Human Resource Management (HRM) - Vocabulary Flashcards

Vocabulary flashcards covering key definitions, concepts, theories, and functions of Human Resource Management (HRM) based on lecture notes.

Human Resource Management (HRM)

The art of procuring, developing, and maintaining a competent workforce to achieve organisational goals effectively.

HRM (Wendell L. French)

Refers to the philosophy, policies, procedures, & practice related to the management of people within an organisation.

HRM (Stephen P. Robbins)

A process consisting of the acquisition, development, motivation & maintenance of human resources.

Personnel Aspect of HRM

Aspect of HRM concerned with manpower planning, recruitment, selection, placement, induction, transfer, promotion, demotion, termination, training & development, layoff & retrenchment, wage & salary administration, incentives, and productivity.

Welfare Aspect of HRM

Aspect of HRM concerned with working conditions & amenities such as canteens, crèches, rest rooms, lunch rooms, housing, transport, education, medical help, health & safety, washing facilities, recreation, and cultural activities.

Industrial Aspect of HRM

Aspect of HRM concerned with employees that includes union management relations, joint consultation, negotiating collective bargaining, grievance handling, disciplinary actions, and settlement of industrial disputes.

Personnel Management

The process of planning, organising, compensation, integration & maintenance of people for the purpose of contributing to organisational, individual & societal goals.

Personnel Management (Brech)

That part which is primarily concerned with human resources of organisation.

Planning (Managerial Function)

A pre-determined course of action pertaining to formulating strategies of personnel programmes & changes in advance that will contribute to organisational goals.

Organising (J.C. Massie)

A structure & a process by which a co-operative group of human beings allocates its task among its members, identifies relationship & integrates its activities towards a common objective.

Directing

Activating employees at different levels & making them contribute maximum to the organisation through proper direction & motivation.

Controlling

Checking, verifying & comparing the actual performance of employees with plans, and taking control measures if deviations are found.

Job Analysis

The process of studying & collecting information relating to the role, responsibilities, and operations of a specific job.

Job Description

A statement containing job title, location, job summary, duties, machines, tools & equipment, materials & forms used, supervision given or received, working conditions, and hazards.

Job Specification

A statement of human qualifications necessary to do a job, containing education, experience, training, judgement, initiative, physical effort, physical skills, responsibilities, communication skills, and emotional characteristics.

HR Planning

A process for determination & assuring that the organisation will have an adequate number of qualified persons, available at proper times, performing jobs which meet organizational needs and provide satisfaction to the individuals involved.

Recruitment

The process of searching for prospective employees & stimulating them to apply for jobs in an organisation.

Selection

The process of examining applicants with regard to their suitability for a given job, choosing the best from suitable candidates, and rejecting others.

Placement

The actual posting of a candidate to a specific job, matching employee specifications with job requirements and assigning specific rank & responsibility.

Induction & Orientation

Techniques by which a new employee is rehabilitated in changed surroundings and introduced to the practices, policies, purposes & people of the organisation.

Human Resource Development

The process of improving, moulding & changing skills, knowledge, creative ability, aptitude, values, and commitment based on present & future job organisational requirements.

Performance Appraisal

A systematic evaluation of individuals with respect to their performance on the job & their potential for development.

Training

The process of imparting technical & operating skills & knowledge to employees for doing a particular job.

Managerial Development

The process of designing & conducting suitable executive development programmes to develop the managerial & human relations skills of employees.

Career Planning & Development

The planning of one's career and implementation of career plans by means of education, training, job search, and acquisition of work experience.

Transfer

A lateral shift or process of placing employees in same level jobs where they can be utilised more effectively without marked changes in salary or rank.

Promotion

Upward reassignment given to an employee to occupy a higher position that commands better status or pay.

Demotion

Downward reassignment given to an employee within an organisation.

Retention Management

Strategy where employers modify existing or craft new HR strategies to pay higher salaries, offer benefits, and improve quality of work life to retain talented employees.

Compensation

The process of providing adequate, equitable & fair remuneration to employees for their work.

Fringe Benefits

Various non-wage benefits (such as housing, canteen, medical facilities) provided to motivate employees and meet life's contingencies.

Human Relations

Area of management integrating people into work situations in a way that motivates them to work together productively, cooperatively, and with economic, psychological & social satisfaction.

Industrial Relations

The study of relations among employees, employers, government & trade unions.

Conscience Role

The humanitarian role of an HR Manager reminding management of its morals & obligations to its employees.

Mediator Role

The peacemaker role of an HR Manager settling disputes between employees & management as a liaison and communication link.

Scientific Management (Taylor)

Approach introduced by Frederick W. Taylor ($1857\text{ to }1911$) involving worker training, wage uniformity, and focus on attaining better productivity.

Hawthorne Studies

Studies conducted by Elton Mayo & Fritz Roethlisberger ($1927\text{ to }1940$) that shifted focus from increasing worker productivity to efficiency through greater work satisfaction.

Evolution of HRM Timeline Diagram

Diagram showing the historical timeline of HRM from Welfare Officer ($1890\text{s}-1913$), Labour Manager ($1914-1939$), Personnel Management ($1945-1979$), to Human Resource Management / Human Capital ($1980-1990\text{s}$).

HRM Policy

A predetermined course of action, rule, or general understanding established to guide decision-making and work performance toward organizational objectives.

Vestibule Training

On-the-job training method where actual work conditions, materials, and equipment are simulated in a classroom setting.

Simulation

Training method where a real work environment is presented in a training session allowing participants to act out business behaviours to practice decision-making.

Job Rotation

Training method involving movement of the trainee from one job assignment to another to gain broad job knowledge and experience.

Sensitivity Training (T-Group)

Off-the-job training method aiming to influence behaviour through open group discussions, enabling trainees to see how others perceive them and build empathy.

In-Basket Training

Training technique where employees are presented with work-related problems and complaints placed in an 'in-basket' on their desk to solve simultaneously.

Succession Planning

An ongoing process of identifying, tracking, and developing high-potential employees to fill critical top management positions as they become vacant.

Management by Objectives (MBO)

Appraisal method introduced by Peter Drucker in 1974 where managers and subordinates jointly identify targets, plan goals, and evaluate performance together.

Behaviorally Anchored Rating Scale (BARS)

Appraisal method designed to test and rate the specific attitude and behavioral responses of an employee toward their job.

360 Degree Performance Appraisal

An all-round appraisal method that gathers feedback about an employee from superiors, juniors, colleagues, customers, and external contacts.

Halo Effect

Performance appraisal error where a supervisor rates an employee favourably based solely on certain positive qualities, ignoring negative traits.

Horn Effect

Performance appraisal error where an evaluator rates an employee unfavourably based solely on negative qualities.

Central Tendency

Appraisal bias where the evaluator assigns average or middle rating values to all employees regardless of actual performance.

Flexitime

A non-traditional work scheduling approach allowing employees to choose their work hours around a mandatory core period.

Glass Ceiling

An unseen, artificial barrier in an organisation that prevents women and minorities from rising to senior executive positions regardless of qualifications.

Moonlighting

The practice of holding a second job outside of normal 9-to-5 working hours to earn extra income.

Employer Branding

An employer's reputation as a place to work and their Employee Value Proposition (EVP).

HR Audit

An analytical, investigative examination and evaluation of HR policies, procedures, and practices to judge the effectiveness and efficiency of personnel management.

Virtual Organisation

A group of people relying primarily or exclusively on electronic communication to work together to accomplish organizational goals.