BUS 325: Human Resources Management II Practice Flashcards

Comprehensive vocabulary flashcards covering Human Resource Management principles, organizational design, staffing, motivation, leadership, and operational functions based on the BUS 325 course guide.

Human Resource Management (HRM)

The term used to refer to the philosophy, policies, procedures, and practices relating to the management of people within an organization, aiming to achieve the best fit between individuals, jobs, organization, and environment.

Human Resource Management (Byan and Rue)

Encompasses those activities designed to provide for and co-ordinate the human resources of an organization.

Human Resource Management (Wancevide and Gluecle)

The function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals.

Action-Oriented (HRM)

A feature of Human Resource Management that focuses on action and the solution of employment problems rather than just record keeping or written procedures.

Future-Oriented (HRM)

A characteristic of HRM concerned with helping an organization achieve its objectives in the future by providing competent, well-motivated employees.

Human Resource Philosophy

The intention and belief to treat human elements in the production process not as an instrument of work but as a resource used to achieve an objective.

Human Resource Procedures

Implementation tools that prescribe the chronological sequence of steps to follow in carrying out human resource policies.

Human Resource Policies

Means for carrying out management processes that serve to guide actions and aid in decision-making by explaining how objectives are to be achieved.

The Welfare-Era (1915 – 1920s)

The first phase of the British evolution of HRM where factories provided facilities like canteens and medical centers for employee well-being.

Personnel Administration (1930s – 1940s)

The second phase of the British evolution of HRM, accentuated by the Great Depression, focusing on recruitment, training, and record keeping.

Personnel Management Phase I (1940s – 1950s)

A period driven by World War II scarcity where personnel functions enlarged to include appraisal, compensation, and industrial relations at a tactical level.

The Matching Model

A model advocating that human resource systems and the organizational structure should be managed in a way that is congruent or compatible with organizational strategy.

The Harvard Framework

An HRM model based on the belief that personnel problems are solved when general managers develop a viewpoint on how employees should be involved in and develop the enterprise.

Planning (HRM Function)

A predetermined course of action involving the acquisition of human resources, recruitments, selection, training, and forecasting personnel needs.

Organizing (HRM Function)

A structure and process by which a cooperative group identifies relationships, integrates activities, and allocates tasks to attain common objectives.

Directing (HRM Function)

The managerial task of motivating, commanding, leading, and activating people to secure their willing cooperation toward organizational goals.

Controlling (HRM Function)

The process of checking, verifying, and comparing actual performance with plans to identify and correct deviations.

Job Analysis

The process of study and collection of information relating to the operations and responsibilities of a specific job, resulting in job descriptions and guides for job design.

Human Resource Planning (HRP)

The process of determining that the organization will have an adequate number of qualified persons available at proper times to meet organizational needs.

Recruitment

The process of searching for prospective employees and stimulating them to apply for jobs in an organization.

Selection

The process of ascertaining the qualifications, experience, skill, and knowledge of an applicant to appraise suitability for a job.

Placement

The process of assigning a selected candidate to the most suitable job by matching employee specifications with job requirements.

Induction and Orientation

Techniques used to rehabilitate a new employee in changed surroundings and introduce them to the practices, policies, and people of the organization.

Responsibility

An individual's obligation to perform assigned functions to the best of their ability in accordance with directions received.

Authority

The right to give orders and the power to exact obedience; the power to command action in the process of discharging delegated responsibility.

Accountability

The requirement of answerability for one’s performance, which flows from the bottom of the organization to the top.

Line Relationship

A type of relationship existing between two managers due to delegation of authority for giving or receiving instructions or orders.

Staff Authority

An advisory role where a supporting unit recommends actions or alternatives to a line manager.

Engineering Approach (Job Design)

Derived from Frederick W. Taylor's Scientific Management, it emphasizes specialized, routine work that is scientifically studied and arranged for efficiency.

Job Characteristics Approach

Propounded by Hackman and Oldham, it states that motivation and satisfaction result from core dimensions: skill variety, task identity, task significance, autonomy, and feedback.

