Fundamentals of Human Resources Management – Chapter 1

Human resource management (HRM)
The policies, practices, and systems that influence employees’ behavior, attitudes and performances
Human capital
An organization’s employees, described in terms of their training, experience, judgement, intelligence, relationships and insights
High-performance work system
An organization in which technology, organizational structure, people and processes work together seamlessly to give an organization an advantage in the competitive enviornment
Job analysis
the process of getting detailed information about jobs
Job design
the process of defining the way work will be performed and the tasks that a given job requires
The process through which the organization seeks applicants for potential employees
the process by which the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals
A planned effort to enable employees to learn job-related knowledge, skills, and behavior
The acquisition of knowledge, skills, and behaviors that improve an employee’s ability to meet changes in job requirements and in customer demands
Performance management
The process of ensuring that employees’ activities and outputs match the organization’s goals
Workforce analytics
The use of quantitative tools and scientific methods to analyze data from human resource databases and other sources to make evidence-based decisions that support business goals
Talent management
A systematic, planned effort to attract, retain, develop, and motivate highly skilled employees and managers
Evidence-based HR
Collecting and using data to show that human resource practices have a positive influence on the company’s bottom line or key stakeholders
An organization’s ability to profit without depleting its resources, including employees, natural resources, and the support of the surrounding community
The parties with an interest in the company’s success
The fundamental principles of right and wrong
an online job description database developed by the Labor Department
Job Specifications
Knowledge, skills, ability and other characteristics needed to perform a particular job
Skill Variety
extent to which a job requires a variety of skills to carry out tasks involved
Task Identity
degree to which a job requires completing a “whole” piece of work from beginning to end
Task Significance
extent to which the job has an important impact on lives of other people
degree to which the job allows an individual to make decisions about the way work will be carried out
extent to which a person receives clear information about performance effectiveness from the work itself
Job enlargement
Broadening types of tasks performed in a job
Job extension
Enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks
Job rotation
Enlarging jobs by moving employees among several different jobs
Job enrichment
Empowering workers by adding more decision-making authority to jobs
Self managing work teams
Have authority for an entire work process or segment
Full-time employees may choose starting and ending times within guidelines specified by the organization
Job sharing
Two part-time employees carry out the tasks associated with a single job
the broad term for doing one’s work away from a centrally located office

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