Fundamentals of HR & Culture Practice Flashcards

This set of flashcards covers the fundamentals of Human Resource Management, cultural models (Hofstede, Lewis, Schein), DE&I concepts, organisational structures, and the recruitment and selection process based on Lessons 1-3.

Human Resources

The people working in an organisation, considered the organisation's most important resource and asset.

Human Resource Management (HRM)

The process of employing people, training them, compensating them, developing policies relating to them, and developing strategies to retain them.

Volatility (VUCA)

A state in the VUCA world where events and situations change quickly and unpredictably.

Uncertainty (VUCA)

A state in the VUCA world where outcomes are unknown or unpredictable, making them hard to anticipate.

Complexity (VUCA)

A state in the VUCA world where situations are made of many interconnected parts.

Ambiguity (VUCA)

A state in the VUCA world where meaning is unclear and it is hard to determine significance.

Strategic HR / Business Partner

A role in Ulrich's HR Roles Model that combines a strategic focus with a focus on processes.

Transformation & Change Agent

A role in Ulrich's HR Roles Model that combines a strategic focus with a focus on people.

HR Service Delivery

A day-to-day role in Ulrich's HR Roles Model focusing on processes; also known as an Administrative or Functional Expert.

Employee Contribution

A day-to-day role in Ulrich's HR Roles Model focusing on people; also known as an Employee Champion.

Culture

A group's set of shared norms and values expressed in the behaviour of the group's members, as defined by Huijser (2013).

Values

Inner beliefs that go deeper than norms.

Norms

Written or unwritten rules within a group.

Observable Artefacts

The most visible layer of Schein's Model of Culture, representing the visible aspects of culture.

Basic Underlying Assumptions

The least visible layer of Schein's Model of Culture, consisting of widely-shared, unconscious beliefs, thoughts, and feelings taken for granted.

Power Distance

One of Hofstede's dimensions; the degree to which people accept unequal power distribution, hierarchy, and "having a boss."

Individualism vs Collectivism

One of Hofstede's dimensions; whether a society leans toward the "I" or the "we."

Achievement & Success (Masculinity)

One of Hofstede's dimensions; defines a society driven by competition, achievement, and success versus one focused on consensus and quality of life.

Uncertainty Avoidance

One of Hofstede's dimensions; how threatened a society feels by ambiguity and its reliance on rigid rules and structures.

Long Term Orientation

One of Hofstede's dimensions; measures future-focused values like adaptation and persistence versus traditional, short-term values.

Indulgence

One of Hofstede's dimensions; the degree to which a society allows free gratification of basic human desires related to fun and enjoyment.

Linear-Active

A cultural type in the Lewis Model characterized by cool, factual, and decisive planners, such as in Germany or Switzerland.

Multi-Active

A cultural type in the Lewis Model characterized by warm, emotional, loquacious, and impulsive behavior, such as in Italy or Brazil.

Reactive

A cultural type in the Lewis Model characterized by courteous, amiable, accommodating, and good listening skills, such as in Japan or Vietnam.

Diversity

The presence of differences within a given setting, such as race, gender, age, ethnicity, and disability.

Equity

Ensuring fairness and justice by recognising and addressing the diverse needs of different individuals or groups, rather than treating everyone the same.

Inclusion

Creating environments where all individuals feel valued, respected, supported, and welcomed, regardless of differences.

Stereotyping

Putting someone in a category and assuming the characteristics ascribed to that category apply to every individual.

Bias

A tendency to show a more favourable or unfavourable view.

Prejudice

A typically emotional negative bias towards a group based on specific characteristics or stereotypes held.

Discrimination

A behaviour bias against a person or group based on stereotyped beliefs about that group.

Strategy

A long-term plan designed to achieve an organisation's goals.

Mission

The organisation's purpose based on its values; defines what they do currently, for whom, and how.

Vision

The organisation's desired future state; describes where the organisation is going.

ESG

Environmental, Social, Governance; criteria used by shareholders and investors to evaluate a company's sustainability and ethical impact.

Stakeholder

Anyone affected by, or interested in, a company, including employees, customers, and society.

Shareholder

A person or entity that owns a financial piece of a company; always a stakeholder.

Matrix Structure

An organisational structure where employees report to two managers: a functional manager and a project manager.

Network Structure

A structure that relies on external partners and freelancers for key operations, resulting in lower fixed costs but less control.

Job Analysis

A process performed by HR before writing a job description to understand tasks, responsibilities, required skills, and the work environment.

Person Specification

Elements of a job description assigned to a person, such as experience, education, and character, often used for recruitment.

Recruitment

The process that provides the organisation with a pool of qualified job candidates.

Selection

The HR process of professional "choosing" the best candidate from the pool provided by recruitment.

Validity

In selection, the degree to which an assessment measures the correct qualifications, experience, or skills for the job.

Reliability

In selection, the consistency of the outcome regardless of who conducts the assessment.

Ability

Refers to whether a candidate can already perform a specific skill.

Aptitude

Refers to whether a candidate has the potential to develop a specific skill.

Psychological Contract

Unwritten expectations between an employer and an employee.