The Role of Human Resource Management and Strategic HRM (Video)

Vocabulary flashcards covering key HRM topics, theories, laws, strategies, and practices from the lecture notes.

Human Resource Management (HRM)

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

Staffing

The staffing function covers the entire hiring process, including four steps: staffing plan, policies to encourage multiculturalism, recruitment, and selection.

Staffing Plan

Determines current and future HR needs and aligns workforce planning with organizational goals.

Policies to Encourage Multiculturalism at Work

Guidelines to foster diversity and inclusion and to ensure fair treatment and equal opportunities.

Recruitment

Activities to attract qualified candidates for available positions, including internal promotions, postings, job fairs, and online platforms.

Selection

Choosing the best candidate from the applicant pool, often through interviews, assessments, background checks, and reference verification.

Development of Workplace Policies

Creating policies to ensure fairness, consistency, and continuity within the organization.

Policy Development Process

Involves HRM drafting policies, management providing operational insights, and executives reviewing/approving policies.

Discipline Policy

A policy guiding how disciplinary actions are taken to maintain standards of conduct.

Vacation Time Policy

Policy outlining leave and vacation entitlements and procedures.

Dress Code

Policy specifying acceptable workplace attire.

Ethics Policy

Policy outlining expected ethical behavior and standards.

Internet Usage Policy

Policy governing how employees may use the internet at work.

Compensation and Benefits Administration

Ensuring fair, competitive pay and appropriate benefits aligned with industry standards.

Direct Financial Compensation

Pay directly received by employees (wages, salaries, commissions, bonuses).

Indirect Financial Compensation

Financial rewards not included in direct pay (vacations, sick leave, holidays, insurance, retirement plans).

Nonfinancial Compensation

Rewards from the job itself or the work environment (recognition, growth opportunities, culture, flexibility).

Retention

Keeping employees engaged, motivated, and committed to staying with the organization.

Training and Development (T&D)

Programs to equip employees with the skills and knowledge for current roles and future growth.

Job Skills Training

Training focused on tools or software required for a role.

Communication Training

Training to improve interpersonal, presentation, or writing skills.

Team-Building Activities

Activities to strengthen collaboration, trust, and teamwork.

Policy and Legal Training

Training on workplace policies, ethics, compliance, and legal requirements.

Laws Affecting Employment

Laws that impact the workplace, including discrimination, health care, compensation, safety, and labor laws.

Discrimination Laws

Laws preventing unfair treatment based on protected characteristics.

Health-Care Requirements

Regulations governing employee health benefits and insurance compliance.

Compensation Requirements

Legal standards for minimum wage, overtime, and related pay rules.

Worker Safety Laws

Regulations such as OSHA standards to ensure safe workplaces.

Labor Laws

Regulations governing collective bargaining, contracts, and labor rights.

Worker Protection

HRM responsibility to ensure a safe, compliant, and healthy work environment.

Chemical Hazards

Safe handling, storage, and disposal of hazardous substances.

No Fragrance Zones

Areas designated to protect employees with fragrance sensitivities.

Protection of Private Employee Information

Safeguarding personal and confidential employee data.

Communication

Conveying policies, expectations, and feedback; facilitating dialogue and keeping information flowing.

Awareness of External Factors

Monitoring external forces like laws, globalization, costs, demographics, technology, and social trends.

Globalization and Offshoring

Adapting HR strategies for international operations and dispersed workforces.

Workforce Diversity

Valuing and integrating differences in race, gender, age, culture, and other attributes.

Changing Demographics

Adapting to shifts in age, education, and composition of the workforce.

Technology Adoption

Using HR databases and digital tools to enhance efficiency.

Use of Social Networking

Engaging employees and communicating through online platforms.

Ulrich HR Model

A framework that positions HR as a strategic partner with five key roles: Strategic Partner, Change Agent, Administrative/Functional Expert, Human Capital Developer, and Employee Advocate.

Strategic Partner

Aligns HR strategy with organizational goals and collaborates across the organization.

Change Agent

Leads and manages organizational change initiatives within HR and the broader company.

Administrative and Functional Expert

Ensures efficient HR operations and implements HR policies and processes.

Human Capital Developer

Focuses on employee growth, training, and development for future needs.

Employee Advocate

Represents and supports employee needs and well-being.

