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HRLR 3050 #1
Human Resource Management Exam #1
| Question | Answer |
|---|---|
| Human Resource Management (HRM) | Leadership and management of people within an organization using systems, methods, processes, and procedures that identify, select, motivate, and enable employees to achieve outcomes |
| Discipline | Leaders & managers, organizing systems, policies, & procedures |
| Department | Specialized group, ensuring effective use of systems to enhance employee performance & accomplish company goals |
| Objective of HRM | Ensure the availability of a competent & willing workforce for an organization |
| Personal objective | Assist employees |
| Functional objective | Maintain the contribution of department at an appropriate level |
| Organizational objective | organizational effectiveness |
| Societal objective | Social & ethical responsibility addressing the needs & challenges of society |
| Strategic HRM Model | Five steps: Organizational mission, Environmental scan, Analysis of organizational structure & culture, choice & implementation of HR strategies, and review, evaluation, & audit of HR strategies |
| HRM Department | Emerges when HR activities needs to be coordinated in a manner that the owner can no longer do |
| Staff Authority | Acts as service department that advises not directs |
| Line Authority | Possessed by managers of operation departments. Has authority to make decisions about production, people, & performance |
| Functional Authority | May be provided authority to make decisions normally reserved for line managers |
| Job analysis | Systemic study of a job to discover its specifications or skill requirements for job design purposes |
| Job | Group of related activities and duties and may be help by a single employee or several persons |
| Position | Collection of tasks and responsibilities performed by an individual |
| Steps in job analysis | Phase1: become familiar with organization, determine uses of job analysis, identify jobs Phase 2: Determine sources of data, identify data required, chose method for data collection Phase 3: Use of job analysis (description, standards, specifications) |
| Job description | Written statement that explains the duties, working conditions, and other aspects of specific job |
| Job identity | Job title, location, code, grade, & if it is/is not exempt from overtime laws |
| Job summary & duties | Indicates what the job is, how it is done, & what is required to do the job |
| Job specifications | Statement that explains the human knowledge, skills, abilities & other things needed to do a job |
| Job performance standards | Become targets for employee efforts and criteria for measuring job success |
| Competency | Knowledge, skills, ability, or behaviour associated with success |
| Competency Model | A framework that describes a group of competencies required in a particular job |
| Competency Matrix | A list of the level of each competency required for several jobs at an organization |
| Job designs | Identification of job duties, characteristics, competencies, taking into consideration technology, workforce, organization, and environment |
| Effective job design | Organization efficiency, ergonomic, employee, job specialization, environmental |
| HR Planning | Proactive approach to ensure that the organization has the RIGHT PEOPLE, at the RIGHT PLACE, with the RIGHT SKILLS, at the RIGHT TIME, in the RIGHT ENVIRONMENT |
| HR Plan | Road map for who complete strategic processes. Directs recruitment and training |
| No formal planning | Small companies, may be reactionary |
| Basic planning | Companies recognizing the need to plan for HR activities. Mix of proactive and reactionary |
| Advanced planning | Direct ties between strategy and HR planning. 3-5yrs in advance |
| Sophisticated planning | Senior HR professionals are strategic with planning for 5+yrs relying on expertise and support planning |
| Strategies to manage oversupply of workers | Layoffs, leave w/o pay, termination, attrition (hiring freeze) |
| How to manage shortage of employees | Hire (part-time, full-time, temp), source providers (contractor), develop employees, existing work (overtime) |
| Human Resource Information System (HRIS) | Used to collect, record, store, analyse, & retrieve data concerning organizations HR. |
| Human Resource Accounting (HRA) | Process to measure the present cost and value of HR as well as their future worth to the organization |
| 3 types of laws | Employment & labour standards, Human rights, privacy legislation |
| Q's to guide HR on employment laws | Q1: Are they employee or contractor? Q2: Is the organization provincially or federally regulated? (Labour code covers federally regulated industries) Q3: Is the employee unionized or non-unionized? |
| Discrimination | Specific action or policies directed against the minority groups |
| Systemic Discrimination | Company policy, practice, or action that is not openly or intentionally discriminatory, but has a discriminatory impact or effect. |
| Harassment | Treating an employee in a disparate manner because of that person's sex, race, religion |
| Sexual Harassment | Unwelcome sex or gender-based conduct that has adverse employment consequences for the complainant |
| Employer Retaliation | It is criminal act to retaliate against employees who files human rights charges |
| Reverse Discrimination | Arises when an employer seeks to hire a member of a protected group over an equally qualified candidate who is not a member of a protected group |
| Recruitment | Finding and attracting capable individuals to apply for employment and to accept a job offer |
| Constraints of recruitment | Costs, diversity & inclusion, environmental, recruiter habits |
| Internal Recruitment | Hiring within the organization. Pro: already familiar Con: No "new blood" |
| External Recruitment | Hiring outside the organization Pro: Able to acquire skills needed Con: May not fit in |
| Recruitment Planning | Consider SMART goals (Specific, measurable, achievable, relevant, time based) |
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brittanycaron
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