HRM Lecture Notes - Vocabulary Flashcards

Vocabulary flashcards covering key HRM concepts, functions, processes, recruitment, interviews, and resumes from the notes.

Human Resources Management (HRM)

A strategic approach to managing employees to improve organizational performance by attracting, managing, and retaining talent aligned with the company’s goals and culture.

Employee lifecycle

The stages an employee goes through in an organization, from recruitment to retirement, supported by HRM programs.

Labor costs

Salaries, benefits, and payroll taxes—the largest expense category; HR helps manage these costs through competitive pay, benefits, and analytics.

People analytics

Data-driven methods used to inform budgeting, staffing, and decision-making regarding the workforce.

Hawthorne Effect

A finding that productivity can improve when workers are given attention and considered by management, not just paid with money.

Robert Owen

Father of Personnel Management; advocated eight hours of work, rest, and sleep and better working conditions.

Elton Mayo

Australian psychologist; associated with human relations and the Hawthorne Effect; regarded as a pioneer in HRM.

Eight hours principle

The idea of an eight-hour workday, eight hours of rest, and eight hours of sleep to improve productivity.

Why HRM

Discipline of managing people to support individual development and the achievement of business goals.

Human Resources

All the employees within an organization; a vital asset contributing to success.

Management

The functions involved in overseeing and developing the workforce, including planning, coordinating, and supporting people.

Scope of HRM – PEOPLE

Human element activities such as talent acquisition, training & development, compensation & benefits, and employee relations.

Scope of HRM – PROCESS

Systems and procedures that support people management, e.g., HR planning, job analysis, HRIS, compliance, and legal matters.

Scope of HRM – PERFORMANCE

Measuring and improving HR practices and employee performance through analytics, performance management, and organizational development.

Managerial functions

Core administrative activities: Planning, Organizing, Staffing, Directing/Leading, Controlling.

Planning (HRM)

Forecasting future HR needs and informing staffing decisions.

Organizing (HRM)

Structuring the HR department, defining roles, relationships, and workflows.

Staffing

Securing and deploying the right number and type of people to fill roles.

Directing/Leading

Motivating and guiding employees to achieve organizational goals.

Controlling

Monitoring performance against plans and taking corrective action.

Talent Acquisition

Process of identifying, attracting, and selecting the right candidates.

Training and Development

Programs to upskill and develop employees for current and future needs.

Compensation and Benefits Management

Design and administration of pay, rewards, and benefits packages.

Performance Management

System for evaluating and improving employee performance.

Employee Relations Management

Managing the relationship between employees and the organization.

Labor Relations Management

Managing relations with labor unions and collective bargaining contexts.

Organization Development

Strategic, planned changes to improve organizational effectiveness.

Advisory to top management

HR provides strategic guidance to executives on policies, programs, and HR strategy.

Advisory to department heads

HR guides managers on manpower planning, recruitment, training, and performance management.

Strategic Workforce Planning (SWP)

Process to ensure the right people are in the right jobs at the right time, with a staffing plan to meet objectives.

Environmental scanning

Systematic collection and analysis of internal and external factors affecting the workforce.

External factors

Tech advancement (AI), economic conditions, demographic trends, legislative changes, and competitors.

Internal factors

Company culture and financial resources shaping HR decisions.

Forecasting demand

Predicting future workforce needs in quantity and quality to meet strategic goals.

Qualitative forecasting

Forecasting based on expert opinions and trends to identify needed skills.

Quantitative forecasting

Forecasting using numerical data and statistics to predict staffing needs.

Internal supply

Current employees’ skills and potential, including a skills inventory.

External supply

Availability of candidates in the labor market and external sources.

Skills inventory

Catalog of current employees’ skills and competencies.

Recruitment

Process of attracting and selecting candidates to build a talent pool.

Selection

Choosing the right candidate from among applicants.

Internal sources of recruitment

Promotions, transfers, former employees, internal applications.

External sources of recruitment

Direct recruitment, employment agencies, job advertisements, professional associations, campus recruitment, job fairs.

Promotions

Internal advancement of employees to higher positions.

Transfers

Internal movement of employees between jobs or departments.

Former Employees

Re-hiring individuals who previously worked for the organization.

Internal Application

Candidates already employed in the organization applying for new roles.

Direct Recruitment

External hiring without intermediaries.

Employment Agencies

Third-party organizations that source and screen candidates.

Job Advertisement

Public posting of job openings to attract applicants.

Campus Recruitment

Recruiting through universities and colleges.

Job Fairs

Events where employers meet a large pool of potential candidates.

Job Interview

Face-to-face interaction to gather information from candidates; can be structured or unstructured.

Structured Interview

Interview with a predetermined set of questions applied consistently to all candidates.

Unstructured Interview

Free-flowing interview with open-ended questions for deeper insight.

Open-ended questions

Questions that invite long, descriptive answers and reveal abilities and fit.

Panel interview

Interview conducted by a group (3–5 members) of the selection committee.

Close interview

Ending the interview by clarifying next steps and thanking the candidate.

Job application letter (cover letter)

A letter accompanying a resume to persuade the reader to invite the applicant for an interview.

Resume

Concise, formal summary of a person’s professional background, skills, and experience.

Inside Address

Name, title, organization, and mailing address on a letter.

Salutation

Greeting line of a letter (e.g., Dear [Name]:).

Four Paragraphs minimum

Introductory, Education, Employment, and Concluding paragraphs in a resume or letter.

Complimentary Close

Formal closing phrases (e.g., Sincerely).

Signature

Your handwritten or typed name at the end of a letter.

Enclosure line

Notation indicating additional documents (e.g., résumé) are enclosed.

Introductory paragraph (resume/cover letter)

First paragraph that captures attention and sets tone, avoiding negatives.

Education paragraph

Section highlighting relevant education to fit the job requirements.

Employment paragraph

Section detailing work history and relevant responsibilities and achievements.

Concluding paragraph

Closing section inviting an interview and providing contact information.

Career objective

Statement of your career goals and what you bring to the employer.

Work experience

List of jobs with responsibilities and achievements, most recent first.

Skills

Relevant abilities and competencies tailored to the job.

Character reference

People who can vouch for your character when requested.

Additional section

Other information such as awards, language skills, hobbies, and certifications.

Awards & achievements

Recognitions that highlight success and excellence.

Language skills

Ability to speak or write in languages other than the native language.

Certifications

Official attestations of skills or knowledge.