Four Key Aspects of a Good HRM Strategic Plan

Make it Applicable; Be a Strategic Partner; Involve People; Leverage Technology.

Make it Applicable

The plan should guide HRM functions and be regularly updated to match the business environment.

Be a Strategic Partner

HRM plan must align with corporate values, mission, and objectives.

Involve People

Gather input across departments and involve management for alignment.

Leverage Technology

Use cost-effective software to improve HR processes and efficiency.

Strategic Analysis (HRM Planning)

Understand the company's mission and values; define HR mission and anticipate challenges.

SWOT Analysis

A tool to assess strengths, weaknesses, opportunities, and threats to align HR with strategy.

HRM Plan vs HR Plan vs Organizational Plan

HRM Plan guides HR strategy; HR Plan details specific HR initiatives; Organizational Strategic Plan guides the entire business.

Mission Statement (Good vs Poor)

A good mission highlights HR’s role in achieving business goals; a poor mission is descriptive but not strategic.

ORGANIZATIONAL STRATEGIC PLAN

Plan focusing on the entire business and its long-term direction.

HRM vs Personnel Management

HRM is strategic and proactive; Personnel Management is more administrative and reactive.

Disparate Treatment

Unequal treatment of employees based on protected characteristics.

Uniform Guidelines

Standard principles to avoid discriminatory hiring and employment practices.

Executive Order (EO)

Presidential directive with legal effect; can apply to federal agencies or contractors.

Affirmative Action Program (AAP)

Programs to ensure representation of underrepresented groups in the workforce.

Diversity Management

Organizational effort to value differences and maximize productivity.

Magna Carta for Women (RA 9710)

Philippine law protecting women’s rights in employment and promoting gender equality.

Magna Carta for PWDs (RA 7277)

Philippine law protecting the rights of persons with disabilities in employment.

Anti-Age Discrimination Act (RA 10911)

Philippine law protecting employees from age-based discrimination.

Indigenous Peoples’ Rights Act (RA 8371)

Philippine law protecting indigenous peoples’ rights in the workplace.

Anti-Sexual Harassment Act (RA 7877)

Philippine law prohibiting sexual harassment in the workplace.

Mental Health Act (RA 11036)

Philippine law requiring workplace mental health programs.

HIV and AIDS Policy Act (RA 11166)

Philippine law prohibiting discrimination based on HIV status and related factors.

DOLE/NLRC/NLMB

Philippine agencies involved in labor policy, unions, mediation, and labor claims.

Kirkpatrick Model

A framework to evaluate training: Reaction, Learning, Behavior, and Results.

Job Descriptive Index (JDI)

A survey measuring job satisfaction across several facets like pay, supervision, and coworkers.

High-Performance Work Systems (HPWS)

HR practices that increase employee involvement and shared responsibility for success.

Costs of Turnover

Losses from employee turnover: direct recruitment/training and indirect productivity/morale costs.

Maslow, Herzberg, McGregor

Motivation theories: Maslow’s hierarchy; Herzberg’s motivators/hygiene; McGregor’s Theory X and Y.

Maslow’s Hierarchy of Needs

Hierarchy: physiological, safety, social, esteem, self-actualization; higher needs drive motivation after basics are met.

Herzberg’s Two-Factor Theory

Motivators (satisfaction) and Hygiene factors (dissatisfaction prevention) shape motivation.

McGregor Theory X and Y

Theory X: inherently disliking work; Theory Y: seek responsibility and self-direction.

Carrot and Stick

Reward-based vs punishment-based motivation; often effective short-term but not sustainable.

Exit Interviews

Feedback from departing employees to identify turnover causes and trends.

Kirkpatrick Level 1-4

Levels: Reaction, Learning, Behavior, Results to evaluate training impact.

Orientation Training

Introductory training for new hires about policies, culture, and roles.

On-the-Job Training (OJT)

Learning while performing the job under supervision.

Mentoring

Senior employees guide and develop junior staff for growth.

Competency-Based Recruitment (CBRQS)

Recruitment that adds competency assessment to standard qualifications.

Employee Satisfaction Surveys (e.g., JDI)

Tools to measure satisfaction across pay, promotion, supervision, coworkers, and job.

Retention Plan Components

Data from surveys/exit interviews, goal setting, strategies, and budget considerations.