pay

Wage

paied per hour

Piece Rate

pay per output unit

Commission

paied % of sales

Performance-based Reward

reward based on one’s performance on the job

Profit-based Reward

reward off of the additional profit made

Employee Share Ownership

offering ownership as a reward

Fringe Reward

providing services/benefits as a reward

On-the-job Training

training within the company

Off-the-job Training

training employees externally

Induction Training

training for the first-time employee

Mentoring

training involving partnership between two people

Job Enrichment

non-financial reward; giving worker more responsibilities and more challenging tasks

Job Rotation

non-financial reward; form of job enrichment; workers are given different tasks in turn

Job Enlargement

non-financial reward; increasing the number of tasks

Empowerment

non-financial reward; allowing employee to make more high-level decisions