Human Resources Management (Lepak/Gowan) – Chapter 2 – Flashcards

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Strategy
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Plan for achieving a competitive advantage over its rivals
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Cost leadership strategy
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Outperforming competing firms within an industry by maintaining the ability to offer the lowest costs for products or services; costs are the underlying focus; maximizes predictable employee outcomes (jobs functions)
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Differentiation strategy
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Achieving competitive advantage over competing firms by providing something unique for which customers are willing to pay; jobs geared towards particular objective (creativity, customer service)
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Company characteristics
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Size and stage of development; second organizational demand
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Small businesses
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Generated between 60-80% of net new jobs over the past decade; hires 40% of tech workers; represents over 99% of all employers; roughly 50% of private-sector employees, more than 600k startup businesses are created each year
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Stage of development
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Startup, emerging growth, maturity, decline/transition
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Organizational culture
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Set of basic assumptions, values, and beliefs of a company's members; informal or unwritten side of the organization; shaped by company founder, history, actions of managers, etc.
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Organizational culture influences employee management
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1) Affects managerial decisions about specific practices to use with HR functions; 2) Influences effectiveness of different HR practices; 3) effectiveness of employee management practices
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Psychological contract
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Perceived obligations that employees believe they owe their company and that their company owes them
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Work/life balance
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Balance between the demands of work and the demands of employees' personal lives
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___% of mothers in US workforce have children under the age of ____
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60%; three
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___million full-time employees had flexible work schedules in 2004
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27
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Justice
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The expectations of employees about how they should be treated while at work
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Distributive justice
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Fairness of what individuals receive from companies in return for their efforts
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Procedural justice
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Perceptions of whether the processes that are used to make decisions, allocate rewards, or resolve disputes or that otherwise affect employees are viewed as fair
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Procedural fairness criteria
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Consistency, bias suppression, accuracy, correctability, representativeness, ethicality
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Consistency
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Managers should ensure that allocative procedures are consistent across people and over time
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Bias suppression
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Managers need to prevent personal self-interest and blind allegiance to narrow preconceptions
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Accuracy
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Decisions must be based on good information and informed opinion
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Correctability
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Managers must be open to opportunities to modify or reverse decisions based on inaccurate information
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Representativeness
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The allocation process must represent the concerns of all important subgroups and individuals
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Ethicality
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The allocation process must be compatible with prevailing moral and ethical standards
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Interactional justice
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How employees feel they are treated by their managers/supervisors in everyday interactions
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Responses to perceived violations of psychological contracts
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Voice, silence, neglect, exit, destruction
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Voice
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Actions an employee might take to correct a situation that he or she views as unfair
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Silence
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A form of nonresponse and a willingness to live with the circumstances, even if they are viewed as unfair
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Neglect
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Failure to completely fulfill one's duties
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Exit
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Departure from the company
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Destruction
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Counterproductive behaviors that damage the company, such as vandalism, theft and aggression
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Environmental influences
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Labor force trends, technology, globalization, ethical/social responsibility
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Labor force trends
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Aging workforce, demographic diversity
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Percentage of individuals in 55-and-older age group is expected to grow ____ times as fast as the rest of the workforce
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Five
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Percentage of individuals in 65-and-older age group is expected to grow ____ times as fast as the total labor force
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Ten
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Women in the labor force is expected to grow by ____% byetween the years 2006 and 2016
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9
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Women are expected to make up ____% of the US labor force in 2016
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47
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Telecommute
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Work away from the traditional office setting using technology
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Global International strategies
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Domestic, international, multinational, global, transnational
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Domestic strategy
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Focuses on serving the market within a particular country
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International strategy
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Expand the markets in which they compete to include multiple countries
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Multinational strategy
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When companies establish autonomous or independent business units in multiple countries
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Global strategy
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A company strives to achieve global efficiency
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Transnational strategy
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Strives to achieve the benefits of both a global strategy and a multinational strategy
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Offshoring
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Practice of sending work that was once performed domestically to companies in other countries or opening facilities in other countries to do the work
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Global factors
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Economic considerations, cultural differences
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Maquiladoras
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US-owned manufacturing plants in Mexico
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Individualism-Collectivism
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Degree to which people in a country prefer to act as individuals rather than as members of groups
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Power distance
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Degree of inequality among people that population of a country considers normal
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Uncertainty avoidance
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Degree to which people in a country prefer structured situations with clear rules about how one should behave over unstructured situations that are more ambiguous
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Masculinity-femininity
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Degree to which a society stresses values that have traditionally been viewed as masculine (assertiveness, performance, success, and competition) over feminine values (quality of life, personal relationships, service, care for the weak, solidarity)
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Eight stakeholder groups with regard to ethics
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Shareholders, community, governance, diversity, employees, environment, human rights, product
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Top 5 pressure points for unethical behavior
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Following the boss's directive, meeting overly aggressive business/financial objectives, helping the organization to survive, meeting scheduling pressures, wanting to be a team player
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___% of US companies have written code of ethics
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79
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