3 CompetitiveChallengesInfluencingHRM

5 Legal Areasthat InfluencedHRM

Alternativeworkarrangements

BalancedScorecard

ChangingDemographicsand Diversity ofthe Workforce

Competitiveness

Electronichuman resourcemanagement (e-HRM)

Employeeengagement

Empowering

Evidence-basedHR

External LaborMarket

High-performancework systems

1. 1. Technology2. Sustainability3. Globalization

2. 1. Equal employment opportunitylegislation2. Employee safety and health3. Employee pay and benefits4. Employee privacy5. Job security

3. Independent contractors, on-call workers,temporaryworkers, and contract company workerswho are not employed full-time by thecompany.

4. A means of performance measurementthat gives managers a chance to look attheir company from the perspectives ofinternal and external customers,employees, and shareholders.

5. -Aging of the workforce-Increased diversity of workforce-Influence of immigration

6. A company's ability to maintain and gainmarket share in its industry

7. The processing and transmission ofdigitized information used in HRM,including text, sound, and visual imagesfrom one computer or electronic device toanother.

8. The degree to which employees are fullyinvolved in their work and the strength oftheir commitment to their job and thecompany

9. Giving employees responsibility andauthority to make decisions regarding allaspects of product development orcustomer service.

10. Demonstrating that human resourcespractices have a positive influence on thecompany's bottom line or key stakeholders(employees, customers, community,shareholders)

11. Persons outside the firm who are activelyseeking employment.

12. Work systems that maximize the fitbetween the company's social system andtechnical system.

HR as aBusiness withThree ProductLines

HR Dashboard

HRresponsibilitiesmost likely to beoutsourcedcompletely

HumanResourceInformationSystem (HRIS)

Humanresourcemanagement(HRM)

HumanResourceManagementPractices

Intangibleassets

Internal LaborForce

Is time spentonadministrativetasksincreasing ordecreasing?

13. 1.Administrative Services andTransactions: Compensation, hiring andstaffing2. Business Partner Services: Developingeffective HR systems and helpingimplement business plans, talentmanagement3.Strategic Partner: Contributing tobusiness strategy based on considerationsof human capital, business capabilities,readiness, and developing HR practices asstrategic differentiators

14. HR metrics such as productivity,absenteeism that are accessible byemployees and managers through thecompany intranet or human resourceinformation system.

15. 1. Employee assistance and counseling2. Flexible spending accountadministration3. Background and criminal backgroundchecks

16. A system used to acquire, store,manipulate, analyze, retrieve, anddistribute HR information.

17. Policies, practices, and systems thatinfluenceemployees' behavior, attitudes, andperformance.

18. 1. Analysis and design of work2. HR planning3. Recruiting4. Selection5. Training and development6. Compensation7. Performance management8. Employee relations

19. A type of company asset including humancapital, customer capital, social capital,and intellectual capital.

20. Labor force of current employees

21. Time spent on administrative tasks isdecreasing.

Human Resource Management: Gaining a CompetitiveAdvantage - Chapter 1Study online at quizlet.com/_9ll2s

ISO 9000:2000

Knowledgeworkers

Lean Thinking

Learningorganization

MalcolmBaldrigeNationalQuality Award

Offshoring

Onshoring

Outsourcing

Psychologicalcontract

Responsibilitiesof HRDepartments

Sarbanes-OxleyAct of 2002

Self-Service

22. Quality standards, developed by theInternational Organizationfor Standardization (ISO) in Geneva,Switzerland, adopted worldwide

23. Employees who contribute to the companynot through manual labor, but throughwhat they know about customers or aspecialized body of knowledge.

24. A process used to determine how to useless effort, time, equipment, and space butstill meet customers' requirements.

25. A culture of lifelong learning, enabling allemployees to continually acquire andshare knowledge

26. An award established in 1987 to promotequality awareness, to recognize qualityachievements of U.S. companies, and topublicize successful quality strategies.

27. Exporting jobs from developed countries toless developed countries

28. Exporting jobs to rural parts of the UnitedStates

29. The practice of having another company (avendor, third-party provider, orconsultant) provide services

30. Expectations of employee contributionsand what the company will provide inreturn

31. 1. Employment and recruiting2. Training and development3. Compensation4. Benefits5. Employee services6. Employee and community relations7. Personnel records8.Health and safety9.Strategic planning

32. A congressional act passed in response toillegal and unethical behavior bymanagers and executives. The Act setsstricter rules for business especiallyaccounting practices including requiringmore open and consistent disclosure offinancial data, CEOs' assurance that thedata is completely accurate, and provisionsthat affect the employee-employerrelationship (e.g., development of a code ofconduct for senior financial officers)

33. Giving employees online access to HRinformation

SixCompetenciesfor the HRProfession

Six SigmaProcess

Skills tosuccessfullymanage adiverseworkforce

Strategicbusinessissues thatHR mighthelp address

Sustainability

Talentmanagement

The balancedscorecardshould beused to_____?

Total qualitymanagement

Twoimportantchallengesfaced by HRmanagers

34. 1. Credible Activist (most important)2. Cultural Steward3. Talent Manager/ Organizational Designer4. Strategic Architect5. Business Ally6. Operational Executor

35. System of measuring, analyzing, improving,and controlling processes once they meetquality standards.

36. 1. Communicating effectively with employeesfrom a wide variety of cultural backgrounds2. Coaching and developing employees ofdifferent ages, educational backgrounds,ethnicity, physical ability, and race3. Providing performance feedback that isbased on objective outcomes rather thanvalues and stereotypes that work againstwomen, minorities, and handicappedpersons by prejudging these persons' abilitiesand talents4. Creating a work environment that makes itcomfortable for employees of all backgroundsto be creative and innovative5. Recognizing and responding togenerational issues

37. 1. Identifying new business opportunities2. Assessing possible merger, acquisition, ordivestiturestrategies3. Working on recruiting and developingtalent

38. A company's ability to make a profit withoutsacrificing the resources of its employees, thecommunity, or the environment.

39. A systematic planned strategic effort bycompanies to attracting, retaining,developing and motivating highly skilledemployees and managers

40. 1. Link human resource managementactivities to the company's business strategy2. Evaluate the extent to whichthe HRM function is helping the companymeet its strategic objectives

41. A cooperative form of doing business thatrelies on the talents and capabilities of bothlabor and management to continuallyimprove quality and productivity.

42. 1. Shifting their focus from current operationsto strategies for the future. This shift presentstwo challenges: self-service and outsourcing.2. Preparing non-HR managers to developand implement human resource practices

What question should you ask to evaluate therelationship between HRM and the businessstrategy?

Which HR roles are increasing?

Why have HRM roles changed?

43. What is HR doing to ensure that the right people with the right skills are doingthe right things in the jobs that are important for the execution of the businessstrategy?

44. HR roles as a strategic business partner, change agent and employee advocateare increasing.

45. Managers see HRM as the most important lever for companies to gain acompetitive advantage over both domestic and foreign competitors.