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52 Cards in this Set

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  • Back

human resource management (HRM)

the process of determining human resource needs & then recruiting, selecting, developing, motivating, evaluating, compensating & scheduling employees to achieve organizational goals

HRM includes branches such as

recruitment, selection, training & development, motivation, evaluation, compensation & beliefs, career management scheduling, employee management relations

employees are the ______ ______

ultimate resource

5 major steps taken by companies

1. understand the external environment

2. understand the internal environment

3. select most critical human resource topics & set priorities

4. initiate projects with dedicated teams

5. secure support from top management

5 steps involved in the the human resource planning process

1. preparing a human resource inventory of the organization's employees

2. preparing a job analyses

3. assessing future human resource demand

4. assessing future human resource supply

5. establishing a strategic plan

job analysis

a study of what is done by employees who hold various job titles

job description

a summary of the objectives of a job, the type of work to be done, the responsibilities & duties, the working conditions & the relationship of the job to other functions

job specifications

a written summary of the minimum qualifications required of workers to do a particular job


the set of activities used to obtain a sufficient number of the right people at the right time


the process of gathering information & deciding who should be hired under legal guidelines to serve the best interests of the individual & the organization

a typical selection process involves 5 steps

1. obtaining complete application

2. conducting initial & follow-up interviews

3. giving employment tests

4. conducting employment background investigations

5. establishing trial periods

contingent workers

workers who do not have regular, full-time employment

training & development

all attempts to improve productivity by increasing an employee's ability to perform. Training focuses on short-term skills, whereas development focuses on long-term abilities

training & development programs include 3 steps

1. assessing the needs of the organization & the skills of the employees to determine training needs

2. designing training activities to meet the identified needs

3. evaluating the effectiveness of the training

employee orientation

the activity that introduces new employees to the organization; to fellow employees; to their immediate supervisors & to the policies, practices, values & objectives of the firm

on-the-job training

training in which the employee immediately begins his or her tasks & learns by doing or watches others for a while & then imitates them all right at the workplace

apprentice programs

training programs involving a period during which a learner works alongside an experienced employee to master the skills & procedures of a craft

off-the-job training

training that occurs away from the workplace & consists of internal or external programs to develop any of variety of skills or to foster personal development

online training

training programs in which employees "attend" classes via the internet

vestibule training

training done in schools where employees are taught on equipment similar to that used on the job

job stimulation

the use of equipment that duplicates job conditions & tastes so that trainees can learn skills before attempting on the job

management development

the process of training & educating employees to become good managers & then monitoring the progress of their managerial skills over time

training programs include

on-the-job coaching, understudy positions, job rotation, off-the-job courses & training


giving workers the education & tools they need to make decisions


the process of establishing & maintaining contacts is key managers in one's own organization & other organizations & using those contacts to weave strong relationships that serve as informal development systems


an experienced employee who supervises, coaches, & guards lower-level employees by introducing them to the right people & generally being their organizational

performance appraisal

an evaluation in which the performance level of employees is measured against established standards to make decisions about promotions, compensation, additional training or firing

6 steps at how to look at the performance-appraisal process

1. establishing performance standards

2. communicating standards

3. evaluating performance

4. discussing results

5. taking corrective action

6. using the results to make decisions

pay equity

equal pay for work of equal value

gender wage gap

the difference between wages earned by men & wages earned by women


fixed compensation computed on weekly, bi-weekly, or monthly pay periods

hourly wage or daywork

wage based on the number of hour or days worked

piecework system

wage based on the number of items produced rather than by the hour

commission plans

pay based on some percentage of sales

bonus plans

extra pay for accomplishing or surpassing certain objectives

2 types of bonus plans

monetary & cashless

profit-sharing plans

annual bonuses paid to employees based on the company's profits pay based on pre-determined percentage

gain-sharing plans

annual bonuses paid to employees based on achieving specific goals such as quality measures, customer satisfaction & production targets

cost-of-living allowances (COLA's)

annual increases in wages based on increases in the consumer price index, usually in union contracts

stock options

right to purchase stock in the company @ specific price over a specific period of time

fringe benefits

benefits such as sick-leave pay, vacation pay, pension plans & health plans that represent additional compensation to employees beyond base ways

cafeteria-style benefits plans

benefits plans that allow employees to choose which benefits they want up to a certain dollar amount

flextime plan

work schedule that gives employees some freedom to choose when to work, as long as they work the required number of hours

core time

the period when all employees are expected to be at their job stations

compressed work week

work schedule that allow an employee to work a full number of hours per week but in fewer days

job sharing

an arrangement where by two part-time employees share one full-time job

turnover rate

a measure of the percentage of employees that leave a firm each year

employment equity

employment activities designed to "right past wrongs" by increasing opportunities for minorities & women

reverse discrimmination

the unfairness that unprotected groups may perceive when protected groups receive preference in hiring & promotion

toughest HRM issues

•Changingdemographics•Undereducated/unpreparedfor jobs

•Single-parentand two-income families

•Shift inemployee attitudes toward work•Economy

•Overseaslabour pools

•Changein demand for benefits

•Healthcare, elder care, child care, andopportunities forpeople with disabilities•Employeeloyalty

demographic changes could include

mass retirements, succession planning, knowledge retention

training & development activities

employee orientation, on-the-job training, apprentice programs, off-the-job training, online training, vestibule training, job stimulation