Job Rotation

A form of accelerated experience aimed at moving employees from one job to another to reduce monotony by increasing variety.

Job Enlargement

Expanding the number of tasks performed by a worker to change the pace of work and reduce boredom, without increasing the depth of the job.

Job Enrichment

A vertical restructuring that adds greater tasks, autonomy, and responsibility to a job to build challenge and achievement.

Job Description

Written summaries of the basic tasks, reporting relationships, and principal accountabilities associated with a particular job.

Job Specification

A written statement of the qualifications, traits, and physical or mental characteristics an individual must possess to perform job duties effectively.

Quality of Work Life (QWL)

The degree to which members of a work organization are able to satisfy important personal needs through their experiences in the organization.

Validity (Examination)

An attribute of an employment examination that ensures it actually measures what it purports to measure.

Reliability (Examination)

The consistency with which an examination serves as a measuring instrument.

Objective Examination

A selection tool that succeeds in identifying specific characteristics of mind and skill necessary for a given purpose.

The Liberal Arts School (Pre-Entry Training)

The belief that the best administrators have a general broad education which allows for flexibility of mind and imagination.

The Science-Oriented School (Pre-Entry Training)

The belief that administration has deducible principles that can be taught as technical, vocational skills like Administrative Law or Budgetary Theory.

Performance Appraisal

A method of evaluating the behavior of employees in a work organization, including quantitative and qualitative aspects of job performance.

Theory X (McGregor)

The conventional conception of management based on the assumption that the average human is indolent, lacks ambition, and dislikes responsibility.

Theory Y (McGregor)

A management theory assuming that motivation, the potential for development, and the capacity for responsibility are present in people by nature.

N-Arch (McClelland)

The need for achievement; a motive characterizing people who set moderately difficult goals, take personal responsibility, and desire concrete feedback.

Hygiene Factors (Herzberg)

Factors such as interpersonal relations, pay, and job security that maintain an employee on the job but do not provide long-term motivation.

Instrumentality (Vroom)

The individual's perception or belief that a first-level outcome is associated with a second-level outcome, ranging from $-1$ to $+1$.

Expectancy (Vroom)

The individual's belief concerning the likelihood or subjective probability that a particular behavior will be followed by a particular outcome, ranging from $0$ to $+1$.

Open Career System

A career system that permits entrance at any or all grade levels in the service.

Closed Career System

A system that utilizes low maximum age limits for entrance and fills upper-level positions almost entirely from within.

Legitimate Power

A type of power that resides in an office, where the occupant inherits the basis to request others to comply.

Downward Communication

Communication that starts at top management and goes through management levels to advise, inform, direct, or evaluate subordinates.

Grapevine

Informal communication arising out of social relationships over which management has no absolute control.

Collective Bargaining

A process in which representatives of two groups meet to negotiate an agreement specifying the nature of future relationships between them.

Wild Cat Strike

A quick, sudden, and unauthorized work stoppage that is not approved by union leadership and is contrary to the labor agreement.

Organizational Culture

A pattern of basic assumptions invented or developed by a group to learn to cope with problems of external adaptation and internal integration.

Mentoring

A process of forming and maintaining an intensive and lasting developing relationship between a senior person (mentor) and a junior person (protégé).

Multiple Management

A system in which permanent advisory committees of junior managers study problems and make recommendations to higher management.

In Basket Method

A training technique where trainees are given a simulated company's backgrounds and memos to develop situational judgment and decision-making skills.

Programmed Decisions

Decisions dealing with repetitive problems that permit well-defined search and choice procedures each time they occur.

Ethics

The code of moral principles and values that governs the behavior of individuals or groups with respect to what is right or wrong.

Utilitarianism

An ethical principle where a decision is adjudged sound if its benefits exceed the costs for the majority of people.

Tact

An ethical element of practice defined as skillfulness in handling a difficult situation without giving offense to the people involved.

Tenure

The job characteristic that spells out the conditions and length of time that an employee holds a position.

Turnover

The movement into and out of an organization by the workforce; the voluntary and involuntary permanent withdrawal from an organization.