Introduction to Human Resource Management

Practice flashcards covering the fundamental concepts, roles, and trends in Human Resource Management as presented in the lecture notes.

Organization

A group consisting of people with formally assigned roles who work together to achieve the organization’s goals.

Manager

An individual who manages the efforts of the organization’s people.

Planning

A management function involving the establishment of goals, rules, and plans, as well as the creation of forecasts.

Organizing

A management function involving task delegation, the establishment of departments and authority, and the creation of communication channels.

Staffing

A management function involving recruitment, selection, compensation, evaluation, and training of employees.

Leading

A management function focused on motivation and the retention of employee morale.

Controlling

A management function where the standards of an organization are compared with the actual performance of employees.

Human Resource Management (HRM)

The process of acquiring, training, appraising, and compensating employees, including the development of policies and strategies for retention.

Human Resource Development (HRD)

A field not limited to training and development that includes individual career planning, organization development, performance management, and appraisal with the goal of improving learning and performance.

Authority

The right to make decisions, direct the work of others, and give orders.

Line Authority

The right of line managers to issue orders and manage departments through a superior-subordinate relationship.

Staff Authority

The right of staff managers to advise other managers and employees, representing an advisory relationship.

Recruiters

Individuals who search for qualified job applicants through various methods.

Equal employment opportunity (EEO) representatives

Professionals who investigate and resolve EEO grievances and examine organizational practices for potential violations.

Job analysts

Individuals who collect information about job duties and prepare job descriptions.

Compensation managers

Professionals who develop compensation plans and handle employee benefits programs.

Training specialists

Individuals responsible for planning, organizing, and directing training activities.

Labor relations specialists

Advisors to management on all aspects of union-management relations.

Shared services

Centralized HR units with employees shared by all departments to assist line managers through internal service agreements.

Corporate HR teams

Teams that assist top management in addressing top-level issues within the organization.

Embedded HR teams

HR generalists, also known as relationship partners or HR business partners, who provide employee selection and assistance directly to specific departments.

Centers of expertise

Specialized HR consulting firms that operate within a company.

On-Demand Workers

Freelancers and independent contractor-gig workers who are mobile and independent bundles of skills, working when needed on tasks they choose.

Human Capital

The knowledge, skills, and abilities of a firm’s workers that produce economic value.

Globalization

The trend of companies extending their sales, ownership, and/or manufacturing to new markets abroad.

Labor force participation rate

The percent of the population that wants to work; its decline causes the total labor force to grow more slowly.

Unbalanced Labor Force

A situation where unemployment rates are low in occupations typically not requiring college degrees, while unemployment is high in jobs requiring college educations.

Strategic Human Resource Management

The formulation and execution of HR policies and practices that produce the employee competencies and behaviors required to achieve strategic aims.

HR department lever

A performance lever where the HR manager ensures the HR function is delivering services efficiently.

Employee costs lever

A performance lever involving advising top management on staffing levels and controlling compensation, incentives, and benefits.

Strategic results lever

A performance lever where HR policies and practices are designed to produce specific employee competencies and skills.

Evidence-based HRM

The use of the best available evidence, such as actual measurements, existing data, and research studies, to make decisions about HRM practices.

Adding Value

Helping employees improve in a measurable way as a result of the HR manager’s actions.

Sustainability

The practice of judging a company not just on profits, but also on its environmental and social performance.

Employee Engagement

Being psychologically involved in, connected to, and committed to getting one’s jobs done.

Ethics

The principles of conduct governing an individual or group, or the standards used to decide proper conduct.