HR test 1

gcannon007's version from 2016-09-27 21:02

Section 1

Question Answer
traditional modelstaff function, motivates through pay and rewards
TQM modelstrategic function, aims at increased customer satisfaction, involves all employees, and zero defect recruitment
TQMmanagement system for a customer focused organization
HR in pastmanagers were paper pushers, and managed personnel files
HR is presentmangers improve organizational revenues and profits by creating the right work environment
strategic human resource management (HRMPolicies, practices, systems that influence employee behavior, attitudes, and performance
performance managementProcess of ensuring employee performance matches company goals
line managersdecision makers in organization. depicted with straight line of responsibility
staff managersadvise line managers on issues, depicted with dotted line
functional authoirytemporary line of authority is given to a staff person
job satisfactionthe extent to which people like their jobs and the environment in which they work
turnoverthe permanent loss of workers, which costs the organization in many ways
absenteeism failure of an employee to report to work as scheduled.
professional liabilityorganization and managers can be sued by employees who feel their employment rights have been violated.
negligent hiringOrganization can be sued because employer knew or should have known about the employee's dishonest, criminal background
functional turnoverloss of a poor performer
dysfunctional turnover loss of a good performer
avoidable turnoverloss of a good worker that could have been avoided
unavoidable turnoverloss of an employee that could not have been avoided
productivityAmount of output organizations receive per unit of input.
effectivemessgetting the job done (results)- did we do the right thing?
efficiency using resources to get job done (quickly and correctly)- are we doing things right?
outsourcinghiring a janitorial service or temporary office workers, accountants, instead of your own services 'in house'
offshoringsending jobs/work to other countries because labor and production costs are lower
onshoringbringing jobs/work back to the US from foreign nation sites
inshoringmoving inward to do business
SHRMleading professional association in Human Resources as advocates for professionals and workplace issues

Section 2

Question Answer
strategic planningplanning for the future
strategic planplan of action designed to achieve particular set of objectives, seek strategic and competitive advantage
visionprovides a focus for the future- want it wants to become
missionwhat the organization is all- in the present
cost leadershipFocuses on lowering organizational costs required to create products or services
broad differentiation Focuses on developing a distinctive impression of the product or service in customers’ minds.
focus/ nicheFocuses on a specific portion of a larger market
5 forces analysisanalyzes EXTERNAL competitive environment
SWOT analysisanalyzes INTERNAL enviroment
horizontal threatssubstitute products or services, established rivals, new entrants into the market
vertical threatsBargaining power of suppliers, bargaining power of customers
organizational structureDetermines how an organization groups its resources to accomplish its mission
complexitydegree of vertical, horizontal, and spatial differentiation within the organization
verticalhow many organizational layers top to bottom
horizontalorganization divided into departments, regions
holacracyradical structure with NO departments, job titles, managers! (Think Zappos!)
spatialphysical separation of HQ from operations
formalizationdegree to which jobs are “programmed”/standardized within an organization
centralizationdegree to which decision-making is concentrated within the organization
3 levels of organizational culture1. behavior 2. values and beliefs 3. assumptions
economic value added (EVA)Profits that remain after cost of capital deducted from operating profits.
return on investmentFinancial return received from our investment in the firm or its people
balance scorecardManagement tool measuring financial, customer service, internal process, and growth (sustainability) measures
HR scorecardthat places value on the services that HR “delivers” to the organization

Section 3

Question Answer
natural capitalnatural resources linked with human welfare
social capitalsocial network that create social cohesion
manufactured capitalhuman engineered and manufactured capital
human capitalhealth and productive potential of people
trade blocsgroups of countries that form association to facilitate movement of goods across international borders
international companySets up one or a few facilities in one or a few foreign countries
multinational companyFacilities in a number of different countries to minimize production costs
expatriatesU.S. employees assigned to work in another country
parent-countryemployee who was born and works in country where organization’s HQ is located
host-countryemployee is a citizen of the country (other than parent country) in which organization operates a facility.
third-countryemployee is citizen of country that is neither parent country nor host country of employer
ethnocentricorganizations believe their values and culture are superior to others
geocentricorganizations believe in managing globally, using best people worldwide.
polycentricorganizations emphasize adapting to local culture and practices by using mostly host-country employees