Fundamentals of Human Resources Practice Flashcards

These flashcards cover the fundamental's of Human Resources including VUCA, cultural models (Hofstede, Lewis, Shein), diversity concepts, strategic approaches, organizational structures, recruitment, selection, and onboarding.

Human Recources

People working in the Organization.

Human Recources Management

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

Volatility (VUCA)

The degree to which events and situations change quickly and often unpredictably.

Uncertainty (VUCA)

The degree to which outcomes of events and situations are unknown or unpredictable; it is difficult to anticipate every outcome.

Complexity (VUCA)

When events and situations are composed of many interconnected parts, leading to unforeseen consequences of decisions.

Ambiguidy (VUCA)

When events and situations have unclear meanings, making it difficult to determine the exact significance of any given situation.

Culture

A groups set of shared norms and values expressed by the behavior of the group’s member.

Norms

Written or unwritten rules within a group.

Value

What an individual personally thinks is important.

Diversity Wheel

A model showing different characteristics that make people unique, consisting of an inner circle (traits one is born with) and an outer circle (traits that can change over time).

Power Distance

A Hofstede dimension where high levels indicate hierarchy is accepted and low levels indicate equality is preferred.

Individualism vs. Collectivism

A Hofstede dimension focusing on whether people focus on themselves versus the group.

Motivation towards Achievement vs. Nurturing

A Hofstede dimension where high motivation values competition and success, while low motivation values cooperation and quality of life.

Uncertainty Avoidance

A Hofstede dimension measuring how comfortable people are with uncertainty and change.

Long-Term vs Short-Term Orientation

A Hofstede dimension contrasting planning ahead with being flexible and focused on the present.

Indulgence vs. Restrained

A Hofstede dimension regarding freely enjoying life versus controlling desires according to social norms.

Linear-active (Lewis' Model)

Represented by the color blue; these cultures are cool, factual, decisive, and planners.

Multi-active (Lewis' Model)

Represented by the color red; these cultures are warm, emotional, and impulsive.

Reactive (Lewis' Model)

Represented by the color yellow; these cultures are courteous, amiable, accommodating, compromisers, and good listeners.

Observable (Shein’s Model)

The most visible elements of culture, such as company logos and uniforms.

Basic underlying Assumptions (Shein’s Model)

Deep unconscious beliefs and what employees actually believe based on values, acting like unwritten rules.

Diversity

The presence of differences with a given setting, encompassing attributes such as race, gender, age, sexual orientation, and disability.

Equity

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

Inclusion

The intentional effort to create environments where all individuals feel valued, respected, supported, and welcomed regardless of differences.

Stereotyping

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

Bias

A tendency to show a more favorable or unfavorable view.

Prejudice

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

Strategy

The long-term direction of an organization, focusing on current state, desired future state, and the method to get there.

Prescriptive approach (Strategy)

A linear and rational strategic development where main elements are determined in advance; works well for predictable, continuous growth.

Emergent approach (Strategy)

An approach where strategy emerges over time and cannot be summarize usefully in a plan.

Mission

A statement of what you do now, for who, and how you do it.

Vision

A statement of where you are going with your mission and what you ultimately want to achieve for customers and society.

ESG

Criteria for Environmental (protection), Social (treatment of people/diversity), and Governance (ethical management and control).

Stakeholder

Individuals or groups that have an interest in the company, including employees, owners, investors, and society.

Functional Structure

An organizational structure organized by function or department, such as Marketing, Finance, HR, and IT.

Job Analysis

The process of collecting information about a job to create a job description or person requirements.

Recruitment

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

Selection

The process of choosing the best candidate by predicting future job performance in a cost effective and timely manner.

Validity (Selection)

The degree to which selection methods are job-related and questions are relevant to the position.

Reliability (Selection)

The consistency of the selection process, ensuring the outcome is the same regardless of who is interviewing or when it takes place.

Onboarding

The journey of integration and welcoming new employees to make them feel comfortable and trained.