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mgt 320
chapter 1
| Term | Definition |
|---|---|
| human resources | people who work in an organization. Also called personnel |
| human resource strategy | a firm's deliberate use of human resources to help it gain or maintain an edge against its competitors in the marketplace. The grand plan or general approach an organization adopts to ensure that it effectively uses its people to accomplish its mission |
| human resource tactic | A particular HR policy or program that helps to advance a firm's strategic goals |
| Manager | a person who is in charge of others and is responsible for the timely and correct execution of actions that promotes his or her unit’s success. |
| Unit | work team, department, business unit, division, corporation |
| Line employee | an employee involved directly in producing the company’s goods or delivering services. Line managers manage line employees |
| Staff employee | an employee who supports the line employees |
| Exempt employees | aka salaried employees- do not receive extra pay for overtime work beyond 40hrs. non exempt employees- receive overtime compensation |
| Environmental challenges | forces external to firms that affect the firm’s performance but are beyond the control of management |
| Organizational challenges | concerns or problems internal to a firm; often a product of environmental forces |
| Total quality management (TQM) | an organization-wide approach to improving the quality of all the processes that lead to a final product or service. |
| Decentralization | transferring responsibility and decision-making authority from a central office to people and locations closer to the situation that demands attention |
| Downsizing | a reduction in a company’s workforce to improve its bottom line |
| Organizational culture | the basic assumptions and beliefs shared by members if an organization. These beliefs operate unconsciously and define in a basic-taken-for-granted- fashion an organization’s view of itself and the environment. |
| Outsourcing | subcontracting work to an outside company that specializes in and is more efficient at doing that kind of work |
| Individual challenge | human resources issues that address the decisions most pertinent to individual employees |
| Productivity | a measure of how much value individual employees adds to the goods and services that the organization produces |
| Ability | competence in performing a job |
| Motivation | a person’s desire to do the best possible job or to exert the maximum effort to perform assigned tasks |
| Quality of work life | a measure of how safe and satisfied employees feel with their jobs |
| Empowerment | providing workers with the skills and authority to make decisions that would traditionally be made by managers |
| Brain drain | the lost of high-talent key personnel to competitors or to start-up ventures |
| Strategic human resource planning | the process of formulating HR strategies and establishing programs or tactics to implement them |
| Strategic HR choices | the options available to a firm in designing its human resources system |
| Corporate strategy | the mix of businesses a corporation decides to hold and the flow of resources among those businesses |
| Business unit strategy | the formulation and implementation of strategies by a firm that is relatively autonomous, even if of is part of a larger corporation |
| dual career families | (both member of a couple working |
Created by:
noelvil1
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