Chapter 1 - Human Resource Management in Organizations

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

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

unit labor cost

Computed by dividing the average cost of workers by their average levels of output

Innovation

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 specialists

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

Ability-motivation-opportunity model

A framework that explains
that employee performance depends on 3 factors: ability,
motivation, and opportunity

Administrative role

Role involving managing the org’s day-to-day
HR activities

Operational and employee advocate role

Role involving managing
HR activities while supporting emp’s and addressing their needs,
concerns, well-being, and workplace issues